HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 08/11/2020 - ADJOURNED MEETINGCity of Fort Collins Page 1
Wade Troxell, Mayor City Council Chambers
Kristin Stephens, District 4, Mayor Pro Tem City Hall West
Susan Gutowsky, District 1 300 LaPorte Avenue
Julie Pignataro, District 2 Fort Collins, Colorado
Ken Summers, District 3
Ross Cunniff, District 5 Cablecast on FCTV Channel 14
Emily Gorgol, District 6 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Delynn Coldiron
City Attorney City Manager City Clerk
Adjourned Meeting
August 11, 2020
(Amended 8/7/20)
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City of Fort Collins Page 2
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CALL MEETING TO ORDER
ROLL CALL
1. Planning and Zoning Board Interview Process.
The purpose of this item is to discuss the process to conduct interviews for the Planning and Zoning
Board.
OTHER BUSINESS
ADJOURNMENT
Agenda Item 1
Item # 1 Page 1
AGENDA ITEM SUMMARY August 11, 2020
City Council
STAFF
Elizabeth Blythe, Senior Public Engagement Coordinator
Carrie M. Daggett, Legal
Delynn Coldiron, City Clerk
SUBJECT
Planning and Zoning Board Interview Process.
EXECUTIVE SUMMARY
This item has been amended to include additional applicant information.
The purpose of this item is to discuss the process to conduct interviews for the Planning and Zoning Board.
STAFF RECOMMENDATION
Staff recommends adoption of the motion provided below, with names of those to be interviewed filled in.
BACKGROUND / DISCUSSION
Staff received an official notice of resignation from Mr. Michael Hobbs on July 7, 2020 resulting in a vacancy on
the Planning and Zoning Board. Staff scheduled a two-week recruitment period ending on August 2, 2020
advertising for the vacancy on the board. Staff received 36 applications during that period. Of these 36
applications, one person will be appointed to fill the vacancy of the term left by Mr. Hobbs, which is set to expire
on December 31, 2020.
Because this is an unusually large number of applicants and interviewing all applicants would be impractical, the
applications are attached and Council will be asked to approve a list of candidates to be interviewed by the
Council Liaison to the Board, in consultation with a second Councilmember (in this case, the Mayor). Both the
Council Liaison (Councilmember Cunniff) and the Mayor will make recommendations to the Council regarding
the candidates to be interviewed in advance of or during discussion of this item.
Applications received are attached. The following is a list of the names of the applicants:
Albert Powell Emily Peddicord Larry Houle Paul Patterson
Andrew Demrow Jeff Gaines Lori Brunswig Ray Moe
Ann Brandon Jeff Pace Lydia Lazar Rena Trujillo
Arne Jamtgaard Jerry Gavaldon Mary Grant Ryan McBreen
Ben Goodwin Joe Rowan Melissa Garcia Sara Jeanes
Chadwick Bowman John Elder Miles Kailburn Stephen Smith
David Finkelstein Jonathon Nagel Mistene Nugent Ted Shepard
Dominick Rafiti Kathryn Dubiel Nick Frey Todd Parker
Don Whitson Kenneth Mitchell Patrick Rowe Tommy Miles
Agenda Item 1
Item # 1 Page 2
A motion for use to identify the list of candidates to be interviewed is as follows:
“I move that Council designate the following applicants for the Planning and Zoning Board to be interviewed and
considered further for appointment to the Board:
(List names): 1.__________________________;
2. _________________________;
3. __________________________;
4. __________________________;
5. __________________________;
6. __________________________;
7.__________________________;
8. __________________________. (add or subtract as desired).”
ATTACHMENTS
1. Redacted Applications (PDF)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: ALBERT POWELL
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? Outside City Limits
Current Occupation: Retired from CSU Online. Employer: CSU
Recent and/or relevant work experience (please include dates) I grew up in a home located outside city
limits in Pullman, Washington. My first purchased dwellings were mobile homes, which were an excellent entry
into home ownership. I soon moved on to single family dwellings. My background includes mechanical work, and radio
broadcasting leading to a career in universities as a radio and TV producer. I follow news every day and am interested
Recent and/or relevant volunteer experience (please include dates) Past President of Colorado state chapter,
and national President of Washington State University (WSU) alumni association.Member of the professional advisory
board for the Edward R. Murrow College of Communications at WSU.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I have lived in Fort
Collins for 22 years as a CSU employee, recently retired. I have some knowledge of growth patterns over that
time period, and I am specifically interested in affordable housing and maintaining moderate income living options.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
None other than a PhD level of literacy, and the ability to do research as needed to gather information.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) The Hughes property is an obvious big issue for Fort Collins. It appears that there is significant support
for minimizing development in this area, which is in conflict with the current CSU contract for this
property. The university's financial interest must be recognized in the decisions around this property;
therefore, whatever action is taken must preserve the value of the property to CSU. I think additional
options for a combination of development and open space ideas need to be examined, perhaps with a strip
of property on the west side along the foothills preserved as open space.
2) The development of areas north of Vine and Lemay need to be balanced with the creation of traffic infrastructure
to support that development. This has been a problem for the entire 22 ears I have lived here. Suniga
road and development of the Lemay bypass offer potential solutions, but the bypass seems to be stalled
thanks to CO-19 fiscal impacts. New development is appropriate, but additional development of the area
north of Vine needs to be timed carefully, and should be contingent on the completion of the traffic
solutions before new developments open.
3) The definition and type of affordable housing needs serious discussion in the city. The preservation
of room for manufactured housing and mobile homes is critical for lower income families who need affordable
housing. Entry-level affordable housing hasn't been supported or pursued actively, although in recent
weeks I have been reading more about the issue. Preservation of detached housing for families earning
below the AMI of Fort Collins is important to maintain quality of life and independence for families
of lower incomes.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None that I am aware of.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) Neighbor
ALBERT E. POWELL, JR.
Summary: Forty-one years
of experience at three major universities. Strengths in distance education technology
and instruction, adult education, continuing education policies and processes, alumni
relations, and building faculty relationships. PROFESSIONAL Colorado State
University 1998-2021 Fort Collins, CO. Director of Learning Technologies,
CSU Online, 2009 - 2021. Supervised four CSU units with total staff of 10. (1)
Classroom Support provides design, installation and maintenance for 300 classrooms.
(2) CSU Online Learning Technology unit supports instructional applications for
distance classes and lecture capture system for the entire university. (3) Canvas
and (4) Training units support the LMS and provide software training in a wide range
of skill areas for the campus. Overall, these units research and implement electronic
technologies in classrooms across campus; coordinate to plan technology selection
and implementation to benefit all faculty and students; research and plan future
distance technology acquisitions; plan budgets for technology acquisition/installation
and employee support. I managed and was directly involved with university-wide planning
and technology policies and decisions. Starting 2009, I designed and managed installation
of 50 lecture capture classrooms across campus, making CSU a leader nationally in
lecture capture technology. Director of Independent Learning, 2002 - 2009. Developed
budgets for Independent Learning program; coordinated with faculty and administrators
to plan, develop and offer new courses leading to new distance degree programs.
With College of Veterinary medicine, developed first the hourly online professional
development program with courses which meet annual requirements for professional
study. Director of Distance Education Development¬, 1998 - 2002. Created early
plans for online course development at CSU. Researched opportunities and contracted
with internal and external entities for non-credit online courses. Online Instructor,
Thomas Edison State College 2003-Current Heavin School of Arts & Sciences,
Trenton, NJ Instructor in Master of Arts in Liberal Studies degree program, teaching
THC-625: Technology and the Human Community. Created online course Theory and Culture
of Online Learning. Texas A&M University - Agricultural Communications Dept. 1985-1998 College
Station, TX. Associate Professor and Extension Communications Specialist/Distance
Education - Initially responsible for supervising and re-directing video and radio
production efforts of a seven-person unit which had been without a supervisor for
seven years. After department re-organization, became Video Production Specialist,
then Distance Education Specialist. Planned, produced and hosted most of Texas A&M's
educational satellite conferences between 1987 and 1998. Texas A&M University
- College of Architecture 1995 Visiting Associate Professor - Taught graduate
course in Video Production, VISA 643. Developed class plan, created and conducted
lectures, supervised and evaluated student video productions, issued grades; had
strong student evaluations. Course is basic block in Architecture's nationally
known Visualization program, in which students learn sophisticated video, computer
and video animation techniques. Washington State University - Information
Dept., College of Agriculture 1980-1985 Pullman, WA Associate Professor & Information
Specialist - Responsible for statewide contacts and relations between College
of Agriculture and all radio and TV stations in the state of Washington. Produced
radio and TV news and programs for College of Ag. & Home Economics. Pioneered
use of 800 telephone service to deliver radio news; this method was later adopted
by other states. College of Agriculture contact for state's broadcast media.
Advised and trained faculty in communication methods, techniques and media relations.
Responsible for all radio and TV equipment purchases for the college; designed
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Andrew Demrow
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 3
Current Occupation: Manager Employer: King Soopers
Recent and/or relevant work experience (please include dates) Oil Field land use KingSoopers store manager
Recent and/or relevant volunteer experience (please include dates)
Larimer County Food Bank volunteer
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I've lived in Fort
Collins for 35 years, I want to preserve and protect the city I love while still improving it through new land
advancements.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) *
2) *
3) *
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Ann Brandon
Mailing Address:
Residence:
Work Phone:
Zip:
Zip:
Home Phone: Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 1
Current Occupation: Retired Employer: n/a
Recent and/or relevant work experience (please include dates) I worked for the Mississippi Legislature
for 25 years as staff member (1986-2011). I have worked with attorneys (2011-2019) in a part-time position since
retirement from Legislature. Would like to use my experience and legal familiarity to listen, with an open and
engaged mind, and contribute to matters affecting my shared community. I like to learn, I am open minded, and
I think I could make a difference for my newly adopted community (resident since 2015). References available upon
Recent and/or relevant volunteer experience (please include dates)
None
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? My late husband was
zoning administrator. I was interested in his career, but when he passed, I was astounded by the number of unknown
acquaintances, public and private, who shared with me admiration of an open but practical mind in zoning matters
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I have mainly been interested in new development in north Fort Collins. I have attended several board meetings and receive
and review the weekly newsletter from the department handling development requests, variances, and related issues.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
None
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Growth, a necessary part of a vital community.
2) Water, since moving here in 2015, I am beginning to understand the concept of scarcity.
3) Community-wide availability for scarce resources. My late husband was an advocate for provision of
housing for all, wealthy, middle income, lower income. I have a lot to learn about housing for under-served
and homeless community, but I will be open-minded and compassionate.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Arne Jamtgaard
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 4
Current Occupation: Software Test Engineer Employer: Dish LLC
Recent and/or relevant work experience (please include dates) Data Mining - Massaging numbers to make
sense of out them. Trends, breakpoints, 2015-presentTesting - finding the weak points and strong points in a
plan, 2015-present.
Recent and/or relevant volunteer experience (please include dates) PCP, Vice Chair for HD53 2018-presentToastmasters
Area Governor 2010-2011Scouting Volunteer 2010-2015
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? Looking at the bigger
picture - we need for more people to get involved in how things are done.We need to get involved at a grass roots
level, at all levels of government. This is my attempt.Fort Collins is growing. I hope to have a say in that.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Toastmasters has taught me how to run an efficient meeting.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Growth - As wonderful as FoCo is, growth will continue to be a challenge. As we continue to grow, we
will need more creative solutions. Do we go up? Do we tear down and build again? Each developer that
comes to Fort Collins has an opportunity to be a part of a fabulous community. Partly because we try
to see a bigger picture, to fit the needs of the city and the needs of developers together, we can try
to deal with the inevitability of growth in a wise manner.
2) Affordable Housing - Over the years, I have watched as the affordable housing in Northern Colorado has
spread out from Fort Collins to Wellington, Windsor, Timnath, or Eaton. Our service industry personnel
must manage longer and longer commutes to fill the jobs that still exist here. As we move forward, are
we factoring in the need for housing for this population? Do we build more trailer parks? Low-cost units
and casitas? What are the advantages and disadvantages of our options?
3) Hughes Stadium - I wanted to include at least one specific example in these issues. The original plan,
for CSU to sell the whole property to Lennar, seemed negligent in its lack of exploration of possible
alternatives. I was encouraged to see that the city is now looking into possibilities that include open
space and affordable housing considerations.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
ARNE JAMTGAARD
SUMMARY engineer with extensive experience in all aspects of software development, testing,
and verification. Excellent leadership and communication skills, successfully demonstrated
in positions held within both corporate and academic environments. TECHNICAL
SKILLS Operating Systems: Linux, Windows, Unix Software / Languages: Perl, PHP,
Ruby/Sinatra/Rails, TCL/expect, C Internet / Web Technologies: CSS, HTML, PHP,
MySQL Other: Jenkins, SoapUI, Agile, Scrum, SQL Server maintenance, Winrunner,
Rational XDE Tester PROFESSIONAL EXPERIENCE DISH, LLC Senior
Software Test Engineer 2015-present · Automated testing and system monitoring
of conditional access systems · On-call support for production systems · Configured
Jenkins for easy test runs using above ruby libraries PELCO/SCHNEIDER-ELECTRIC, INC., Fort Collins, CO 2013 -
2014 Senior Software Test Engineer Automated
test development of camera API and streaming functionality · Created test-tracking
result database in MySQL · Wrote ruby libraries to allow easy access to test
database for test writers · Constructed web interface for easily accessing test results · Configured Jenkins for easy test
runs using above ruby libraries NIMSOFT/CA TECHNOLOGIES, INC., Fort Collins, CO 2012 - 2013 Senior Software
Test Engineer Tested core infrastructure components for Nimsoft suite of products. · Automated performance tests for
core infrastructure · Constructed scripted SOAP and REST frameworks to test web services. · Built script-based tools to
assist team members in testing
tasks by listening to expressed needs of other team members. DIGITAL GLOBE,
INC., Longmont, CO 2011 - 2012 Software Test Engineer Tested collection planning
software for satellite digital imagery. · Executed regression test cases for
existing collection planning software · Tested and executed new third-party collection
planning software to be integrated into the DG system. · Developed web-based
and script-based tools to assist team members in testing tasks. ARNE JAMTGAARD
PAGE TWO COCREATE SOFTWARE, INC. / PARAMETRIC TECHNOLOGIES, INC., Fort Collins,
CO 2005 - 2011 Software Test Engineer Performed exploratory testing and bug
fix verification as an embedded tester in an agile environment. · Communicated
clearly and directly with developers on issues to expedite fixes and improve product
quality. · Promoted virtual machine technologies to improve test scenario construction
and execution. · Proactively extracted test information from bug tracking system for bug fix verification. · Served as
gateway to the bug tracking system for
management and developers. · Produced clear and useful bug reports including
scope, replicability, and customer impact. ENCORP, INC., Windsor, CO 2005 Lead
Test Engineer Researched, proposed, and led the transition for the software development
department from CVS to Subversion. · Researched, proposed, and led the transition
for the software development department from Bugzilla to Trac. · Quickly developed
proficiency in product lines to perform testing to help meet major deadlines. CISCO
SYSTEMS, INC., Boulder, CO 2000 - 2005 Software / Hardware Test Automation Engineer Tested
API features of Cisco's web-based Internet Services Center (ISC) software, and
added automated test verification code. · Achieved CCNA certification (Certified
Cisco Network Associate). · Automated the testing of the ISC gui, using Rational
XDETester, allowing rapid smoketesting of each release and rapid turnaround in development
life cycle. · Created automated function, performance, stress tests of Cisco
6400. Generated test plans and cases for new features as they were added. · Developed
cgi-based web content for Cisco while a member of the Cisco Boulder WebTeam. HEWLETT-PACKARD,
INC., Ft. Collins, CO 1995 - 2000 Software Engineer Designed and implemented
web-based management tools for the HP support team to troubleshoot network configuration
and administration. · Automated inventory systems for the HP Customer Support
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Ben Goodwin
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 1
Current Occupation: Data Manager CSU Central Receiving Employer: CSU
Recent and/or relevant work experience (please include dates) Data warehouse manager for CSU CR department.
Uses data to make informed decisions. Longtime old town resident, with intimate knowledge of city codes. Computer
science instructorCurrent Masters Student- Data Science
Recent and/or relevant volunteer experience (please include dates) Eagle scoutKey communities at CSU - volunteer
service learning community dedicated to giving back to Fort Collins community. Avid cyclist, certified bicycle
friendly driver.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? 10 Year resident of
city. Data science and statistics background. I've read all city codes multiple times. Would love to dedicate
my time to helping the city make planning decisions! I can use my knowledge of numbers to make the city liveable.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
None, only read through the codes to learn about the city.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Data analysis, statistical modeling. I am a project management professional. I also have a Spanish language degree in addition
to my statistics and data science degree.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Sensible use of land. This issue is first and foremost, we share a beautiful area of land with limited
space. We need to make the most people happy, and give all members of the community equal access to
opportunities. We will address this with honesty and open communication. I will actually seek input
and different opinions.
2) Manage growth. As an extremely desirable "Choice" city, we need to accept both the pros and cons of
such rapid growth. This encompasses all aspects of the city, from traffic management and accessibility,
to ensuring our parks and natural spaces maintain their same allure. This will sometimes require a tough
stance, I believe that sometimes we will have to turn new projects down and better refine our current
spaces.
3) Finally, I think we must face the issue of the university and changing business cycles. We now live
in a changed world, and I know the committee will need to adapt how new places are developed and planned.
The old rule book is gone and we will need to plan for a post COVID-19 world where Fort Collins can
thrive in a socially distanced world. As a Data Scientist,I will use results from analytical analysis
to base my decisions, not just gut instinct. I will bring this trait in all decisions I make.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None!
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Chadwick Bowman
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 3
Current Occupation: Teacher (Administration) Employer: Blevins Middle School
Recent and/or relevant work experience (please include dates) I have been introducing ways sustainable/attainable
housing and infrastructure can be built with the higher building costs in Colo. Over the past two years, I have
met with multiple planning departments, builders, veteran developers, architects, site planner, realtors and engineers,
all in Fort Collins. I am a student of water infrastructure and built relationships with solar companies. I've
Recent and/or relevant volunteer experience (please include dates) I have been in Fort Collins since 2006 --
since then, I have volunteered with many different youth organizations and summer camps. When I have had time
in the past, I would coach middle school and elementary school. I have coached Fort Collins recreation football
and basketball. I have worked with Marc Rademacher in the recreation district since 2006.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I am a CSU grad and
at Blevins MS. I am known by city and county planning departments for my ambition to develop a sustainable housing.
I would bring a new perspective to the board -- I am innovative, local and focused on conservation.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
David Katz is familiar with my efforts to develop sustainably in Northern Colorado. Him and I have talked many times about
development possibilities, though nothing ever came to fruition.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
MBA - CSUJournalism, Sociology - CSUSelf-educated developer, admittedly. But I learn quickly and anyone who has spoken to
me about this knows how passionate I am working togetehr to be innovative.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) I believe that zoning codes can be detrimental to creative and affordable housing concepts. According
to the AARP, 80 percent of new housing is built for nuclear families (parents and child/children). These
homes are not affordable for most millennials in Northern Colorado, but more importantly, young people
do not want to live in large homes away from the city, per the AARP's "Making Room." Young people seek
more energy-efficient housing that is located closer to communal commercial areas. 28 percent of Americans
live alone. 45 percent of adults live in couples or with one other adult.
2) Almost every American demographic would live in a smaller space. Future communities will feature a smaller
dwellings with more community features such as dog parks and hyper-local business. The subdivisions
will support the ever-fading American sense of community. Millennials prefer smaller housing for it's
environmental benefits. Middle-class boomers are looking to downsize and to absorb a more minimalist
behavior in retirement. Smaller, sustainable housing is necessary for future growth, per the AARP. This
type of housing can offer great student housing as well.
3) I have long understood the benefits of developing North Old corridor, all the way to Terry Lake. I believe
the city has done a great job in the last five years developing this area, but it can become a very
innovative-rural area. Fort Collins is a smart and practical town, we can be the first in Colorado to
start implementing the development ideas that large organization such as the AARP are clamoring for.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: David Finkelstein
Mailing Address:
Residence:
Work Phone:
Zip:
Zip:
Home Phone: Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 1
Current Occupation: Director of Marketing Employer: Bank of Colorado
Recent and/or relevant work experience (please include dates) For the past 4 years I've worked to maintain
the authenticity of our brand, while growing our business through thoughtful community relations and marketing
efforts. I love the process of expansion while adhering to tried and true guidelines. I've participated in many
construction projects from new builds to remodels; working within the confines of specific zones and historical
Recent and/or relevant volunteer experience (please include dates) Boys and Girls Club of Larimer County -
2018-Present: Marketing / Outreach planning committee for events and the overall organization.Partners Mentoring
Youth - June 2019-Present: I volunteer as a Senior Partner, spending time mentoring a young man in our community.
We just finished our 1 year commitment and are continuing to meet through PMY.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? Being in Colorado most
of my adult life I've lived all over our wonderful state. Of the places I've lived, Fort Collins is unlike any
other. I love the growth of our city, the heritage it maintains through its authenticity. I want to grow our future.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I attended a meeting on June 18th 2020. There was A LOT of information covered, but it was a nice process seeing how things
came together. I want to be more a part of that process.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Specific certifcates and training no, however my entire professional career is built on my ability to work cooperatively
on a team. I've worked with challenged youth and had to master mediation. I worked in tech, teaching others how to use it;
communicating complex concepts to unreceptive audiences. Not all those roles provided certificates.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Affordable Housing/Inventory.Our population is growing and the demographics are varied. Some parts of
the community face issues that access to affordable housing will help solve, others face issues with
access to sufficient inventory of houses to set up their family roots, maybe for the first time. I've
been a renter all my life, and decided Fort Collins was the place for my first home. That process was
not as easy as I had hoped. For growth we need to address that issue and the issue facing others who
need affordable housing.
2) Facilitating community growth while maintaining the soul of Fort Collins. Our roots are in agriculture
supported by a land-grant university. Our future is moving toward a budding, yet quaint metro-centric
community. In my personal life I describe Fort Collins as "agri-chic". We all know what makes our community
so wonderful, and the secret is out. How do we support growth while avoiding the pitfalls of major metropolitan
cities in our state? I would love the challenge of answering this question. I think the board needs
to evaluate what roadblocks we might have to achieving both.
3) Supporting community growth by attracting new industry.New industry brings revenue to the city. Employers
in those industries want attractive communities for their own recruiting purposes. Life long residents
of Choice City sometimes have an aversion to these changes. The vision I have for the future of our
city is a marriage of both. Understanding that the charm of our city can support modern expansion and
growth, which improves the quality of life of all our residence. I think the board needs new-resident
perspectives to offer new thoughts and opinions.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Not that I can think of.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) Neighborhood Development Liaison
MARKETING INTERACTIVE STRATEGY
DIRECTOR OF MARKETING, BANK OF COLORADO, CO
2016 – PRESENT
Responsible for all advertising, marketing, communications
and public relations for the Bank of Colorado charter, covering
Colorado, New Mexico and Arizona. Managing a team consisting
of designers, creatives, and administrators in multiple locations.
Responsible for maintaining constant share of voice with many
different demographics, in a variety of markets. Providing constant
ROI and reporting on marketing efforts, which has led to consistent
year-over-year asset growth. Enhancing and updating our policies
and procedures to adapt to an ever-changing marketplace and
consumer, while ensuing our brand essence is never diluted.
ACCOUNT MANAGER, KARSH HAGAN, CO | 2013 – 2016
Responsible for Account Management services, and Interactive Project
Management. Launched Bank of Colorado’s, ‘There’s Only One’ cam-
paign, increasing site visits, elevated account openings and raising brand
awareness. Leading strategy and implementation of SEO campaign
gaining an 18% spike in Google Domain authority in the first month and
outranking major competitors on keywords. Facilitate social strategy and
content creation teams to expand social reach. Consistently providing in-
teractive enhancements; increasing online conversion and overall website
UX. Daily management of production quality, timeliness, and budgets.
SPECIALIST/TRAINER, APPLE STORE, CO | 2010 – 2013
Educated customers on the products and services provided by Apple;
created owners and brand ambassadors. Excelled in sales and customer-
service. Personal Setup Specialist. Member of the Workshop Team.
Constant customer focus, while achieving high sales and review numbers.
COUNSELOR, THE CORNERSTONE PROGRAM, CO | 2003 – 2012
Certified Addictions Counselor, with client base ranging from 100 to
300. One-on-one and group counseling. Created, coordinated and
managed social events for groups of 15 to 1500 attendees. Managed
vendors, event setup, staffing and promotional content. Managed
public relations responsibilities, as a community liaison; creating and
maintaining a reliable network of both vendors, and collaborators.
EDUCATION
THE ART INSTITUTE OF COLORADO
Bachelor of Arts, Design Management, summa cum laude |
March 2013 | Emphasis: Graphic Design and Photography
COMMUNITY INVOLVEMENT
Partners Mentor Youth – Mentor to a Junior Partner – 2019-Present
Boys and Girls Clubs of Larimer County – Marketing and
Activity Committee/Volunteer – 2017-Present
MISSION STATEMENT
I have a passion for solving problems,
bringing people together, and
helping them break down complex
ideas into manageable bites. My
skill sets are varied. My willingness is
unquestionable. My dedication to a
creative strategic process does not
waver. Oh, and dogs over everything.
PROFICIENCIES
» STRONG COMMUNICATION SKILLS
» CAMPAIGN MANAGEMENT
» DESIGN CREATIVITY
» INTERACTIVE STRATEGY
» CUSTOMER RELATIONS
» PROJECT MANAGEMENT
» CRISIS RESOLUTION
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Dominick Rafiti
Mailing Address:
Residence:
Work Phone:
Zip:
Zip:
Home Phone: Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 1
Current Occupation: Relationship Manager/Channel Sales Employer: Sterling Volunteers
Recent and/or relevant work experience (please include dates) I work with not for profit organizations
and help with with volunteer risk management decisions, and program management. I have experience presenting
and speaking in front of large crowds, with the goal of providing clarity to complex processes and decisions.
I am often managing multiple projects, which are at various stages, for multiple clients simultaneously.
Recent and/or relevant volunteer experience (please include dates) I volunteer regularly at Timberline Church
in their kids ministry as an event photograph, and as a member of the COVID encouragement team. Additionally,
I have participated in recent an Ottercares event that focused on assembling STEM kits for students.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I grew up in Fort Collins
and would love to have influence in ensuring that Fort Collins doesn't lose it's soul as decisions are made about
how and where to let the city grow. Since I was in 8th grade I've wanted to get involved in public service.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
I have studied process improvement (I have my Lean Six Sigma Green Belt) and project management for years in school and
have been leading projects for years. I love connecting with people and solving problems and am often most effective when
working to complete tasks.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Use of space - as I drive around town I see plenty of mustard yellow signs that indicated the property
is under review for future development. I think it's important that we evaluate these spaces through
a lens of safety, restoration, and how one building can change the direction of a neighborhood or area.
2) Expansion - as space becomes more scarce in Fort Collins, and the population starts to grow, it will
be important to keep in mind what implications and considerations need to be made as the city grows.
I'm not sure if this would fall under the premise of recommendation to the City Council, or fall under
the scope of this board, streets need to be evaluated as new subdivisions are approved.
3) Communication - I admit I don't know as much about this board, which tells me that there is opportunity
for communication with the community. Webinars and open forums could be conducted (and may already be)
to talk about what the board is focused on and why decisions were made. Additionally, I think there
is opportunity to use technology to engage with a younger audience.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I own a home in Fort Collins - that's the closest thing I have to a conflict of interest.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) Someone who was reading the paper shared this application with me
Dominick Rafiti
SUMMARY I am a progressive and professional Human Resource Consultant with over 9 years
of proven experience in managing client relationships in a complex
and fast-paced background screening industry. I strategically forge and drive partnerships
though trust-building techniques and unique solutioning skills. I have dynamic program
management experience managing a wide range of industries from retail, staffing to
manufacturing. EXPERIENCE Client Success Partner / Sterling Volunteers -Fort Collins, CO /
12.2019 - Present Strategic contact and advisor for Sterling
Volunteers Enterprise account. Provided general and account specific solutions
for client screening requirements in the not-for-profit sector. Developed & maintained
relationships with key stakeholders including C-Level Executives. Coordinate internal resources
to address client expectations. ·Partner with Operations Leadership to streamline processes
and improve client experience. ·Advised Product team on methods to improve client
communication. ·Consulted on chatbot functionality and workflows. Team Manager / ADP,
LLC - Fort Collins, CO / 1.2019 - 1.2020
Oversees all aspects of associate management and development for a team that supports more
than 100,000 clients and more than $70 million in annual revenue. Leads process improvement
and program management initiatives that touch multiple aspects of the business including
human resources, compliance/legal, and employee retention. ·Develop targeted associate
development programs that provides team members with specific career development which
has benefited employee satisfaction. ·Implemented systems
to more accurately quantify service related inquiries and created programs to reduce low-value
service contacts by 25%. ·Improved critical internal processes that reduce time to generate new
revenue by 33%. ·Implemented associate development program that targeted reducing client
escalations. Strategic Account Manager
/ ADP, LLC - Fort Collins, CO / 11.2015 - 1.2019 Single point of contact and
advisor for ADP strategic accounts. Provided general and account specific solutions
for client screening requirements. Developed & maintained relationships with key stakeholders
including C-Level Executives. Coordinate internal resources to address client
expectations. ·Identify and collaborate with multiple internal resources
(Ops, IT, Product, Legal/Compliance) to ensure client needs are met and long-term relationships
are maintained. Streamlined client pilot process to reduce time to start to less than four
hours. ·Listen, analyze, and process client problems
in order effectively trouble shoot issues at the root source. Worked with client
to streamline medical services scheduling and follow up process and reduced overall
turnaround time by more than two business days. ·Train, educate and advise clients
on products, services, internal processes and other specialized subjects related
to background screening logistics. Present and train process for accessing public
records and the variables that impact the time to complete a thorough a court search.
Reduced client escalations by 40%. ·Regularly monitor client screening volumes,
packages, turnaround time metrics, RFP activity and revenue streams to better forecast
future potential strategic shifts or to identify upsell opportunities. Identified
new client that was at risk and implemented incorrectly which resulted in 10's
of thousands of dollars in lost revenue. Corrected configuration issue, retained
client and boosted margins to 35%. ·Communicate legislative and regulatory compliance
changes within the industry that impact client's screening policies and practices.
·Conduct regular on-site client business reviews and maintained ongoing touch
point meetings at varying intervals (weekly, monthly, quarterly, and annual business
reviews). Team Lead - Client Services & Operations / ADP, LLC -Fort Collins,
CO / 03.2014 - 11.2015 Trusted advisor and subject matter expert for 40-50 associates
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Don Whitson
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 4
Current Occupation: Self employed Employer: Sabre Consulting, LLC.
Recent and/or relevant work experience (please include dates) I was a Fort Collins Police officer for
years and have 30 years sworn experience. I now operate a private company where I service as an expert witness
on police procedures and use of force. I am a recognized expert in U.S. Federal District Court. I am actively
involved in state and federal litigation. During my tenure with FCPS I was involved in many crime prevention through
environmental design initiatives. So I did gain an interest in planning issues and how crime prevention is part
Recent and/or relevant volunteer experience (please include dates) Fort Collins Coloradoan Newspaper, Editorial
Board. Fort Collins Police Citizen Review Board. CASA. Numerous boards and commissions related to U.S. and international
advisory boards.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I moved to Fort Collins
in 1976. This is my home. I have seen many changes here; some I liked, others I did not. We have an unprecedented
opportunity to form future changes now. And I wish to be an active part of that by working on the PZ board.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
While I have no specific specialized training I have an unparalleled work ethic to take on the demands and time commitments
required for serving this board. I have a completely flexible schedule allowing me the extra time needed to be an effective
member of the Board. I know it will take far more personal time to learn and study the nuances involved in these complex
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) I believe we have a great opportunity to help shape the vision for our city entry corridors. These many
entry points define, in part, our city's values and what we wish people to envision when entering our
city. Some proposed projects like Strauss Cabin and the Harmony Redevelopment Plan, may fall technically
into the land use codes. But do they represent the values of what we want to be a visitors first impression?
As the PZ process moves forward I feel it is vitally important to integrate what our citizens feel is
the picture of what entering our great city looks like at the first impression
2) High density or capacity infill projects have become so important to our city in this era. While the
1980's and 1990's saw growth spread and the UGA expand, we now have the need and opportunity to prioritize
these planned proposals; Hughes Stadium and K-Mart redevelopment proposals for example. In looking at
the City Map of proposed PZ applications, it is clear developers are also seeing the opportunity to
back fill instead of trying to meet the land use codes and issues moving further from the city center.
It has transportation and density advantages for the city and the developers alike.
3) The Mulberry corridor incorporates both 1 and 2 above. There is great opportunity to shape the entry
and define what that does to enhance the values of our community. Like the Harmony corridor years ago,
the area was not well defined and required a great deal of insight to form what today is a vital and
integral part of the city landscape. The Harmony Road today looks nothing like it was 20 years ago,
and I feel we need to carefully vision the Mulberry annexations and development similarly. Otherwise
we could end up with a disjointed and unappealing mess.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I have no anticipated conflicts or appearances of conflicts of interest.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
My Resume is 16 pages. So I will not upload it. But I have more information upon
request from the selection committee.
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Emily Peddicord
Mailing Address:
Residence: .
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 1
Current Occupation: Executive Project Consultant Employer: Gleeds USA
Recent and/or relevant work experience (please include dates)
Please see attached.
Recent and/or relevant volunteer experience (please include dates) Most currently, I have been the Secretary
on the Board for Habitat For Humanity Fort Collins 2014-2020. I volunteer at the Larimer Humane Society, and
was a participant in the Leadership Fort Collins Class of 2016 in which we participated in volunteer activities.I
volunteer at Riffenburgh Elementary in my child's class occasionally.
Are you currently serving on a City board or commission? Yes No
If so, which one? Planning and Zoning Board
Why do you want to become a member of this particular board or commission? Please see attached.
Please see attached.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I talked with Jeffery Schneider and Angela Milewski about their experiences on the commission. I have also reviewed meeting
agendas and attended. City Council meetings involving planning and zoning decisions in my involvement on the Habitat for
Humanity board of directors. I have been involved with several Development Planning reviews for construction projects
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Please see experience listed on resume. I have 19 years within the construction industry and have a solid understanding
of the development process. I have also served on a non porofit board of directors for several years and appreciate the
work and passion that is required to serve.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Affordable Housing - Having served on the board of directors for the Fort Collins Habitat for Humanity
for 7 years, I was able to see first hand how short Fort Collins is on inventory of affordable housing.
The partnership between a private investment LLC, Neenan, Habitat and the City created an amazing opportunity
at the Harmony Cottages development at the corner of Taft and Harmony. I think that this board has
the capability to anticipate and encourage more prospects like this by providing information and connections.
Affordable childcare also falls into this category in Ft. Collins also
2) Attracting and Retaining Prime Employers- Fort Collins is consistantly listed as a one of the top cities
in the US to live in, however, employment rates (up until COVID) were extremly low, which can make it
difficult for prime employers to find employees, and therefore hard for them to locate within the City.
I feel this board has ability to help City Council work with companies to create win-win partnerships
for all parties. I was able to see this in action on the Woodward HQ project.
3) Development and Permitting Processes - As a contractor I have seen first hand how development and permitting
process work in several cities and municipalities. Fort Collins has a robust system in place with many
positive and important components. I believe there are opportunities for more efficiencies and automation
which this board may be able to provide input on.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) Past Members, Chamber of Commerce
Emily Peddicord
Years of construction experience:
19
Bachelor of Science, Architectural
Engineering, University of
Colorado – Boulder
LEED® Accredited Professional
Hometown: Fort Collins
FCHS Alumni, 1997
Emily Peddicord has almost 20 years of construction project
management experience in a wide range of sectors including
commercial, manufacturing, government, hospitality and research
facilities. She has a proven ability to fulfill development through
closeout responsibilities for complex projects including schedule
development, review and updating to ensure project success.
Her ability to communicate goals, standards and details from
design to the field is critical in guiding her team, at times
comprised more than 30 subcontractors, to deliver above client
expectations. Emily’s passion for the industry translates to overall
success for all parties involved.
Emily is highly involved in her hometown community serving as
Secretary on the Board of Directors for Habitat for Humanity for
six years and provides consultation to the Poudre High School
Geometry in Construction program. Since graduating from the
Leadership Fort Collins and Leadership Northern Colorado
programs, she has been a member of the Steering Committee for
Leadership Fort Collins with the Chamber of Commerce. Her
passion for the town she grew up in comes from watching her own
children enjoying the benefits of a city that continues to be one of
the top places in the United States to live.
Work Experience
Gleeds USA Executive Project Consultant
November 2019 – Present
Responsibilities include cost, schedule and overall project
consultation for clients such as Platte River Power Authority,
Ent Credit Union and Amazon.
Kuck Mechanical Director of Operations
September 2018 – September 2019
Daily oversight of company operations including estimating,
business development, financial controls and project
management.
SaundersHeath Construction Project Manager
September 2017 – September 2018
Responsible for full project management responsibilities for
construction.
*Red Truck Beer, Ft. Collins, CO | $3M | Project Manager
Mortenson Construction Project Manager
September 2001 – September 2017
Over the years Emily was responsible for all aspects of project
management at one time or another, including full oversight
and control on construction, including contract, safety,
schedule and relationship management. PROJECTS
INCLUDE:
Emily Peddicord » Larimer Humane Society, Loveland, CO | $14.6M | Project
Manager
» Woodward Lincoln Campus, Fort Collins, CO | $110M | Sr.
Quality Manager
» Byron G. Rogers Federal Office Building Modernization, Denver,
CO | $145M | Sr. Quality Manager
» Coors Field - Mountain Ranch Bar Remodel, Denver, CO | $357K |
Project Manager
» Renewable Manufacturer, Brighton, CO | $65M | Quality Manager
» Ritz-Carlton Hotel, Denver, CO | $52.8M | Assistant PM
» University of Colorado Denver - Research II, Aurora, CO | $201M |
Assistant PM
» NREL | $45M | Project Engineer II
» Cherry Creek North Redevelopment, Denver, CO | $23M | Project
Engineer
» Exempla Good Samaritan Medical Center, Lafayette, CO | $137M |
Cost Engineer
» Broadmoor Hotel - Main Hotel Renovation Phase III, Colorado
Springs, CO | $27.8M | Field Engineer
References
Kristin Candella
Executive Director and CEO
Fort Collins Habitat for Humanity
4001 S. Taft Hill Road, Fort Collins 80526, 970-488-2602
kcandella@fortcollinshabitat.org | www.fortcollinshabitat.org
Angela K. Milewski | BHA Design Incorporated
office: 970.223.7577
mobile: 970.443.1858
amilewski@bhadesign.com
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Jeff Gaines
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year
Which Council District do you live in? District 6 Current Occupation:
Architect Employer: RB+B Architects
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? The LUC and work of
planning department are some of the most important shapers of the future of Fort Collins and its livability and
quality of life. As an architect and resident with a family, I want to help to make this city the best it can
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
B.S. in Architecture, Washington University in St. Louis, including study in urban planningMasters of Architecture, UC BerkeleyLicense
Architect in ColoradoLocal residential work on hundreds of projects spread throughout Fort Collins and surrounding areas
has given me a good perspective on, and interest in, the way both the city and northern Colorado region as a whole tie together.
Recent and/or relevant work experience (please include dates) I have worked in architecture in a variety
of locations and project types:St. Louis - worked in adaptive reuse designBoston - worked in affordable housing
designTokyo - worked in mixed-use commercial designSan Francisco - worked in mass transit and residential designFort
Collins - residential design work throughout city and surrounding areas. Currently working for firm specializing
Recent Re and/or relevant volunteer experience (please include dates)
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Supporting the vitality of the city plan.The city plan comprehensively identifies the types of places
and connections between them that should take shape in the future. Development activity that does not
play into this vision represents a missed opportunity as well as a detriment to achieving related goals
such as activation of mixed transit modes. It's critical for the PZB to translate overarching goals
into the way it scrutinizes and guides development proposals under review. The cohesiveness and functionality
of the city as a whole derives from all of its pieces, and each one matters.
2) Meeting housing availability and affordability needs while maintaining standards for quality and liveability.I'm
a strong proponent of new housing development being liveable, walkable, and having a sense of place
and identity. The Land Use Code provides supporting standards and recommendations for these objectives,
and lessons from the past tell us that housing that is not thoughtfully incorporated into the fabric
of the community sells both its residents and the community short. During this time of rapid and needed
growth in housing, the PZB should advocate for its long term success.
3) Making revisions to the LUC robust in supporting evolving needs and goals.As an architect, I'm familiar
with the LUC as an end user. As the PZB advises on code changes, it should encourage standards be clear,
concise, and consistent in representing the underlying intent. Easy to follow requirements strengthen
implementation by ensuring they are universally understood and followed by land owners and designers,
as well as enforceable by planning and zoning staff. As an example, ADU's are important to the future,
yet misunderstandings around accessory standards create obstacles to success.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Work for local Architecture firm that specializes in education projects (school district related issues).My
wife serves on the Landmark Preservation Commission.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
Credentials and Skills: Colorado Registered Architect Licensed since 2014, ARC.00403741 Master
of Architecture: UC Berkeley; Graduated May 2010; GPA 3.90/4.00 Bachelor of Science
in Architecture: Washington University in St. Louis; Graduated Summa cum Laude
May 2005; GPA: 3.81/4.00 Architectural Drafting/Modeling: Extensive experience
with AutoCAD and Revit Working knowledge of Sketchup and Rhino Graphic Design
and Presentation: Strong knowledge of Photoshop, Illustrator, In-Design Excellent
freehand drawing skills Working knowledge of web design Honors and Awards: UC
Berkeley: ED 11A (Introductory Drafting) Grad Instructor, 2009 Arch 150 (Introductory
Structures) Grad Instructor, 2008 Malcolm Reynolds Scholarship, 2008 Washington
University: Nominee for Frederick Widmann Prize for Best Undergraduate Student,
2005; Nominee for Hugh Ferris Award for Architectural Drawing, 2005; Nominee for
Faculty Award, 2005; Finalist for Fitzgibbon Scholarship, 2001; Dean's Scholarship,
2001-2005; Dean's List, 2001-2005; Captain and President of Club Hockey Team,
2004-2005; Captain of Architecture Relay for Life Team, 2003-2005. Architecture
for Humanity: Honorable Mention, Siyathemba Design Competition, South Africa, 2004 Work
Experience: RB+B Architects · February 20120 - present Fort Collins, CO Design-build
company specializes in residential work. Designed hundreds of residential projects
totaling $35 million HighCraft Builders · Architect: February 2013 - January
2020 Fort Collins, CO Design-build company specializes in residential work. Designed
hundreds of residential projects with thorough documentation and excellent client
rapport. Employed in depth knowledge of site, regulatory, code, and construction
constraints to bring creative solutions that exceeded expectations to numerous challenging
projects. Supervised two emerging professionals working as draftspeople over past
several years. BEMBook Project · May 2012 - January 2013 Berkeley, CA Established
wiki for the International Building Performance Simulation Association USA affiliate.
Designed website and improved organization of building energy modeling information,
along with arranging editorial procedures. Kimmich Construction · May 2012
- December 2013 Berkeley, CA Worked as a laborer and assistant carpenter on several
residential construction projects, gaining valuable hands on construction experience.
Robin Chiang and Company · Associate: September 2011 - April 2012 San Francisco,
CA Firm specializes in mass transit projects and is responsible for two stations
included in the SF Central Subway project. Assisted completion of multi-disciplinary
Revit project for Union Square/Market Street underground station. Acted as discipline
lead in developing construction documents for surface station at Fourth and Brannan
Street and interfacing with other disciplines and project management. Lawrence
Berkeley Lab · Limited Principal Research Associate: Aug. 2010 - Sept. 2011 Berkeley,
CA Member of team developing educational materials and eLearning platform to foster
a stronger design, construction, and operations/maintenance workforce in saving
energy through lighting and daylighting systems. Implemented a wiki and coordinated
contributions from academic and industry advisors. Collaborated in user interface
design for eLearning platform, organized software specifications/RFP, and coordinated
requisition process for software developer. Managed project budget. McKay Architecture
· Consultant: July 2010 - September 2011 Berkeley, CA Firm specialized in single-family
residential projects. Developed all aspects of construction documents for new construction
and renovation of a range of historic homes. Gained strong foundation in residential
design principles as well as Type VB construction Laguarda.Low+Tanamachi Architects
· Associate: April 2006 - August 2008 Tokyo, Japan Firm specializes in retail
and mixed use design. Contributed schemes in charettes and feasibility studies
for a range of project types including skyscrapers, hotels, retail, mixed-use, and
residential. Participated in pre-design and schematic design of new and under-renovation
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Jeff Pace
Mailing Address:
. Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 6
Current Occupation: Retired Employer: Retired
Recent and/or relevant work experience (please include dates) Airlift wing operations planner, 1977-1979.
USAF staff officer/war planner, Pacific Theater, 1979-1982 (plans and studies, Pacific Theater of operations).
USAF squadron commander/wing deputy commander air transportation, 1984-1987. Division Chief, Headquarters USAF,
1987-1991 (USAF exercise and counter terrorism programs). Director of the Wargaming and Simulation Center, National
Defense University, 1991-1995. Military exercise planner (civilian), Headquarters Pacific Air Forces, 1995-200
Recent and/or relevant volunteer experience (please include dates)
None.
Are you currently serving on a City board or commission? Yes No
If so, which one? Planning and Zoning Board
Why do you want to become a member of this particular board or commission? I want to contribute
to the city's future. I think my natural orientation and background as a military planner (retired USAF officer)
is a good fit for this board. I enjoy the creative process of planning and my experience would add useful variety.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
USAF pilot and airlift planner/commander: Useful in contributing to development of regional airport. Military planner:
Understanding of development of strategic and operational plans. Political/military wargaming background: Understanding
of guided, adversarial problem solving methods used by the Department of Defense.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) The number one issue for Fort Collins is adapting to the pressures and changes created by front range
population growth. As a city, we have to manage this growth in such a way as to preserve our small
town character and quality of life. A key to successfully managing this challenge will be to fully
integrate our planning activities with those of the Larimer County commissioners.
2) Economic development is the second challenge faced by Fort Collins. We already have a well established
high tech job base. While we need to continue to build on that base, we also need to incentivize the
growth of high paying jobs that would fill the gap between the service sector and our high tech industries.
The target should be a distribution of economic opportunity for all income and education levels.
3) Transportation infrastructure is our third most important issue. We can't preserve our quality of life
if population growth outruns the planning and development of our transportation infrastructure. Once
again, careful integration with Larimer County will be the key board activity.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
Jeffrey S. Pace
MAJOR EXPERIENCE AND ABILITIES Mr. Pace served over 26 years of active military
service during a career which culminated in his retirement as a USAF colonel. While in
the USAF, Mr. Pace gained extensive experience in military operations, program management,
wargaming, and modeling and simulation (M&S). While serving on the Air Staff, Mr.
Pace managed funding and policy for all USAF wargaming and M&S programs in the areas of
education and military exercises. He was also responsible for the USAF briefing
team, USAF crisis management response, and the USAF exercise program. As the Director,
Wargaming and Simulation Center at National Defense University (NDU), Mr. Pace was
responsible for wargames and polmil simulations for National War College, the Institute
for National Strategic Studies, and special wargaming events involving virtually
all of the major policy making arms of the Department of Defense and the Department
of State. Mr. Pace culminated his military career with a wargame series for members
of the US Congress. Following his retirement from the military, Mr. Pace was a
principal planner for USAF simulation support to exercise Ulchi Focus Lens, the world's largest
computer assisted exercise. A Summary of Mr. Paces activities include: · USAF lead for the
foundation of the Defense Modeling and Simulation
Office · Designation of the Air Warfare Simulation as the standard USAF simulation
for joint exercises and training · Contributor to the charter for the establishment of the Joint
Warfighting Center · Production of two polmil simulations for members of the US Congress
at the request of the Speaker of the House · Member
of the planning and exercise control group for four iterations of the Global Wargame at the
Naval War College · Program manager for the USAF exercise program, the
USAF Modeling and Simulation program, and Air Staff division chief responsible for
the USAF contingency management cell, and the USAF briefing team. Joint Military
Operations and Military Staff As HQ USAF division chief, supervised the USAF wargaming,
exercise and automated mission planning programs. Also supervised the
USAF crisis response cell and the CSAF briefing team. Achievements included coordinating
the USAF role in worldwide contingency operations such as withdrawal of US dependents from
and deployment of combat forces to Panama, the execution of HQ USAF support
for Just Cause, and the development of military options following terrorist acts.
Directed the USAF Exercise program to include the allocation of funds and managed
the Air Force portion of the JCS Command Post Exercise Program. Planned and executed
USAF participation in Exercise Proud Eagle, the largest mobilization exercise of
the decade. (1988-1991) As squadron commander, provided direct support to all
training and contingency operations of the XVIII ABN Corps and 82d ABN Division
conducted from Fort Bragg, NC. (1985-1988) While a staff officer at the US Army
Combined Arms Center and at HQ Pacific Air Forces, wrote airlift concepts for the
newly designed Light Infantry Division and Light Corps, wrote the airlift command
and control portions of HQ PACAF war plans, and developed a definitive study of
wartime airlift requirements for Korea---results used in a major USCINCPAC war plan.
(1979-1983) Technical Management At NDU, developed and began implementation
of a university-wide technology concept plan to expand use of modeling, simulation
and educational technologies and to create the capability to stage multi-university
educational wargames. Scope of plan included $10 million (50 contract man-years)
annually. Supervised the development of the Joint Decision Support System, a system
used to drive the decision- making process in wargames. (1992-1993). At HQ USAF,
supervised the design and implementation of the USAF Operations Center upgrade which
created a state of the art computer network and briefing system for support of the
CSAF, used with great success during Desert Storm. (1989-1990) Program and Resource
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Jerry Gavaldon
Mailing Address:
Residence:
Work Phone:
Zip: Zip:
Cell Phone:
Home Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 1
Current Occupation: Semi Retired, Realtor Employer: Independent Broker
Recent and/or relevant work experience (please include dates) 1. Past P&Z experience. Serviced from 1996
to 20052. Past Chair and Vice Chair on P&Z, 2 years in each role. 3. Vast Working knowledge of the Land Use Code,
Revised City Plan, Transportation and BAC experience. 4. I am very familiar with the development review process
of our city. I have been involved with the process for a number of years. 5. Real Estate Broker and Real Estate
Recent and/or relevant volunteer experience (please include dates) 1. Planning and Zoning Experience, served
from 1996 to 20052. Transportation Board Member 2018 to current. 3. BAC Liaison for the Transportation Board.
2019 to current. 3. Stonehenge Communication Association board President 2013 to current4. Stonehenge Communication
Association member 8 years prior to 2013.5. Instructor for a class HOA and Metro Disctricts for the Fort Collins
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I have served on the
P&Z Board from 1996 to 2005. I have a vast working knowledge of the board. I want to help and make a contribution
to our city to ensure good representation and fair balance to the board on its decisions.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
1. Planning and Zoning Board member 1996 to 20052. Past Chair and Vice Chair of Planning and Zoning, 4 years. 3. I have
made presentations to this board a number of times. 4. I have consulted groups of the working and process of the Planning
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
1. Past experiences of being on the Planning and Zoning Board. 1996 to 20052. Real Estate Broker license and experience
2000 to Curretnt. 3. Instructor for FCBOR on HOA's and Metro Districts. 4. Past Chair and Vice Chair. Working knowledge
of Roberts Rules of Order. 5. Meeting management form HP, volunteering groups with process focus to ensure respect, views
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Infill development: The code and process makes this a difficult process for development and or redevelopment.
I feel that the board and city needs to be flexibility so people can develop and or redevelop so not
to impact neighborhoods, traffic in a fair and equitable manner. The code, zones must be adjusted to
allow for for this, however, protect neighborhoods and work with in the process.
2) Hughes Stadium, Montava ... are big developments facing our city. The board must be able to do its job
with out unfair/undo and outside influences. The board must be fair and transparent so the community
and others be heard and a fair ruling with in the documented process that is on record. This will allow
the board to conduct a fair and impartial hearing that all citizens and developers can trust and respect.
3) The board must be comprised of a open and balance representation so the community and business can trust
and respect. Diversity is most important so citizens know that we are a full inclusive community. All
views should be heard and respected. I believe in a open fair and equitable process.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None that I know of. If selected for the Planning and Zoning Board, I will resign my seat on the Transportation
Board and the BAC committee.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
RESUME
JERRY GAVALDON
CAREER OBJECTIVE
To become associated with a challenging profession and dynamic strategic company where I can apply my
quality process knowledge, testing expertise and can be a major contributor in helping the organization
meet/exceed their goals in the market place. I am an energetic, self-motivated, committed individual who
thrives on new, exciting, complex challenges and opportunities.
EMPLOYMENT HISTORY
7/2003 Current Real Estate Broker, Gavaldon Real Estate, Fort Collins, CO
• Owner Broker for Residential and Commercial sales
9/2017 — Current Spectra Food Service, Concessions Supervisor at the Budweiser Events Center
and associate facilities, Loveland, Colorado
6/2017 — 09/2017 Levy Premium Food Service, Concessions Supervisor at the University of
Colorado, Boulder, Colorado
12/2015—2/2017 Rise Broadband, Loveland Colorado
• Escalation Representative, Handle all Escalations for corporation. Verbal and written escalations
from BBB, FCC, VIPmail box, Websites, Social Media and from other sources.
• Develop written process documentation, flow chaffing, date collection, analysis and presentation
for upper management, peers and others in the call center.
5/2014 — 09/2015 Levy Premium Food Service, Concessions Supervisor at the University of
Colorado, Boulder, Colorado
General Supervision of Stand help, Stand/Supervisor and logistics for events at the Coors
Event Center and Folsom Stadium.
6/2014—10/2014 Pelco by Schneider Electric through Volt Temporary Services, QA Engineer
(Test) Fort Collins, Co
• QA Engineer. Security camera software testing.
• Used JIRA for Bug logging, WireShark and test management with implementation of new
applications and processes.
• Business support for production releases of firmware and software builds.
• Ran customer requests for issues in the field by testing for defect reproduction and solutions
verification by the developer and management.
• Wrote test procedures for new security camera.
• Participated in daily and weekly test meetings for status and new updates.
2/2014 - 5/2014 QA Tester for Integware through Manpower, Fort Collins, Co
QA Test Engineer. Manual QA testing of software for medical manufacturer.
• Defect management with retesting.
• Document review and updating.
• Updating testing based on new builds from development and verification.
• Participated in daily and weekly test meetings for status and new updates. Used JIRA for
Bug logging and test management with implementation of new applications and processes.
4/2012—1/2014 Temp Services through Apple One and Elwood Staffing for
OtterBox, Factual Data and Xerox. Fort Collins, Loveland and Greeley, Co
Call Center Representative for customer care support for phone cases and credit information
for customers.
Used tools like Sugar and WFM and User interface tools for call center notes and
documenting activities for calls.
9/2006 - 3/2012 Tiaa-Cref, Denver, Co Business Consultant, Testing/QA Consultant
Business Integration Consultant QA Software. QA software testing, HPQC (QTP) and
implementation of new applications and processes. Business support for IT related businesses.
PRODUCTION OA TESTING & APPLICATIONS IMPLEMENTATION
A. Mentor and Q/A reviewer for new hires prior to release to Individual
Consultant role.
B. Project Test lead for Consolidated Statements testing and verification.
C. Business Integration and Testing Support consulting and project
management. Tested current/new process applications, website, business
representative for testing, defect logging, review and resolution. Reviewed
project documentation, process implementation and testing coverage.
E. Defect Management: HP Quality Center (HPQTP) for Defect/Bug
Management. System for logging defects/bugs for IT developers to
research and resolve. Also used for historical tracking of defect/bug trends,
root cause analysis, Defect Risk Reviews, query and repository for all
defects/bugs.
F. HP Quality Center (1--IPQTP), user, Subject Matter Expert as test lead for
my team. Trained users how to enter and log defects to HPQTP. Reviewed
defects for accuracy and completeness. Updated information and ensured
resolution was completed after retest.
G. Business subject matter expert on financial services and processes for
Tiaa-Cref. Ensure compliance with established processes.
H. Process Improvement: Worked with management to develop effective
ways to increase system reliability and quality of the Tiaa-Cref Software
products and services. This included with working with users so to better
understand their needs.
I. Siebel Application user as a financial consultant for testing and
implementation for new enhancements-
J. Test Cases: Wrote and executed functional, system, website and
usability/compatibility test plans and test cases for Internal and External
Applications. Created, executed and maintained simple & complex test
cases.
K. Black Box Testing for the internal, website with coordinated testing with
application developers who conducted White Box Testing to ensure
complete seamless testing with no defects and or disconnects.
L. Reviewed and provided input on the accuracy, clarity and testability of
requirement documentation. Wrote user documentation for application
and conducted training for users and training/development.
M. Test Plans: Wrote and executed test plans, verifying accuracy of
engineering analysis and execution results. Provided signoffs on
successful completion of testing and UAT (User Acceptance Test)
checkouts.
N. Defect Resolution: Isolated software problems and wrote clear and
detailed defect reports and assisted development with defect reproduction.
O. Validated issues reported as fixed. Worked with IT on retesting of defect
and provided approval and signoff.
P. Provided communication for issues and resolution to team and
management.
Q. MS project user for various projects that I was responsible for delivery.
Registered Financial Consultant (Series 6, 63, Colo Life and Health and US 50 states and
DC) assisting Participants and Financial Advisors on accounts.
Mentor and Project Test Lead for client statement testing and verification. Project
Management for new products and business applications.
10/2005 9/2006 AIM Investments, Denver, CO Inbound Call Center Registered Representative
(Series 6) for assisting clients and brokers.
2002 - 2003 HEWLETT- PACKARD COMPANY
Operation Support Engineer (OSE) for the Microsoft and Enabling Services, Project management,
analysis, and consulting for the management team.
2001 – 2002 HEWLETT PACKARD COMPANY, Loveland Storage Solutions
Call Center
Outsourcing and management of HP Tape Storage calls by 3rd party company.
Project management for service delivery for new programs and processes for Stream Call Center
out sourcing tools and support.
1999 – 2001 HEWLETT PACKARD COMPANY, Loveland Customer Care Call
Center
24x7 and day SAN/NAS, Net Server, Mobile Computing, Unix Workstation and Business Desktop
Process Supervisor
Supervision for Online support agents. Developed and deliver 24 x 7 processes.
Project Management for 24x7 coverage program.
On Duty Management Support for Escalations for the businesses.
1989 - 1999 HEWLETT PACKARD COMPANY, Integrated Circuits (1/Cs)
Test and Assembly Process Supervisor: Production Test/Assembly shift operations, Q/A
Documentation Specialists, and Hardware Support/Maintenance Technicians
Management: Test/Assembly, Flip Chip, Wafer Bump, Q/A, and Documentation.
Project Management: Quality/New Process implementation: 24 x 7 Shift work programs, Diversity,
Health Break Program, Q/A Outgoing Quality Verification System (OQV) (QTP), Process
Improvement Programs and Visual Work Place (SS).
1978 - 1989 HEWLETT PACKARD COMPANY, Fort Collins/Gree1ey CO
Traffic/Logistics for Domestic and International Distribution
Production: Assembly, Fabrication, Receiving, Stores, and Material Handling
1980 - 1990 COLORADO STATE UNIVERSITY, Fort Collins, CO
Director of Concessions: Hughes Stadium & Moby Arena
Overall Concessions management and operations
Procurement: Supplier & Subcontractor Management
General Accounting, Financial Reporting & Personnel Administration:
Ushers/Security and Parking Management for C.S.U. home athletic events
EDUCATION
2003 - 2003 EMPIRE REAL ESTATE EDUCATION, Fort Collins, CO
- Colorado Real Estate Brokers Certificate and Broker's License
1993 - 1995 COLORADO STATE UNIVERSITY, Fort Collins, CO
- Masters of Business Administration (MBA), Emphasis in Accounting,
Financial Analysis and Reporting, Manufacturing, and Marketing.
1973 - 1978 COLORADO STATE UNIVERSITY, Fort Collins, CO
- Bachelor of Arts Degree (BA) in Political Science
- State of Colorado Secondary Education Teaching Certification
CALL CENTER [CONCESSIONS MANAGEMENT
Hewlett Packard Company:
A. 24X7 Production/Ca11 Center Management. Includes all facets of
management, escalation focus and resolution
B. Multi Operation Production, IC Testing and Assembly
C. Multi Product Call Center Management. Net Servers, Desktop, Mobile
Computing, SAN/NAS and Escalation Management.
D. Project Management for new services and processes for call center
support.
Concessions Management:
A. 33 plus years proven experience in the Concessions Management industry
B. Awards: Director of Concessions award for successful sales goal 1980.
Award for Coors for highest yield average of 98.5% from keg beer 1988,
and CSU Athletic Concessions Director of the year 1990. Initiated and
implemented having fun and being safe with beer at CSU home football
games in 1986, still being used in 2013.
C. Consultant for Concession systems design. Poudre School District, City
of Fort Collins and Colorado State University.
D. Area Concessions Supervisor for Coors Event Center and Folsom
Stadium at CU Athletic and Special Events through Levy Premium
Services.
E. Concessions Supervisor, Spectra Hospitality, Loveland Budweiser Events
Center. Area and complex supervisor for concessions for setup, events
and post events closeup.
CIVIC and VOLUNTEERING SERVICES
• Stonehenge Communication Association. Board President 2013
- Current.
• City of Fort Collins Transportation Board Member 2019 –
Current.
• City of Fort Collins BAC liaison from the Transportation Board
2019 – Current
• City of Fort Collins Planning & Zoning Board. 1996 – 2005,
Member, Chair (2 years), Vice Chair (2 Years)
• Fort Collins Board of Realtors, Gov’t Affairs Committee, 2019
– Current. Instructor, HOA and Metro Districts Class. This is
the first class in the State of Colorado that is being offered.
Professional References
A. Scott Maxwell Tiaa-Cref 1-720-883-3997
B. Ann Freedman Tiaa-Cref
1-617-759-
3093
C. David Helzer Schneider Electric
1-970-282-
1923
D. Richard T Callan Colorado State U.
1-970-491-
0491
E. Lupe Salazar Colorado State U.
1-970-491-
1476
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Joe Rowan
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 5
Current Occupation: finance low income housing Employer: Impact Development Fund
Recent and/or relevant work experience (please include dates) Director of Commercial Lending (2001-present)
- Working throughout the state with community leaders, policy makers, nonprofits, financial institutions and
developers to identify policies, strategies and financial structures to deliver housing primarily targeted to
low-income and underserved populations. Secondary emphasis on meeting housing needs and economic development
Recent and/or relevant volunteer experience (please include dates) Fort Collins Chamber of Commerce, Local
Affairs Committee (1994-present) - Weekly engagement with civic leaders, policymakers and subject matter experts
to better understand myriad and complex issues that impact residents of the city and county. Of particular personal
interest are issues relating to planning, development and strategic initiatives that impact economic inclusiveness
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? As the city moves ever
closer to build out of undeveloped parcels, it becomes increasingly important to assure that policies, and the
implementation of those policies, promote greater inclusion of new and existing residents of our community.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
Have attended or observed meetings of P&Z numerous times over the years. As in the past, discourse among the current Board
does not project a cohesive vision of Council's mandate of equity, inclusion and justice. Narrow focus upon inconsequential
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Though not a certified planner, much of my professional experience revolves around the development of mixed-use and residential
properties. Working in communities across the state, and as a consultant outside Colorado, I have enjoyed opportunity to
engage multiple interests, public policies and processes to achieve balanced outcomes.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) City Plan and the host of attending documents, coupled with zoning and design standards exhibit (perhaps)
unintentional exclusiveness that discourages diversity of thought and deed. To achieve the expressed
desires of this Council, it is imperative upon P&Z to objectively examine the subtle nuance and implied
preference given to a more narrow interpretation of a desirable community. It is not simply a contest
of wills between the development community and statists, but a thorough assessment of disparate impacts
of public policy and prevailing business practice.
2) Balance between growth management and economic vitality. As residents of the community, we all face
issues that require a trade-off between the ethereal and pragmatic. P&Z, in particular, is charged
with defining and interpreting the degree to which that balance is achieved within the built environment
to the satisfaction of an amorphous few. The Board must be charged with examining policy, practices
and procedures to assure input is received and correctly incorporated from all segments of the community
rather than accede to the loudest voices.
3) Ushering a more resilient, sustainable environment that promotes long-term vitality and opportunity
for refreshing the community as circumstances change over time. As a 35-year resident, the community
looks very different today than it did then and we should all hope it looks much different 35 years
hence. As a key instrument for enacting the built environment, P&Z plays a vital role in this constant
process of reinvention. To that end, the Board should set aside time to explore a vision beyond current
proposals and imagine how we might leave opportunity for future iterations.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Occasional conflicts will arise from my professional affiliation with applicants presenting before the
Board; perhaps one or two times per year. As owner of real property within the city, there are times
when project proposals will trigger a proximity notification.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) Current member
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: John Elder
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 3
Current Occupation: Professor Employer: Colorado State University
Recent and/or relevant work experience (please include dates) Professor of Finance, Colorado State UnivFormer
Department Chair, Department of Finance and Real Estate
Recent and/or relevant volunteer experience (please include dates) I engaged in many unpaid activities that
are variously related to my employment. These includeUnpaid service on board of editors at academic journalsUnpaid
service as referee at academic journalswork with professional credentialing entities.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I would like to give
back to the community after many years of living here, and after developing some skills that are likely relevant
toward the functioning of this board.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
I have deep knowledge of finance/econ, particularly issues related to evaluating profitability of projects, and the role
of uncertainty in decision making. I also have a deep appreciation for the difference between social and private benefit.
Society is best off when these interests are aligned to the extent possible. Prof. Designations: Chartered Financial
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) I do not have any preconceived notions about things that need to be fixed or particular issues to tackle.
I can say, however, that I support decisions that are made with guidance toward smart and sustainable
development appropriate for a world-class, small city in the beautiful state of Colorado. Ongoing
issues will likely be the I25/Harmony corridor and eventually the I25/Mulberry corridor. Both should
be developed carefully to maintain and improve as attractive and welcoming gateways.
2) Philosophically, planning and zoning commissions must work to meld private benefit and social benefit.
This is challenging, but it is useful to have a conceptual framework for which to analyze these issues.
Development benefits society, but not all development activities are in society's best interests,
and the costs borne by society should be incorporated into the private costs of development to the greatest
extent possible. Doing so better aligns interests of the community with the interests of developers.
3) Please see above.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I do not anticipate conflicts of interest.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) newspaper
John Elder EDUCATION Ph.D. Economics, Finance field, University of Virginia,
1995. M.A. Economics, University of Virginia, 1990. B.A. Economics, Mathematics
field, Rutgers University, 1987. PROFESSIONAL DESIGNATIONS Chartered Financial
Analyst (CFA ) charter, CFA Institute, 2004. Financial Risk Manager (FRM ),
certified by GARP, 2011. CURRENT POSITION Professor of Finance (2012-present),
Colorado State University (2009-present). Department Chair (2013-15), Associate
Professor (2009-12), Faculty Fellowships: 1st Bank (2017), Kemble Family (2016),
EKS&H (2013-15), Daniels Fund Ethics Initiative (2010-2012). RESEARCH AND TEACHING
SUMMARY I have published more than thirty articles in academic journals, including
JFQA, JMCB, J of Business and Economic Statistics, J of Banking and Finance, J of
Futures Markets, etc. These are cited by U.S. Congress (Joint Economic Committee),
practitioners (Institutional Shareholder Services) and popular textbooks (Bruner's
Applied Mergers and Kennedy's A Guide to Econometrics) with 2,500+ Google scholar
citations. I have taught many finance courses at the MS, MBA and undergraduate
levels, including investments, derivatives, portfolio management and financial econometrics.
Delivery formats include distance learning (350 MBA students) and large lectures
(500+). Students consistently rate my courses very highly (4.7-5.0). EDITORIAL
POSITIONS Associate Editor, Journal of Financial Research, 2012-17. Board of Editors,
Journal of Economics and Finance, 2002-present. Board of Editors, Empirical Economics,
2017-present. Board of Editors, International Journal of Portfolio Analysis & Management,
2011-2015. Co-Editor of special issue of Macroeconomic Dynamics on Oil Price Shocks,
2011. TEACHING AND RESEARCH HONORS (SUMMARY) College of Business, Excellence
in Service Award (CSU), 2016. College of Business, Excellence in Research Award
(CSU), 2012. University Outstanding Teaching Award Nominee - 2009, 2020 (CSU
Alumni and Student Association). Beta Gamma Sigma Most Influential Faculty Nominee
(CSU) - nominations, 2010, 2011, 2012. College of Business Teaching Award Nominee
NDSU - 2008. PROFESSIONAL Elder Macroeconomic Analysis, LLC and related entities
(2003-present). Consult with asset managers on topics including the interpretation
of macroeconomic data to be used for strategic asset allocation, tactical asset
allocation and attributes for security selection. OTHER ACTIVITY AND AWARDS
(SUMMARY) TEACHING Named as "Influential/Impactful Faculty Member" by graduating
senior, CSU (2011, 2018, 2019). Named as Alumni Foundation Influential Faculty
Member, NDSU (2006). Taught MBA corporate, investments, derivatives in distance
format up to 350 students, CSU (2009-18). Taught large intro to macroeconomics
lectures with 500+ students, University of Virginia (1997-99). Served as faculty
advisor to student managed investment funds. - Designed/implemented IPS and top-down
strategies for asset allocation and security selection. Developed quantitative strategy
for bottom-up investing using screeners and portfolio optimization. Introduced factor
models for risk exposure analysis. RESEARCH Cited by Joint Economic Committee
of U.S. Congress in report "Economic Effects of Inflation Targeting", October
2005. ("Another Perspective on the Effects of Inflation Uncertainty, JMCB, 2004")
Cited by Institutional Shareholders Services in "U.S. Proxy Voting Manual",
Chapter 7, 2005 ("The Reaction of Share Prices to Tracking Stock...", JEF, 2000) Cited
by textbook "Applied mergers and acquisitions," by Robert Bruner ("The Reaction
of Share Prices to Tracking Stock...", JEF, 2000) Cited by textbook A Guide to
Econometrics, 5th Ed, by Peter Kennedy ("Testing for Unit Roots" JEE, 2001). Dean's
scholar - Colorado State University, 2009, 2010, 2011, 2012, 2013, 2015. SERVICE/OTHER Colorado
State University - University Committees Benefits Committee, Fall 2019 -.
Active advocate of revising administration of DCP retirement plan. Strategic
Planning, Spring 2010-12. University Programs, 2012-12. College of Business
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Jonathon Nagel
Mailing Address:
Residence:
Work Phone:
Zip:
Zip:
Home Phone: Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 6
Current Occupation: Real Estate Investor Employer: Self-Employed
Recent and/or relevant work experience (please include dates) Last year I stepped down from my roll as
a senior sustainability specialist with the City to focus full time on my own real estate investing. Both occupations
have given me significant insight into planning and zoning issues. While at the City I worked extensively with
developers and contractors including revising Land Use and Building codes and participating in the development
review process to advance waste diversion both during the build process and throughout the life of these developments.
Recent and/or relevant volunteer experience (please include dates)
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I would love to serve
on the Planning & Zoning Board in order to contribute to the betterment of the community by sharing my relevant
experience and expertise in sustainability, real estate and planning while learning and growing as a person myself.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
From my former career with the City I have extensive experience in interpreting/enforcing/writing legal code including leading
a substantial re-write of LUC Standard 3.2.5 for how waste/recycling/compost are handled at new developments. Through that
process I presented to the P&Z multiple times and received great suggestions/insight/thoughtful questions that helped improve
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
I'm passionate about architecture, historic preservation, and green building. I have performed several full remodels including
restoring my 1890 farmhouse. I'm a CSU political science graduate with minors in international development and business.
I have extensive experience/trainings in sustainability/waste reduction/green building. Certifications in air quality/waste
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) As we expand into the GMA only a limited number of large green-field developments are left (Hughes,
Montava, etc.) which will be extremely important to get right. Similarly to the vast development in
SE Fort Collins over the past decades these areas will require significant infrastructure and will have
their own unique community/sense of place. The board will need to ensure these developments are done
in a way that equally benefits the community and developer, are done in a sustainable manner, create
connectivity with the rest of the community, and learn form the lessons of the past/City Plan.
2) With limited large green-field developments remaining, infill and redevelopment will become more prevalent
as Fort Collins grows. These developments will bring their own set of challenges including concerns
from neighbors, massing proportions as related to adjacent structures, demolition and concerns for historic
preservation, etc. It will be important for the board to maintain a balance between the developers rights/desire
to make profit while respecting neighbor and community wishes making sure everyones voice and interests
have been heard and fair/sustainable/equitable compromises are made.
3) As a former Sustainability Specialist I have to end on that note. The P&Z should evaluate the economic/environmental/social
impacts of its decisions. What does the future of our city look like as more people shop online or work
from home? How can we increase alternative/public transportation and what does that mean for roads?
How can we preserve land to increase localized farming? How can we build our structures to reduce their
impact (energy/water/materials)? How can we help with housing affordability and homelessness? These
questions center around development and should be considered.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
Jonathon Nagel
Education Bachelor of Arts: Political Science Colorado State University
(CSU), Fort Collins, CO o Minors in International Development & Business Administration Professional
Profile o Ability to interpret, apply and draft legal code. o Strong verbal communication
and de-escalation skills. o Collaborative and problem solving mindset. o Ability
to handle stressful situations and evaluate options to find the best solution. o Leadership
ability and experience. Work Experience THE CITY OF FORT COLLINS, COLORADO
- SR. SUSTAINABILITY SPECIALIST Jan. 2017 - Dec. 2019 o Review all
plans submitted to the City's development review process and provide comments on
environmental aspects including service vehicle access and circulation, pedestrian
access to recycling facilities, enclosure construction and materials, and other
hindrances to successful waste diversion programs. o Work with developers to identify
solutions and implement successful waste diversion programs. o Drafted new and
revised existing land use code, municipal code, and building code sections to improve
enforceability and performance of environmental regulations. o Developed standard
operating procedures and scope for the City's first Environmental Compliance program
focusing on the implementation of local waste reduction, recycling, and air quality
regulations. o Develop and implement education programs and enforcement policies
for local environmental regulations. o Interact with stakeholders and regulated
communities to build relationships and understand their needs. o Work as a liaison
between numerous City departments with little direct oversight. o Administer the
City's Construction Site Recycling Program, recently called out as a main contributor
for Fort Collins having the highest waste diversion rate in the state. o Perform
air quality inspections for fugitive dust and visual smoke opacity. o Track and
compile metrics for environmental regulations and analyzed results to identify and
initiate improvement. THE CITY OF FORT COLLINS, COLORADO - WASTE REDUCTION
& RECYCLING PROGRAM ASSISTANT Sept. 2015 - Dec. 2016 Jan. 2014 - Aug.
2014 o Designed and built a Sugar CRM database to track the metrics of 5,000+ businesses. o Designed
and implemented outreach strategy to connect with the business community and educate
them on city ordinances involving waste and recycling. o Partnered with businesses
to assess their waste and recycling needs, perform waste audits, write assessment
reports and achieve their recycling goals. o Assisted in developing the Community
Recycling Ordinance, including outreach to businesses, research of other municipalities'
ordinances and modeling potential waste diversion. o Developed social media plan
for the Waste Reduction and Recycling Program including Facebook ads and posts and
Twitter posts. SKI CENTER, WASHINGTON, D.C. - EQUIPMENT SALES 2014/2015
SKI SEASON o Professionally interacted with a diverse array of customers to accurately
understand customer needs and provide them with the best purchasing experience. o Provided
technical knowledge of ski and snowboard equipment and boot fitting expertise. CSU
FSAE TEAM - BUSINESS & MARKETING DIRECTOR JUNE
2011 - AUGUST 2013 o Managed day to day operations for a competitive automotive
racing team of approx. 40 members. o Coordinated event planning, promotions and
marketing. o Responsible for sponsorship attraction and relations necessary to
construct a $100,000 vehicle annually. o Responsible for all team finances and
book keeping.
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Kathryn Dubiel
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 2
Current Occupation: Enumerator Employer: US Census Bureau
Recent and/or relevant work experience (please include dates) Public School Teacher 2007-2014Certified
Public Accountant - various roles 1991-2007Inside Wiring Electrician including 4-year apprenticeship 1978-1981;
licensed journeywoman 1981Small Business Owner 1977-1980
Recent and/or relevant volunteer experience (please include dates) Leadership team / event organizer Home
Food Colorado 2015 - presentNeighborhood organizer / event planner and host 2015 - presentProject developer/activity
planner/volunteer for children in institutional foster care - St. Vincent Children's Home 1990-1996Volunteer delivering
direct service to the homeless and people living in poverty - Someone Cares Mission 1987-1996
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I believe in the mission
of the Planning and Zoning Board and feel I could make a significant contribution to its work. In the recent
10 years, I've followed the work of the Board. This has given me an appreciation for the contributions it makes.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I have attended both the work sessions and the hearings of the Planning and Zoning Board. The Board members are able to
share different points of view without rancor and that's important to me. The Board seems committed to fair hearings, ethical
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Proven ability to research and accurately apply complex codes including updates thereof, e.g., the National Electrical Code,
US Tax Code, forms of business organization, State and Local tax and business regulations, Financial Accounting Standards
Board & Government Accounting Standards Board rules/procedures; familiarity with construction documents and terms; familiarity
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Quality planning and development for a fast-growing small city. Our City has many needs and many constituencies
that are being addressed by matters before the P & Z. One role of a Board member is to advise the Council
on land use policy issues brought before them under Council's direction, by the Board's functions as
defined by the Municipal Code, and by the Staff all of which aim to better align the City's planning
documents and its LUC with changing times. In recent years, I've seen the TOD created, the PDOD, Metro
Districts, PUDs and City Plan changing to meet our changing City.
2) Thorough knowledge and application of the Land Use Code by members of the Board. The members of the
Board bring a variety of life skills and work experiences to their Board assignments. However, no member
will have studied every Article of the Code in depth. Since projects are evaluated on their compliance
with the LUC, I think it would be helpful for individual members to become subject matter experts thereby
increasing the knowledge base for the entire Board. I'm sure the individuals who choose to serve on
this Board are all self-starters as am I. But this might be looked at.
3) Checking with Staff to determine that public outreach has occurred for non-routine matters to be handled
by the P&Z Board. Examples would be when Land Use Code revisions are proposed, when policy matters
are coming before the Board such as proposals for manufactured housing, or major annexations. Development
Review has a predictable timeline for the public to follow -- neighborhood meetings and scheduling of
the P&Z hearing where public comment is part of the agenda. Public outreach should be similar for non-routine
matters.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I know of none. I have filed an appeal of the CDNS Director's decision on a minor amendment which
has not been scheduled for a hearing before the Planning and Zoning Board as required by the LUC. I
have no financial interest in the outcome of the appeal. I would follow the Chair's direction if on
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
Certifications, Education, and Honors Professional Certifications Obtained Colorado
Professional Teacher License - Elementary Education endorsement Colorado Certified
Public Accountant Oregon licensed Journeywoman Inside Wiring Electrician Degrees
Held Master of Arts in Reading University of Northern Colorado, Greeley, CO Bachelor
of Science in Business Administration - Accounting major University of Missouri
- St. Louis, St. Louis, MO Honors Summa cum laude graduate for both Master
and Bachelor degrees Work Experience Classroom Teacher / Reading Intervention
Specialist Poudre School District, Fort Collins, CO; Thompson School District,
Loveland, CO Performed teaching duties in partnership with school staff, students
and their families and community members; planned and provided instruction aligned
with school district curricula and utilizing educational technology; maintained
records of student achievement and reported thereon; responsible for design and
implementation of educational and behavioral interventions; maintained and advanced
skills through participation in professional development classes and professional
reading Sales Tax Auditor City of Fort Collins, Fort Collins, CO Planned
and performed audits of sales and use tax remittances; maintained official documentation
and correspondence related to assessments and payments; responded to audit appeals;
answered questions from external customers about sales tax licensing, processes
and regulations; developed documents for public distribution that explained municipal
code and regulations; maintained effective working relationships with employees
and departments; worked with others in the department to develop, implement and
evaluate modifications to existing procedures; maintained databases and created
reports to assist in selecting businesses for audit Accounts Receivable Accountant
Health District of Northern Larimer County, Fort Collins, CO Managed accounts
receivable for a not-for-profit dental and health services clinic; billed third
parties and set up payment plans with individuals; performed account reconciliations
and responded to all internal and external inquiries about account balances; in
the role of grant accountant, compiled data and wrote reports for various grants;
generated and mailed patients' monthly statements; mastered the use of a new
dental practice management software (Dentrix) and trained others; played a key role
in the complete and accurate migration of data from the previous software; monitored
accounts for integrity, researched and corrected discrepancies; frequently assisted
dental front office personnel with using a variety of software Internal Auditor
/ Chief Accountant Hewlett Packard Company, Fort Collins, CO Planned and performed
a company-wide internal audit of Credit and Collections; maintained official documentation,
correspondence and reports of audit findings; established and maintained effective
working relationships with all employees; chief accountant of a software subsidiary
of Hewlett Packard for four years until the company was divested; supervised payroll,
accounts receivable and payable, credit and contracts; implemented adherence to
all FASB requirements and all Federal, State and local laws pertaining to the business;
prepared monthly, annual and ad hoc reports for executives and presented financial
information at meetings; trained and supported coworkers in the use of a variety
of software; documented processes; maintained records; communicated effectively
orally and in writing with external auditors Accounts Payable Accountant Wellington
Environmental Management Company, Saint Louis, MO Managed accounts payable within
significant cash flow constraints; assisted Controller with cash flow forecasts;
performed account reconciliations; prepared payroll for office and field employees;
prepared state and federal payroll reports and remittances Grant Accountant
Bi-State Transit, Saint Louis, MO Monitored contracts and disbursements for
multi-million dollar light rail project; prepared grant reports; prepared reconciliations
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Kenneth Mitchell
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 3
Current Occupation: Land Development/Brokerage Employer: Self Employed: Mosaic Real Estate
Recent and/or relevant work experience (please include dates) 35 years of land development experience35
years of land brokerage experience10 years of bank/financial services experience10 years of homebuilding experience
Recent and/or relevant volunteer experience (please include dates) 2014 to Present: Member of the Advisory
Board for CSU's Master of Tourism Management program.2006-2011: Member, Board of Directors of the Brevard Zoo/East
Coast Zoological Society
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I am a semi-retired
developer and real estate broker; during a 35 year career I have become attuned to land use planning issues in
numerous states. I graduated from CSU in 1976 and moved back here seven years ago. Giving back is important.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I have a professional relationship with Dave Katz who sometimes shows me properties of interest to clients and myself.
I follow the activity of the commission through the Coloradoan.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Real Estate Broker for 35+ year in TexasFormer Real Estate Broker for 8 years in FloridaMaster of Science Degree in Forestry
and Natural Resources from Colorado State UniversityDeveloped dozens of master planned communities throughout the United
State for national homebuilders and developers as an employee or fee consultant.I am the President of 3 Metro District Boards
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Housing AffordabilityAs a developer, I see the impact of regulatory actions on the pricing of new home
product. I'd like to see more creativity in housing types, density and land use and regulations to
innovate. The future of Fort Collins lies in how we develop our remaining in-fill tracts and redevelop
properties that no longer are realizing their highest and best use.
2) COVID-related land use changes.The impact of COVID on office, restaurant and retail development, both
existing and proposed, will be felt strongly in markets across the country. This will be a dynamic
and rapidly changing land use environment that will require creative and flexible approaches as small
and large business operations fail and are replaced by new land uses or adaptive reuses.
3) Climate Change and Environmental Issues.I've experienced first hand the incredible success that Fort
Collins has had with parks and open spaces and energy awareness. I'd like to see land use encourage
more of the same with incentives for Net Zero communities and more partnering for parks and open space.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Once every year or so, I find a small in-fill property and develop and/or build. Recently, I developed
Prairie Village in Fort Collins, and I am working on Homestead at Clarendon Hills. I usually do only
1 project every year or two.For third party clients, I am a partner in a land development consulting
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) Dave Katz
KENNETH R. MITCHELL
MOSAIC LAND DEVELOPMENT, LLC MOSAIC REAL ESTATE, LLC 2015 to Present
Owner/Manager
Provide land development and brokerage services to third party clients, and personal investments in small infill
communities. Projects include Heritage Ridge in Berthoud (457 homes), Enclave at Marianna Butte in Loveland
(76 Homes) and Kitchel Lake in Timnath (390 homes). Pipeline projects include PK Berthoud (500+ homes), Willox
Lane in Fort Collins (100+ units) and ongoing negotiations for a 600+ unit community in Weld County. Infill projects
include Prairie Village (townhomes) and a pending community within Clarendon Hills, both in Fort Collins.
ARGENT MANAGEMENT, LLC, Irvine, California 2007 to 2014
Division President, Rocky Mountain Division
Responsible for establishing land acquisition operations in the Rocky Mountain Region after relocating from Florida
in 2013. Duties include identification of sites for purchase, negotiation of contracts and due diligence investigation.
For the past several years, managed the disposition of a $500 million land portfolio in Florida, Georgia and the
Carolinas for investor client Colony Capital, restructuring loans, directing litigation, conducting short sales and
managing sales after foreclosure. Return on investment exceeded 31% over the life of the portfolio.
MERCEDES HOMES, Melbourne, Florida 2002 to 2007
President, Corporate Land Division
Established a separate Land Acquisition and Development Division for the firm which contributed significantly to
Mercedes’ growth from 42nd to the 16th largest homebuilder in the United States. Responsible for land acquisition
for 11 Divisions in Florida, Texas and the Carolinas. Managed department staff of 40 acquisition and land
development personnel at the market peak. Chairman of the Land Asset Committee which reviewed and approved
land and lot purchases as well as the sale of corporate assets. Built land development profit center that developed
approximately 2,000 lots annually for use by Mercedes and other builders. Land profits ranged from $13.5 to $22
million annually.
ASHTON WOODS HOMES, Dallas, Texas 1998 to 2002
Director of Land Acquisition and Development
Ashton Woods Homes is a top 50 homebuilder in the United States. Responsible for acquiring and developing land
for approximately 1,000 lots per year for in-house use and sale to third party builders in the Dallas/Fort Worth
market. Also coordinated land acquisition and development in the Houston Division. President of Paramount Land
Development, which specialized in production of high-end lots for multi-million dollar residences.
LANDMARK REAL ESTATE SERVICES, Richardson, Texas 1992 to 1998
President
A Dallas-based real estate management, marketing and development firm created to assist with the disposition of
REO assets for First American Bank as well as other institutional clients, developers, builders and investors.
Managed community developments, commercial and multi-family assets, land assets and single family residences
with a value of $75 million. The company’s services included marketing, brokerage, property tax negotiation,
feasibility analysis, project management and land development.
FIRST AMERICAN BANK (Acquired by Citigroup in 2005), Dallas, Texas 1989-1992
Vice-President, Special Assets Division
Responsible for all operations of the Land Department, with a portfolio of REO assets in excess of $500 million.
Directed the work of fifteen real estate professionals engaged in managing and marketing a diverse portfolio of land
and developed lot assets with a widespread geographic distribution. Supervised the creation of annual Property
Plans for more than 150 major and significant assets.
KRM AND ASSOCIATES, Garland, Texas 1982-1989
President
Established KRM and Associates, a full-service consulting firm providing real estate development, management
and marketing services to builders, developers, landowners, financial institutions and investors. Managed 1,200
acre SpringPark community as a third party developer. Represented landowners in the sale of real estate as
owner’s representative or broker. Evaluated land parcels for development, general contractor for excavation
projects and a residential construction firm.
RAYMOND D. NASHER COMPANY/AMERICAN FINANCIAL CORPORATION 1979-1982
Project Manager, SpringPark
Managed a 1,500 acre master planned community, including land development and lot sales to custom and volume
builders. Responsible for a staff of 20-30 people involved in the operations of an amenity center, stables, racquet
club and community maintenance. SpringPark was a joint venture between Nasher and American Financial. After
dissolution of the joint venture, I was hired by American Financial to continue management of the community.
CROCKETT COMPANY, Irving, Texas 1976-1979
Project Manager, Fox Glen
KELCH ENTERPRISES, DeSoto, Texas
Construction Superintendent, South Meadows
Built approximately 30 single family homes for Kelch Land Development of DeSoto, Texas and approximately 50
single family homes for the Crockett Company of Irving, Texas as a Project Manager and Construction
Superintendent.
EDUCATIONAL BACKGROUND
Master of Science Degree, Fall 1976 Graduated with Highest Distinction
College of Forestry and Natural Resources
Colorado State University, Fort Collins, Colorado
Course emphasis in Natural Resource Economics and
Organizational Development
Bachelor of Science Degree, Spring 1975 Graduated with High Distinction
College of Forestry and Natural Resources
Colorado State University, Fort Collins, Colorado
Course emphasis in Natural Resource Management
AFFILIATIONS AND LICENSES
Real Estate Broker, State of Texas, since 1983
MTM Advisory Board Member, Warner College of Natural Resources, Colorado State University
President, Heritage Ridge and Parkside Metropolitan Districts
Board Member, Serratoga Falls Metropolitan District
Business Sponsor and Grassroots Member, Southern Utah Wilderness Alliance
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Larry J. Houle
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 3
Current Occupation: Retired Employer: UIC Corp (2018), HDR Eng (2016) AK
Recent and/or relevant work experience (please include dates) SrVP Commercial Ops UIC Corp. 6/2016-5/2018.
VP HDR Engineering 2012-16. Municipality of Anchorage; ExDir. Heritage Land Bank--'89-2000 (Chief Real Estate
Officer for MOA and Anchorage School Dist) Alaska Railroad Corporation (ARRC): Manager Govt. Affairs 1990-1996
and Director Real Estate; 1985-1990 (Senior Real Estate Officer for ARRC)
Recent and/or relevant volunteer experience (please include dates) Ted Stevens Foundation Board 2017-18Blood
Bank of Alaska Capital Campaign Cabinet 2017Alaska Resource Development Council 2010-13Habitat for Humanity,
"Nolan's House" 2004Kincaid Park Project, Co-Founder 2002-2004Brother Francis Homeless Shelter; Board, Chair Capital
Campaign & Design Committees 1998-2004Bureau of Land Mgmt., Resource Advisory Council-RAC 1999-2003Anchorage Water
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I believe I will make
a "positive contribution" to the City of Fort Collins. Having lived here while in Grad School, we returned to
this community because of its well planned and progressive outlook on lifestyle. This is our retirement home.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
A former licensed Real Estate Broker. Former Chief Real Estate officer for the Municipality of Anchorage and the Alaska
Railroad Corporation. A key Founder of the "Kincaid Park Project" a 1500-acre Soccer, Cross-country Ski, Biathlon, Single-track
venue in West Anchorage. Capital Campaign "Chair" for the $6M Brother Francis Homeless Shelter in downtown Anchorage. Advisor
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Hughes Stadium Site and Rezone. The opportunity to achieve something of greatness for Fort Collins
exists here, likewise the opportunity for a disaster exists. Maximizing the housing units here would
be just as poor a decision as leaving it in Open Space. The two extremes would be contrary to the historic
development and growth patterns established to date that make FoCo so livable. From the perspective
of someone who has spent almost his entire life in the "boom-an-bust" economy of Alaska the stakes here
are very high.
2) Downtown - North FoCo development. As a new resident to FoCo, this area appears to be most likely to
be redeveloped going forward. Addressing the homeless population, the commercial businesses and hotels,
the Poudre River natural area, a major transportation corridor, and what appears to be pockets of lower
income housing, adjacent an abundance of agricultural land-use is the challenge. Integrating the existing
Community and yes, it is a Community, not just a collection of businesses into the future development
represents the significant challenge of the P&Z Board.
3) Developing the framework to guide growth and investment to meet projected population growth for the
next 20 - 25 years is the major task at hand for P&Z. In my experience it's not just the "planning"
it is "following" the actual plan that is the challenge of any P&Z. Should I be afforded this opportunity
I would become extremely well versed in the current plan. I would draw on my past public and private
land use experience and be a contributing member of the Board.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Cannot think of any conflicts of interest.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
1
Larry J. Houle
SUMMARY OF QUALIFICATIONS
Larry Houle holds a MS in Construction Management from Colorado State University with an emphasis in
logistics, scheduling, and negotiation/mediation. Larry has over 35 years’ experience in project management,
real estate services, marketing, and business development. Larry is a well-versed project manager and leader
with an extensive background and expertise in the legislative and regulatory aspects of the Oil & Gas, Mining
and Transportation industries. He has led teams of 70+ people and managed corresponding operating,
revenue, and capital budgets.
Larry is a clear thinker and decision maker with keen insight for detail while understanding and achieving end-
game solutions. As a consultant, Larry has built a strong network of professional relationships with key
decision makers, consultants, and senior managers, known for developing innovative solutions. A proficient
negotiator, communicator, team-builder, Larry is an experienced high-level Executive that has developed and
maintained a reputation as a knowledgeable, tough, ethical decision maker, often a bridge-builder among
opposing interest groups. Colleagues and the business community trust and respect Larry.
EMPLOYMENT
Senior VP Commercial Operations-Ukpeagvik Inupiat Corp. June 2016-May 2018
UIC Commercial Operations has organized its companies into four main industry groups: UIC Design Plan,
Build; Oil & Gas Support, Marine services, and Arctic Development Services. The Sr. VP of Commercial
Operations is responsible for UIC's group of design, engineering, construction companies focused in Alaska
and the Lower 48 States.
Associate Vice President-HDR Engineering 2012-April 2016
Responsible for the coordination and oversight of the Alaska marketing programs and initiatives to meet
Regional and local marketing goals in support of HDR’s Federal, Energy, and Resource Management Program.
Vice President, Business Development (Alaska)-RIM Architects 2010-2012
Oversight of RIM Architects-Alaska business development and marketing programs for client growth and
profit objectives.
General Manager-Canadian Operations-Udelhoven Int., Calgary, AB 2007-2010
Responsible for start-up, business development and management of all activities required to develop, and
construct projects awarded to the Canadian business unit.
Project Manager -Neenan Company, Ft. Collins, CO 2006-2007
This was an Internship during Graduate School.
General Manager - Alaska Support Industry Alliance, Anchorage, AK 2000-2005
Executive Director - Heritage Land Bank, Municipality of Anchorage, AK 1998-2000
2
Alaska Railroad Corporation, Anchorage, AK 1985-1996
• Director, Passenger Operations – 1990 - 1996.
• Manager, Government Affairs - 1990 - 1996. Working with the Railroad Board of Directors,
formulated and coordinated the corporation’s government affairs strategy. Represented the Alaska
Railroad Corporation to the Alaska Legislature providing testimony at public hearings and legislative
committees.
• Director, Real Estate - 1985-1989. Management and leasing of the Alaska Railroad’s 38,000 acres of
land serving over 350 long term lease tenants. Wrote and obtained public and Board approval of the
Alaska Railroad’s Long-Term Lease Policy, Public-Entity Lease Policy, and the Corporate Long-Term
Master Lease. Directed the negotiations and formulated the mediation strategy for a successful out-
of-court settlement of claims filed by an association of 52-Leaseholder’s seeking reimbursement for
recovery for past rents and credits for improvements. Implemented a fully integrated land inventory
and billing system. Negotiated the first ever fiber-cable system agreement installed in Alaska.
Increased lease revenues by 23% over five years. Directed a professional staff of six.
Public Board Participation (Alaska)
• Senator Ted Stevens Foundation Campaign Board 2017-2018
• Blood Bank of Alaska, Capital Campaign Cabinet 2017
• Society of American Military Engineers (SAME) 2012-2017
Board of Directors - VP, Programs
• Resource Development Council (RDC), Board of Directors 2010-2013
• Habitat for Humanity-Nolan’s House, Builder and Fundraiser 2004
• Kincaid Park Project, Co-Founder and Fundraiser 2002-2004
• Brother Francis Homeless Shelter Advisory Board 1998-2004
Capital Campaign Chair: $6M Homeless Shelter
Chair: Design-build selection committee
• Bureau of Land Management (BLM-RAC) – Resource Advisory Council 1999-2003
• Anchorage Water and Waste Water (AWWU) Commission – Commissioner 2001-2003
• Anchorage Zoning Board of Examiners & Appeals-Chair 1983-1986
EDUCATION
Master of Science, Construction Management-2007
Colorado State University, Fort Collins, CO
• Graduate study emphasis; Logistics, Scheduling, and Estimating
• Teaching Assistant; College of Applied Science, Construction Management
Bachelor of Science, Economics and Political Science (Double Major)-1979
Willamette University, Salem, OR
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Lori Brunswig
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 6
Current Occupation: Retired Employer: none
Recent and/or relevant work experience (please include dates)
Recent and/or relevant volunteer experience (please include dates) Served on the City's Water Board 2011-2019.
I studied stormwater management in college before serving on the Water Board. While on the Board, I learned
how the City of Fort Collins manages stormwater. I understand Federal, State and local rules and regulations involved
in developing around its floodplains and I am a proponent of the City's LID program. I understand water requirements
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I served on Water Board
from 2011-2019 and I enjoyed being a part of the city government process. I have a civil engineering degree and
I am very interested in the City's storm water management regulations and requirements for land development.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I have watched a number of Planning and Zoning Board meetings. This past year or two I listened in on the Harmony/I25 developmen
the Hughes Stadium debate, the Rocking Horse development, and a number of others. I don't personally know anyone currently
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Civil engineering degree, self study of urban storm water management, 8 years on the Water Board. Good understanding of
Colorado water laws and City regulations pertaining to water taps for development. I am very familiar with energy and water
efficient appliances. I've seen a number of development plans and understand construction terminology.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Insure a fair and balanced review of land use proposals and keep politics out of the process. I believe
in making sure that the rules and the regulations are followed and everyone's opinion is important even
if it disagrees with mine. Development proposals can be very contentious and the board needs to be
sure that the decisions they make are ethically and morally responsible. The public needs less upheaval
and better communication.
2) Continue to look at zoning and regulations that support affordable housing options. We need more student
rental options other than up-zoning single family neighborhoods. Continue to support housing for the
homeless. Verify that affordable housing development is not in floodplains or does not put other homes
and businesses in the floodplain.
3) The Oil and Gas Industry continues to apply for permits to drill near the City of Fort Collins from
the east and the north. This industry has already impacted Fort Collins air quality and the closer
they get, the more air quality problems and hazardous spills we will see. I worked on the O&G regulations
while on the Water Board. Planning and zoning needs to be prepared to respond to this growing health
threat.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
LORI BRUNSWIG
EDUCATION B.S. in Civil Engineering - Environmental Studies
3.0/4.0 Colorado State University, Fort Collins, CO Graduation May 1994 M.S.
in Civil Engineering Coursework - Jan 1994 -Dec 1994 Colorado State University,
Fort Collins, CO Environmental River Mechanics - Physical Chemistry Pollution
Prevention/Waste Minimization - Unit Operations-Environmental Engineering - Industrial
Waste Management RELEVANT EXPERIENCE City of Fort Collins Utilities
Jan 2011-Dec 2019 Water Board - One of eleven voting members · Advises City
Council regarding water, wastewater and storm water policy issues, such as water
rights, planning, acquisition and management, conservation and public education, floodplain regulations, storm
drainage and development design criteria. · Reviews,
makes recommendations, and takes action on Utilities staff proposed legislation
before it goes before City Council regarding budgets, fees, water quality and local, state and federal water
legislation, and floodplain regulation variances. · Provide
advice and citizen input regarding proposed policies and actions affecting Utilities
customers. EMPLOYMENT Larimer County Facilities 8/07-7/09 Support Services Fort Collins, CO · Provided
400 employees at the Health and Human Services buildings with facilities support services · 11/08 - 6/09
Worked with Director
of Facilities to establish a Larimer County Sustainability Program. Researched ways to eliminate water and
energy waste. · Initiated the process to receive
the Federal Stimulus funds Research Associate 9/05-4/06 CO Water Institute, Colorado State University Fort
Collins, CO · Researched current water related legislation, irrigation, agriculture, water quality, and emergency
supplies. · Wrote
documents and provided drafts on water related issues for use in newsletters, journals,
lectures, and conferences. Environmental Engineer 1/00-8/02 Brendle Group Environmental Consulting Fort
Collins, CO · Performed on-site energy and waste
stream environmental assessments for clients, researched applicable emerging technologies,
conducted feasibility studies and provided detailed client reports outlining
recommended steps to reduce identified pollutants. Student Research Engineer 1/91-12/94 Waste Minimization
Assessment Center Department of Mechanical Engineering Colorado
State University, Fort Collins, CO · Performed on-site pollution prevention and
waste minimization assessments of over 40 industries Co-author of technical
reports outlining specific recommendations and financial justification for each
assessment including; detailed quantification and cost analysis of each
waste stream, identification of potential pollution prevention opportunities, and
calculations of cost savings quantified to a projected payback period. Larimer
County Sustainability Program 11/08 - 7/09 · Supported the Director of Facilities
in his efforts to establish a Larimer County Sustainability Program through research
and documentation of successful sustainability programs. Documented the
County's historical energy and water usage and then researched and provided current
technology on methods to reduce or eliminate water and energy waste. Colorado
Water Institute 9/05 - 4/06 · Researched and wrote a variety of documents
on water related subjects. INDEPENDENT RESEARCH - Past and Present Water
Supply and Storage · NISP, Halligan-Seaman Reservoir Enlargement Project, and
Windy-Gap Firming Project proposals · Tri-state agreement, Platte River Recovery
and Implementation Program and SPWRAP · South Platte Basin Compact Committee
and its sub-committees · Climate change research · Water conservation Stormwater
· City of Fort Collins Stormwater Utilities - historical and current council
actions, ordinances, policy documents and past, current and proposed future
projects · Low Impact Development technologies Water Quality · Colorado
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Zip:
Zip:
Cell Phone:
Board or Commission: Planning and Zoning Board
Name: Lydia Lazar
Mailing Address:
Residence:
Home Phone: Work Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 1
Current Occupation: consultant Employer: LHL Consulting
Recent and/or relevant work experience (please include dates) Senior leadership roles in business, government
and academia (1986-2015) A trained attorney (admitted Illinois 2000) and former law professor (2001-2010), well
prepared to review and analyze the legal and regulatory arguments and documents that come to the Board. Familiar
with operations and capital budget planning; completed Mediation training at Northwestern University (February
Recent and/or relevant volunteer experience (please include dates) I have served as a Director for several
organizations: World Chicago 2012-2018; Friends of Downtown Chicago (2015-2017); HealthConnect One (2001-2014)
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I believe in local governance
and want to contribute my time and my skills, along with my academic, business, legal, municipal and nonprofit
experience, to help ensure that FC can continue to thrive as an inviting, inclusive and independent community
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Areas of Expertise· Waste, water and energy resource management· Legal Research, Analysis and Counsel· Communications,
Strategic Planning and Program/Project Development · Executive Management and Personnel Supervision· Relationship Building
and Engagement· Operations Oversight and Budget Management
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Housing Affordability: The hot real estate market in FC this past decade + has increased housing costs
for renters and first time buyers. The pressure for housing is pushing development out all around the
city, and even as more houses are built, the costs of living in FC continue to rise. The zoning board
sets the rules for development and FC could approach affordability with some tools deployed by other
cities, such as (1) identifying parcels that could be developed for income restricted renters and/or
owners, (2) streamlining approvals and permitting for affordable housing projects, thus reducing construction
costs; (3) expand and sustain funding to preserve and build affordable housing.
2) Infrastructure: Keeping up with the rapid growth of the city is a challenge. I understand that there
are problems associated with the capacity of existing roads to handle the traffic expected from new
North East developments, and that generally, the city is often playing "catch up" to the rapid developments
around it. Timely and enhanced communication and coordination between the zoning and planning board
and other official entities could help to ensure that projects are not approved without sufficient consideration
of traffic and other impacts.
3) Density of FC: Fort Collins is growing outward and not upward. I assume this reflects decisions taken
earlier in time to enable growth without altering the downtown "user experience." It might be worth
changes to zoning to facilitate some "infill" housing development on existing parcels to enable
the creation of carriage houses and other secondary housing structures. These smaller, less expensive
yet income producing rental housing might be a game changer in allowing first time buyers to get into
the downtown market and also help increase the supply of affordable rental housing.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
Lydia Lazar
1
PROFESSIONAL EXPERIENCE
LHL Consulting 2014 - 2020
On-going consulting and just-in-time support for a range of international recruitment and student success
projects, including top-to-bottom operations reviews, activity risk audits, strategic planning and support
for establishing or enhancing global partnerships.
Harris School of Public Policy, University of Chicago 2010 – 2014
Associate Dean, Recruitment and Career Development Chicago, IL
Led the Harris School Admissions and Career Development offices, overseeing budget planning and
expenditures for recruitment and CDO services. Directed significant transformation of student recruitment
efforts, application review processes, and career support services and resources. Conceived and directed
efforts, including enhanced messaging to prospect and admitted pools, leading to increase in applications,
decrease in admissions rate, and significant increase in quantity and quality of enrolled Master’s students.
Worked closely with the Dean and other senior staff on strategic school initiatives, including the
establishment of international partnerships, development of international and domestic internships, and
enhancement of skills development mini-courses and workshops. Provided student counseling and led
skills development workshops; Taught Law and Public Policy: Law and Veterans Issues, Winter 2013.
Chicago-Kent College of Law, Illinois Institute of Technology 2001 – 2010
Lecturer and Assistant Dean, International Law and Policy Development Chicago, IL
Directed the law school’s international activities, including recruiting, admissions, and student services
for the graduate law programs. Built and managed busy administrative office, which served foreign and
domestic students. Forecasted and managed departmental budget, and supervised two full-time assistants.
Represented the law school and the Dean at many professional and international meetings. Initiated and
oversaw implementation of over 12 public events (symposia, lectures, conferences, working groups.)
• Quadrupled net revenue and increased annual international graduate law student enrollment from
15 to over 100 students in eight years; systematized and documented administration, recruiting,
marketing, and admissions processes.
• Established partnerships, negotiated agreements, and implemented profitable, innovative LLM
and summer programs for foreign law students and foreign attorneys.
• Created an international network of exchange partners with schools in Argentina, Brazil, China,
Denmark, France, Germany, Italy, South Korea, Kosovo, New Zealand, Norway, Poland, and
Spain. Negotiated and implemented innovative, profitable overseas teaching programs with
different partners in cities in Argentina, China, Kosovo, and Thailand.
• Taught Introduction to the American Legal System in Chicago, Italy, China, and Thailand.
• Wrote editorials, columns, and feature articles and lectured regularly on issues related to
international trade and governance.
LEGAL, PUBLIC SECTOR AND CORPORATE EXPERIENCE
Sachnoff & Weaver, Ltd. 2000 – 2001
Associate, Corporate, and Securities Group Chicago, IL
Reviewed and drafted contracts and agreements; researched Delaware and Illinois law.
Management Consultant 1992-1997
Provided marketing communications, database management, and strategic support Chicago, IL
for the Great Lakes Protection Fund and the Gaylord and Dorothy Donnelley Foundation.
Waste Management, Inc. 1989-1992
Lydia Lazar
2
Manager, Corporate and Public Affairs (WM Europe) London, U.K.; Oak Brook, IL
Special Assistant to the President (WM International)
Advised and represented the President of WM International during a period of corporate expansion in
Europe; supervised reorganization of London office. Developed and implemented post-merger
communications and branding strategy across pan-European marketing and public affairs offices.
Represented WM Europe in public forums and with the media, and developed talking points and editorial
material related to political, economic and social dimensions of pressing environmental issues.
Department of General Services, City of New York 1986-1989
Division of Public Structures New York, NY
Director, Office of Planning and Management Analysis
Managed five-person staff with oversight responsibility for operational and procedural reviews of
telecommunications, energy conservation, fleet management, capital projects and operations support for
municipal agencies in leased and city-owned property. Advised and represented the Chief Executive
Officer, and served as liaison to the Office of the Mayor and the Office of Management and Budget.
Energy Conservation and Facilities Management Corporation 1984-1986
Manager, Technical Services New York, NY
Urban Resource Systems, Inc., San Francisco, CA Summer, 1983
Queens College Center for the Biology of Natural Systems 1981-1983
Research Analyst New York, NY
EDUCATION
Northwestern University 2020
Certificate, Mediation Skills
Chicago-Kent College of Law, Illinois Institute of Technology 1997- 2000
Juris Doctor, with Honors. Certificate in International and Comparative Law. Chicago, IL
Columbia University 1982-1985
Master’s Degree in Urban Geography New York, NY
Dartmouth College 1977-1981
Bachelor’s Degree in Government Hanover, NH
BOARD LEADERSHIP AND CIVIC ENGAGEMENT
• WorldChicago 2012- 2018
• Friends of Downtown (Chicago) 2014- 2017
• HealthConnect One 2001 -2014 (President 2006 –2009, 2010-2012)
• UNA – USA Greater Chicago Chapter 2004 – 2009 (President 2008, 2009)
• National Council of the UNA-USA 2004 – 2010
• The Three Arts Club 1998 – 2001
• Gaia Theater 1991 – 2000
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Mary Grant
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 5
Current Occupation: Retired small business consultant Employer: Self employed for 35 years
Recent and/or relevant work experience (please include dates) I am a trained facilitator and a business
consultant with over 35 years of experience in strategic and operations leadership for rapidly growing organizations.
I specialized in holistic solutions which optimized efficiency and profitability without sacrificing customer
service. I designed and implemented the infrastructure to support entreprenuel endeavors, new product launches,
Recent and/or relevant volunteer experience (please include dates) Growing up on the east coast, I lived in
communities where "giving back" was part of the culture. I served on the boards of Big Brothers and Big Sisters
and Junior Achievement (1980's), I have been a CASA in VA for 5 years 2010, Written and delivered curriculum for
The Matthews House (2018) and am currently a Sage Advisor (2018 to Present)
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I have been in Fort
for 4 years. Part of the reason we moved here is the quality of life afforded by the City of Fort Collins.
Unfortunately, maintaining quality of life in a growing community is complicated and requires a balanced effort.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I attended the P&Z meetings addressing the Hughes Redevelopment Zoning Recommendation.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
I am a skilled facilitator with a strong business background. I have worked with many entities addressing difficult communication,
growth and organizational issues using creativity, problem solving, communication and facilitation skills.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Affordable/Attainable Housing - Moving to Fort Collins was somewhat surprising to me. Coming from the
Mid-Atlantic where housing prices were sky high, I expected that Fort Collins would be affordable.
It is sad when University employees cannot effort to buy a house and do not see homeownership in their
future. There are many other Fort Collins citizens in the same predicament. The P & Z Board must work
with the city and the community to identify innovative ways of solving this problem.
2) Builders vs. Community - Fort Collins has been referred to as a world class city; however, our beloved
city is suffering from growing pains. Since I have been in this town, the number of housing developments
being built and in the planning stages represent close to 10,000 new homes. The builders want to build
and the community wants to maintain quality of life. Businesses need to be able to thrive and grow.
We need vision, collaboration and compromise to make this city work now and for the future.
3) Senior Housing - Fort Collins is a beautiful place to retire. Seniors today want to retire in place.
This city needs to plan affordable, accessible senior communities that allow for healthy, safe environments
for our aging population.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Since I was an original founder of PATHS, the Hughes Redevelopment could create a serious conflict of
interest.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Melissa Garcia
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in?
Current Occupation: Broker/owner Employer: MGM Real Estate & Dwell Real Estate
Recent and/or relevant work experience (please include dates) I've been managing real estate brokers/office
for 14+ years.
Recent and/or relevant volunteer experience (please include dates) I volunteer at Crossroads Shelter here in
Fort Collins.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? There is a need for
and I am available to assist. We love and enjoy Fort Collins so any help I can offer, I'm available. Verifying
optimal decisions are made, in the best interest for the city, would be great.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Real estate license in Colorado and Texas.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Variances: Verifying zoning variances and details are correct and verified for safety and best decision
making for neighborhoods.
2) Growth: city size, air quality, available amenities, green choices, etc.
3) Safety: Helping in what ways I can to analyze cause and affect from new neighborhoods, density, etc.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None that I can think of.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Miles Kailburn
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 5
Current Occupation: CEO Employer: Old Town Media Inc.
Recent and/or relevant work experience (please include dates) We work with home builders, commercial general
contractors and master-planned communities and have a solid perspective on community building and also what what
sustains the business community for the residents.
Recent and/or relevant volunteer experience (please include dates) 2019 - Current : Board Member with The Fort
Collins Area Chamber of Commerce
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? Having moved from New
York from a city that has done a poor job of planning and growth, we've been incredibly fortunate to owning commercial
and residential here in Fort Collins and benefit from the proactive planning and would like to help.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
As the CEO and founder of a 14-year-old company that has benefited from the board's work creating this great City, my days
are spent working with our clients helping them grow their business, expand to new markets and create better experiences
for their customers. I think it goes hand-in-hand with the work that the board does for its resident's.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Understanding the long-term changes that COVID has created in the spending habits with restaurants,
retail and the requisite industrial space needed to serve the increase in convenience based shopping.
The planning and zoning board has to look at both the short term and long term needs and sustainability
and adapt to continue to support small businesses in this community. The board needs to understand
the needs and pain points of the businesses and ensure that they are allowing modifications (possibly
for long-term) to support the changes in shopping behavior.
2) Continue the cadence of growth at a responsible rate. We've all benefited from the growth of the City
and the region and need to continue the work to ensure that there is affordable housing and additional
multi-family options to allow for more density in certain areas without losing the spirit of Fort Collins.
The board needs to continue allowing for revamping of areas and continued growth at a responsible rate.
Making sure that the building and water requirements are appropriate and logical along with ensuring
that new areas contribute to the spirit of Fort Collins and do not detract.
3) The City should pay close attention to the Old Town area (and mid-town and Harmony corridors) to ensure
that these areas can continue to be destinations for shopping, entertainment and dining. The next couple
of years will challenge this and the destinations may lose their spirit as small businesses close and
are replaced by the likes of banks, office suites and multi-family housing. The slide towards this
new downtown environment I think has already happened. The board should monitor these areas with flexible
rules to ensure that a healthy ratio of businesses are represented.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
We have done 3 branding projects for the City of Fort Collins through COVID. While it does not relate
to the Board's work and the projects are scheduled to end in the next couple of months, they do need
to be disclosed.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
Here's a copy of my resume if its of help. WORK EXPERIENCE Old Town Media CEO/Co-Founder 2014
- Present Evolved existing web services company into a full-service, boutique marketing
agency that supports a growing client portfolio through strategic, creative collaboration
across a variety of industries. Grew team from 5 to 15 specialists, while maintaining
a minimum of 20% year-over-year growth in revenue every year. Implemented team coaching
programs, led new service line creations and integrated service delivery tools for
strategic and design teams. Director of Development and Technical Delivery 2007
- 2014 Co-founded web services company and led technical strategy for small-scale
team to successfully complete 80-100 web project deployments annually, growing into
one of the region's dominant web services providers. PCS Senior Network Consultant 2004
- 2006 Consulted for enterprise healthcare clients in the Northern Colorado area.
Managed network planning, disaster recovery, capital improvement projects relating
to network infrastructure. Managed and developed best practices for regional providers
for HIPAA compliance and auditing. East Rochester School District Senior Network
Engineer 2001 - 2004 Managed network infrastructure and growth for centralized
K-12 campus. Developed annual budget and processes for hardware cycling for purchasing
assets. Part of the technical team implementing the first hydrogen fuel cell-powered
school district in the world. Led multiple educational case studies and pilots for
Microsoft Corp. Consulted for regional school districts in best practices, scaling
and uptime management.
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Mistene Nugent
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 3
Current Occupation: Commercial Real Estate Broker Employer: CBRE
Recent and/or relevant work experience (please include dates) Sept 2018 - Present: Vice President, CBREMay
2012 - Sept 2018: Owner, Workspace InnovationsMay 1997 - Sept 2012: Finance/Operations Manager, Hewlett-Packard2017
Small Business of the Year Finalist, Fort Collins Chamber of CommerceCertified Public Accountant (Inactive)
Recent and/or relevant volunteer experience (please include dates) April 2020 - Present: Meals on Wheels VolunteerJul
2016 - June 2018: Poudre School District Foundation PresidentJul 2014 - Jun 2016: Poudre School District Foundation
Board MemberApr 2015 - May 2019: National Charity League2016 - 2017: Guaranty Bank Advisory Board
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I have given back to
my community in various capacities, and would now like to be more civically involved. As a 30-year community
member, and with my background as both a business owner and commercial broker, I believe I can contribute meaningfully.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I attended a meeting to support a friend and business associate with a project he had submitted. I spoke on his behalf,
along with many others. The board was thoughtful in discussions and worked hard to ensure they understood and applied the
Land Use Code appropriately. The experience was positive and I was impressed with how the board engaged with each other
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
My interest in this board lies in the fact that I have lived in FC for 30 years, am a property owner, a business owner and
most recently, a commercial real estate broker. I have seen how the planning process works from outside the fence, and
I'd like to learn more about the internal workings and how I can work with other board members, City staff and the community
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Open Space vs. DevelopmentAs the City expands geographically and land becomes more scarce, citizens
and local government are placing more importance on open spaces, as seen with the Harmony Gateway and
Hughes Stadium discussions. Too many restrictions on land use can result in depressed values, lack
of development and eventually outcomes that can be opposite of intention. This board, by nature of
having cross-citizen representation, must consider competing needs to find the right balance through
creative solutions and commitment to community, within the guidelines of the Land Use Code.
2) Affordable HousingOne of the many challenges with affordable housing is the balance between an affordable
housing stock, developers' profitability requirements, community desires and city regulations. As
with the current mobile home zoning discussions, existing uses provide an opportunity to preserve affordable
housing in areas that already exist. While the specific economics of affordable housing will be debated
and calculated outside of this board specifically, the board should act through interpretation of the
code to enable these types of opportunities.
3) Changing Political LandscapeAll levels of government - national, state and local - have seen evolutionary
change, including the Fort Collins City Council. Political discourse is impacting many aspects of our
lives, and will impact the decision-making process of this board. Members will need to be good listeners
and open to input and able to take criticism. They will need navigate this environment to ensure appropriate
community input while still meeting obligations to the City, Land Use Code and constituents.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
N/A
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
I am a successful and community-focused business person in Northern Colorado, with
comprehensive experience in business strategy, operations and leadership; recognized
for strong project management capabilities, getting the most out of team members,
and meeting project deadlines. I am personable, flexible and accountable, excelling
in managing stakeholder communications and expectations. Core Competencies Project
Management · Acquisitions and Divestitures · Strategic Planning · Budgeting
· Financial Analysis · Business Plan Development · Cost Reduction · Branding
· Change Management · Business Development · Leadership · Problem Solving
· People Management · Legal Entity Structuring · Marketing Strategy · Risk
Management Relevant Experience VICE PRESIDENT CBRE 2018 - Present Full
service commercial real estate broker facilitating real estate sales, leasing and
consulting in Northern Colorado. · Developed marketing plan for existing team
to increase client touches, create client events and operationalize client database
activities. · Increased sales reach through social connections, engaging with
trade organizations and targeted sales campaigns. · Prioritize and manage negotiations
with up to 20 clients simultaneously. · Analyze and seek deals through existing
network, establish new client relationships, market properties and institute problem
solving techniques to exceed client expectations. OWNER/MANAGING PRINCIPAL Workspace
Innovations 2012 - 2017 Responsible for all aspects of operations
for a multi-million dollar business - strategic planning, marketing, sales management,
business development, project management, financial performance, people management,
customer satisfaction, securing financing, operational processes. · Visioned
and led complete re-branding of company to more tightly align with business model.
· Leveraged relationships to win multi-million dollar projects (such as Woodward,
City of Fort Collins, City of Greeley, Nordson Medical), resulting in a 700% increase
in revenue over a two year period. · Finalist for Fort Collins Chamber of Commerce
2017 Business of the Year. FINANCIAL/OPERATIONS PROJECT MANAGER Hewlett Packard
1997 - 2012 Finance and Operations project manager across three different
business units, and multiple functions. · Led acquisition and divestiture project
teams, including Palm acquisition. · Developed enterprise-wide pricing models
and trained users world-wide. Education and Licensure M.S Finance, Colorado
State University B.S. Accounting, Colorado State University Certified Public
Accountant (Inactive) Licensed Real Estate Agent, Colorado Philanthropy/Community
Leadership Leadership Northern Colorado, Class of 2019 Member, National Charity
League Past President, Poudre School District Foundation
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Nick Frey
Mailing Address:
Residence:
Work Phone:
Zip:
Zip:
Home Phone: Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 5
Current Occupation: Real estate investor & manager Employer: The NMF Group LLC
Recent and/or relevant work experience (please include dates) My full-time occupation is real estate investment
focused in Summit County, Colorado. I manage properties and am a general contractor as well as a mechanical
engineer (Princeton Class of 2009). I am deeply involved in Land Use and Development Codes, understanding residential
and commercial zoning and growth, have extensive legal experience in contract law, and deep knowledge of micro
Recent and/or relevant volunteer experience (please include dates) I have volunteered for four years on a large
HOA in Summit County as Treasurer of the Board. The HOA manages $40M of real estate and has an annual operational
revenue of close to $500,000. This experience helps me understand incentives, growing pains, political good will,
development and zoning issues, water and mineral rights, Dev Code, permitting, and the connections between politics
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I would like to provide
a logical and whole-brained perspective to addressing the development needs of Fort Collins as it continues to
grow.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Real estate investment--currently have ~$6M assets under management with multiple other real estate investorsProperty managemen
tenants, collection of $400,000 per year gross rent, understand issues affecting owners, developers, and tenantsGeneral
contracting--am familiar with aspects of permitting, development, investment, construction, leasing
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Growth--it must be done in an intelligent manner, respecting the ideals of Fort Collins and the entire
reason for the growth to be happening. There are many desirable traits that Fort Collins has to attract
new inhabitants and to provide the excellent quality of life current ones already enjoy. These must
be balanced with the inevitable growth of cities in a way that preserves and maintains the character
of Fort Collins.
2) Fairness--it's critical that all development be done in a way that is fair to all parties involved,
balancing inevitable conflicts in an equitable manner.
3) Economics--development boosts some aspects of the local economy and strains others. It creates certain
incentive schemes, and these must remain in a careful and delicate balance. Planning and zoning must
constantly weigh unintended consequences and externalities to make sure that balance remains intact.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
none in Larimer County
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Patrick Rowe
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 6
Current Occupation: Real Estate Consulting and Investme Employer: Collective Capital Group LLC
Recent and/or relevant work experience (please include dates) Principal at Collective Capital Group (Fall
2018 to Present). Performing real estate and investment consulting services (financial analysis/modeling, P3
consulting, project management/development assistance. City of Fort Collins, Economic Health Office, Redevelopment
Coordinator (Fall 2015 to Fall 2018). Urban Renewal Authority program staff person and other redevelopment focused
Recent and/or relevant volunteer experience (please include dates) Current Board member of the Loveland Housing
Development Corporation, a 501(c)(3), which is an affiliate of the Loveland Housing Authority focused on creating
affordable housing opportunities (January to Present).My wife and co-mentor a Partners Mentoring Youth mentee
(2018 to Present).
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I feel strongly about
the importance of the built environment and how it reflects and shapes a community. I'd love the opportunity
to participate on our City's P&Z Board and provide policy input to City Council, and apply the City's Land
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I have attended a handful of P&Z board meetings in the past. It's always been a board that has interested me. I think
the board has an important role in our community.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Knowledge of public finance;Understanding of development underwriting and financial modeling;Familiarity with Land Use Code;
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Creating and maintaining affordable options for a diverse and supportive community. Providing affordable
housing options is vital to our community on so many levels. I think home ownership brings pride and
personal investment to a community; it offers stability and wealth creation; it's critical to employers;
it supports diversity of all types; it provides safety and stability to our most vulnerable; and, is
critical to the retention and support of young professionals, entrepreneurs, artists, etc. Within the
limits of the Land Use Code, P&Z should offer support and creativity in addressing this issue.
2) Navigating challenges of a growing community within a growing state. Our city, the region, and the
state are all experiencing significant growth. Growth can bring about many positive benefits, such
as increased and more diverse employment opportunities, cultural benefits, infrastructure and community
investment; and, it can also create many challenges, such as traffic congestion, air quality issues,
parking challenges, overstressed infrastructure, and more. A thoughtful and open-minded approach is
critical to navigating these challenges.
3) Achieving high standards in an era of rising costs. Meeting our high standards for community amenities,
infrastructure, and planning requirements will continue to be challenging given the high cost of development
and construction. It will be important to continue to provide a predictable, constructive, and creative
review/entitlement process.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Real estate consulting and investment. Of my current projects, only one is currently in Fort Collins.
With disclosure, I don't foresee this as being a significant issue.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Paul L Patterson
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year? Yes No
Which Council District do you live in? District 2
Current Occupation: statistician Employer: USDA, US Forest Service
Recent and/or relevant work experience (please include dates) Assistant Professor of Mathematics, St.
University, 1987-1996.
Recent and/or relevant volunteer experience (please include dates) Saint Vincent Children's Home, St Louis;
house uncle and garden project, late 80s through mid 90sSome Cares Mission, St Louis; ran kitchen for Thanksgiving
and Xmas dinners (approx 1000), late 80s through mid 90sFort Collins Running Club; secretary, treasurer, president,
race volunteer (three races/series); approx. mid 2000s through mid 2010sNRRC Complex People's Orchard and RMRS
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? In 2012 I because involve
with a project in my neighborhood and became interested in the LUC code and its application. I read the LUC and
would like to apply that knowledge and gain a deeper understanding of the development process
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I have attended numerous meetings, work sessions and have talked to several members of the Board. One the work sessions
was with the Traffic Engineers. It was very enlightening to hear how they evaluate whether project meets traffic engineering
standards; especially is a street can handle the traffic load. That discussion would be a great addition to the Residence
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Small business owner 1977-1980Statistics and MathematicsInterest in the LUC and development process, read the LUC and follow
the read the development in reviewHelped a local business owner research previous development projects his father had undertaken
on the site
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) In existing residential neighborhoods balance the increasing density and maintaining the current neighborhood
characteristics (Zone District). The LUC contains both subject and objective sections. The objective
sections are straightforward to access a project. Projects that proposed increased density will most
likely involve the subjective sections, form minor amendments through APUs or rezoning. Clearly delineating
in which category would assist the
2) On the City Plan webpage is stated "principles and policies in City Plan ... help guide decisions on
land-use, ..., and much more for City decision-makers and other community organizations and institutions.
City Plan policies provide the broadest direction...". I have discussed with some Council Members how
they view the City Plan and received varying views. In some P&Z hearing the sentiment "this project
is sanctioned under City Plan". There should be a discussion and hopefully consensus of City Plan's
place in the project development process. This should be forwarded to the Council guidance.
3) A review the Demand Mitigation Strategy in the TOD. The study of what are called best practices contains
only one references to a study and that study had no bearing on whether the mitigation strategies actually
reduced the number of cars students bring and store in town as opposed to the usage of alternative transportation
to CSU during semester.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) Word of mouth and then email announcement
Education: Ph.D. in Statistics, 2006 Colorado State University, Fort Collins,
CO Ph.D. in Mathematics, 1987 University of Oregon, Eugene, OR BS in Mathematics,
1981 University of Oregon, Eugene, OR Experience: Mathematical Statistician,
Interior West - Forest Inventory Analysis (IW-FIA), Forest Service, USDA, 2000-present Primary
responsibility is to conduct consultations with individuals from IW-FIA. Although
most consultations are with individuals in the Techniques and Analysis group, I
also consult with individuals from the Information Management and Data Acquisition
groups. The consultations can involve: 1) assisting the clients in stating the
problem in a precise form; 2) determining the appropriate techniques to solve the
problem; 3) explaining the solution and the techniques involved in terms the clients
can understand; 4) if the solution is not published, then develop statistical techniques,
derive equations or write computer programs as needed; 5) assisting the clients
in executing the solution and if necessary assist in moving experimental solutions
into production mode. When requested I also consult with the national FIA program
and with outside groups to exchange complex technical information as a recognized
specialist in the field. Research Assistant, Statistics Department, Colorado
State University, Fort Collins, CO, 1996-2000 Analyzed visibility data for the
National Park Service. This included developing new statistical approaches, computer
programming, writing papers and technical reports, and presenting papers at professional
meetings. Associate Professor, Mathematics and Computer Science Department, Saint
Louis University, Saint Louis, MO, 1987-1996 (promoted from Assistant Professor). Taught
computer programming up through data structures, statistics and mathematics classes.
Maintained departmental Apple computer network. Instituted the use of graphing
calculators in the mathematics curriculum. Awards: Certificates of Merit: 2003,
2004, and 2006 (2), 2009 Director's Awards for FIA Excellence: 2002 and 2003 Madison
Memorial Award for outstanding Ph.D. student, 1999 Graybill Award for outstanding
Linear Models student, 1999 Colorado Fellowship, 1996 E.J. DeCou Prize for outstanding
undergraduate Mathematics student, 1981 Phi Beta Kappa, 1981 Five pages of Scholarly
Works, Technical Reports, Workshops, and Presentation of Papers
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Ray Moe
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? Outside City Limits
Current Occupation: Retired in 2014 Employer: Past manager/Partner for LSA Assoc.
Recent and/or relevant work experience (please include dates) I had a 50 year career in transportation
planning with a national market. In Fort Collins, I prepared the cities first pedestrian plan in 1996. I also
was the project manager for the Mason Street Transportation Corridor (Max), applied for and received for the city
$70 million of FTA New Starts Funding. I prepared the circulaition element of City Plan, bicycle plan, downtown
Recent and/or relevant volunteer experience (please include dates) I was probably the longest running member
of the Transportation Board, for ten years, I believe from the early 2000's.I enjoyed it an would love to serve
again my city.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I am retired, but was
managing partner for LSA Associates located on Mountain Avenue. I was the project manager for a number of Fort
Collins transportation plans including the Mason Street Corridor Plan (Max), Pedestrian Plan, Bicycle Plan, plus+++
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
I have previously shared that after a 44 year career (the last 26 here in Fort Collins) in transportation and land use planning,
and urban design I provide an critically important skill set to the City. I am a fellow member of the Institute of Transportation
Engineers and have received three international awards for my work, one of which was the Mason Street Transportation Corridor
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) I would need to study what is currently on the Planning and Zoning Commissions plate to better answer
this question, but the following are three I believe are important.Planning for the health care, mental
health, housing and social services for the homeless and those in need. The transportation connections
and availability are critical.
2) We are running out of developable space and I believe each project should be designed to the highest
standards to leave a lasting legacy to our city. I have always practiced excellence and have received
three international planning and transportation awards for that excellence. I have seen recent projects
that have been approved in the City that I do not believe carry that banner of excellence that should
have been much better. The Harmony Transportation Corridor Plan was totally uninspiring and the Mountain
Vista Plan approved lost the vision of early plans for the area. A shame.
3) I think the linkage between land use and transportation will remain critical to how we build our man
made environment. Extensions of the Max to the west on Elizabeth and to the north along College will
be critical and I believe my skill sets can help assure that we have a legacy project for these two
corridors as well.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Zero conflicts. Retired and well respected by many existing planning and transportation staff members
and past council members and mayors.Simply, I am retired and would love to serve my City.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) History many times, but not within the past five years
I think I have shared enough regarding myself, my history and successes in land
use transportation and urban design, and lasting working relationships with staff,
council and mayors. My career and company focused on multimodal transportation
plans for college cities including Chapel Hill North Carolina, Champaign Illinois,
Lawrence Kansas, Lincoln Nebraska, Missoula Montana, and Irvine California to name
just a few. Quite frankly I won many of these projects because they wanted the
same successes that the City of Fort Collins was receiving based on the success
of the early blueprint plans I prepared for pedestrian, bicycle, transit and even
automobile I prepared for Fort Collins. Good planning is infectious and I would
strive hard to make sure future developments continue to provide a legacy of excellence
for projects we can all be proud of. PS Having been retired for almost
six years, I do not have a current resume or need one. However, it required, I
could dig one up from my old dusty hard drives, Thank You for your consideration.
I would love to serve. Ray Moe
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Rena Trujillo
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 6
Current Occupation: Community Organizer Employer: The Colorado Trust
Recent and/or relevant work experience (please include dates) Community organizer with the Colorado Trust:
March 2020- Present. Spokes-council member with the Fort Collins Community Action Network: January 2019-Present
·Serve as a community representative to advocate for communities I work closely alongside. President and Active
member of Pi Lambda Chi Latina Sorority, Incorporated: August 2017-2019.
Recent and/or relevant volunteer experience (please include dates) Frontline Farming (Food Access/Distribution):
June 2019-Present. Children, Youth, and Families (Scholarship Mentor): Fall 2016-Present. SLiCE/CSU Serves (Volunteer):
December 2016-May 2019. Learn and Serve in Ghana (Study Abroad): Winter 2018-2019. Campus Connections (At-Risk
Youth Mentor): January 2018-May 2018.
Are you currently serving on a City board or commission? Yes No
If so, which one? Planning and Zoning Board
Why do you want to become a member of this particular board or commission? I am interested in the
Fort Collins Planning and Zoning Board, because it is a critical and vital space where decision-making regarding
land use is taking place. These decisions are shaping our.....(Response continued in "Additional Comments" field).
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
I have experience facilitating and co-facilitating meetings.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Climate change- Climate hazards facing Fort Collins include declining water availability, extreme temperatures,
and wildfires. These hazards are exacerbated when we factor in population growth and dependency on fossil
fuels which increase our greenhouse gas emissions. I believe this board should be considering how we
can build resilience as a community to respond to impacts of climate change by making decisions regarding
land use with sustainability and future generations in mind. Urban ecosystems and green infrastructure
are cost-effective solutions compared to traditional infrastructure.
2) Social, racial, economic, environmental injustice- Fort Collins is experiencing housing insecurity,
poverty, and homelessness. If the issue at hand is access to affordable housing, this knowledge of the
existing social inequity should be used to inform the recommendations made to City Council regarding
proposed land use and development projects. In addition, there exists a need for more transportation
options and board members could address this issue by factoring in potential to reduce greenhouse gas
emissions through public transit and ensuring it is affordable to address accessibility.
3) Profit/budget- we exist in a time where profit is often valued over life; yet, science tells us that
the way we are living is not sustainable and must change if we want to continue to exist. When considering
development plans, I believe the budget will be critical for members of the Planning and Zoning Board
to be cognizant of- especially given our current reality with COVID. Having various perspectives amongst
the board will allow for practical approaches to short and long-term priorities by shedding light on
the complexity of existing community needs and resources.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I cannot think of any activities which might create a serious conflict of interest.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) Referral
continuation: communities, while impacting our futures. My role as a board member would allow for
intergenerational approaches to guide development plans that are impacting former, present, and future
generations. I am a young person of color
who is inheriting and responsible for bettering a world where climate change and
inequity are impacting our everyday life. Additionally, I am a community organizer
in Fort Collins whose work is foundationally built upon building and deepening relationships with
community members from many walks of life. I can offer knowledge and experience as it relates to
social, economic, environmental, and racial justice. I know
this board will provide opportunities to ask important questions and engage in conversations and
decisions that will explore land use impact on all members of our community, including our actual lived
environments. Resume: Rena Trujillo (she/her/hers) PROFESSIONAL
SUMMARY · Actively committed to creating a more just and more equitable world
by working across difference · Lifelong learner with strong communication and interpersonal skills · An
impressive amount of customer service experience · Ability
to foster and maintain positive, respectful relationships with people across differences
in race, class, language, culture, ability, belief system, gender and sexual orientation
EDUCATION Colorado State University August 2015-May 2019 Bachelor of
Arts in Ethnic Studies and minor in Women's Studies EXPERIENCE AND SKILLS · Creative and
critical thinking · Research and analysis · Problem solving · Superb interpersonal skills · Time
management · Writing PROFESSIONAL
EXPERIENCE Intern with Fort Collins Community Action Network for Peace, Justice
& Environment (FCCAN) January 2019-Present Fort Collins, CO · Co-facilitate anti-
oppression workshops that
focus on intersectionality and how to dismantle and/or not replicate oppressive
structures within organizations. Co-facilitate community events such as Healing Justice that are offered
through FCCAN · Regularly attend Fort Collins Sustainability
Group (environment & sustainability), Fuerza Latina (immigration), Fort Collins
Homeless Coalition (protect and advocate for people experiencing homelessness) monthly
meetings · Serve as a community representative on the spokes council to advocate
for communities I work closely with and partake in conversations surrounding all administrative matters
(funds raised, money spent, and community outreach programming) · Complete tasks such as updating
resource lists for Fuerza Latina which includes
researching community programs and services, contacting immigration lawyers in Colorado
to inquire about their services, fees, and availability, seeking out bilingual services
and points of contact · Attend finance and fundraising committee meetings to
discuss potential and upcoming community events. In this space, we often discuss
grant opportunities and how to proceed forward with awarded grants Server at Texas
Roadhouse January 2018-Present
Fort Collins, CO · Demonstrate genuine hospitality while greeting and establishing
rapport with guests · Proactively prepare for large reservations and parties
by anticipating planning and staffing needs · Manage closing duties, including
restocking items and closing out the computer system (POS) · Possess excellent
conflict resolution skills in the event of patron dissatisfaction President & Active
member of Pi Lambda Chi Latina Sorority Inc. August 2017-Present Colorado
State University Fort Collins, CO · Actively engage in cultivating
spaces that are absent on predominately white institutions by bringing to campus
Dr. Lisa Vallejos to talk to students of color about mental health, immigration
lawyers who provide knowledge and resources, and sexual health educators · Facilitate
weekly meetings where we discuss administrative matters, report out from each position,
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Ryan McBreen
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 3
Current Occupation: Land Planner Employer: Norris Design
Recent and/or relevant work experience (please include dates) I've been a land planner at Norris Design
for more than 16 years. We are a landscape architecture, land planning and branding firm. During that time
I have helped design, entitle, and build numerous projects ranging from multi-family to single-family to small
commercial projects to master planned communities. I understand code, I understand how to read to and how it
Recent and/or relevant volunteer experience (please include dates) Soccer Coach 2013-15Football Coach 2014-16Basketball
2015WatchDOG (Dad of great students) - 2012-2018Classroom volunteer for three children - 2012-2020
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? As an experienced land
use planner I understand the inner workings of development and land use. As a resident of Fort Collins I want
to be able to give back, and giving back utilizing the best skillet I possess is the best way I can think to do
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
Yes, we have worked on projects within the City, so I have been a part of several meetings and also have watched study sessions.
I have not personally talked with anyone on the board.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
My undergraduate and graduate degrees are in land use planning and been a land use planner for 16 years. I have worked
within dozens of municipalities throughout Colorado and that has caused me to have to read and understand many different
applications of code. Additionally, being in the career I am in has helped me better understand the development industry.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Application of code. The role of the P&Z Board is to be an impartial board that reviews every case
independently and either provide a recommendation to Council or be the final vote. Our decisions should
be based on what the code and other governing documents prepared by the City say to ensure the approved
plans are followed. Voting shouldn't be based on feelings, what an individual thinks *should* happen,
or politics. From watching previous hearings it is clear that is not always the case.
2) Fairness. Its important that applications that are brought before P&Z Board are reviewed fairly and
equitably. That City Staff and Applicants receive consistent reviews and feedback from the board. This
comes back to issue one, consistent application of all applicable code and guiding documents.
3) Professionalism. As a long time attendee/presenter at P&Z meetings both here and throughout the Colorado
Front Range, I feel its very important that at a Board member you treat every application as your #1
priority. That means reading all materials, understanding the application before hearings, and asking
questions where your understanding falls short. My experience with P&Z has been mostly positive and
feel that they are prepared during these meetings, so I feel it is important and any new member also
has this level of accountability.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I have three younger children (7, 10, & 13) so that is always an unknown. But for the most part I believe
I can adequately fulfill the duties requested of me.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Sara Jeanes
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 6
Current Occupation: Program Manager, Cloud Services Employer: Internet2 (Higher Ed Non-Profit)
Recent and/or relevant work experience (please include dates) I spent more than ten years in technical
roles for Campus housing at the University of Arizona. I help design and build, first hand, housing, green spaces,
and socializing spaces that fostered community and social understanding. I know how important it is for the community
surrounding a University to both accommodate for, and embrace the student population, as well as retain the unique
Recent and/or relevant volunteer experience (please include dates) I volunteer with the SAGE group at Innosphere.
Through this lens, I have insight into the innovation that the communities around around Fort Collins and Boulder
are fostering. This connection to the VC and business community of Fort Collins has connected me to to many smart
individuals with a range of backgrounds and skillsets.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I have an interest in
pedestrian scale design and making cities both accessible and affordable for a large group of individuals of
all walks of life. I wish to be part of helping Fort Collins grow and evolve to be attractive to the next generation.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I was able to attend the October 2019 board meeting reviewing the application for the Garcia House Adult Residential Treatment
Facility. I found the interaction between the board members, and the interaction between the board members and citizen questioners
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
I am broadly read on topics of urban design, pedestrian scale design, and zoning law. I would categorize myself as bringing
an avid hobbyist approach to this role. I have a passion for making the city in which I live better, and more enjoyable
for my fellow citizens. I do hold an MBA but it is largely tangential to a role on the board.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Affordability of walk-able housing - Fort Collins has spend many years developing Old Town Square as
a focus of walk-ability but maintains long structured zoning regulations to encourage more building
at the periphery, while restricting infill. One proposal to address these restrictions, while being
only lightly disruptive to existing neighborhoods, would be to permit the construction of lane houses.
These dwellings, popular in Vancouver, exit onto existing Old Town alleyways and can provide additional
residences while providing stable housing for families in the primary residence.
2) Mixed use zoning for residential bodegas and restaurants - Little on Mountain has proven to be a huge
success, providing needed outdoor life to Mountain Avenue. It pairs beautify with Beavers. But I can't
help but notice all of the storefronts that have been converted to houses, that used to provide corner
bodegas serving the neighborhoods. Encouraging more flexible zoning and permitting that encourages small
stores and restaurants saves from having to make a trip for milk to the big box store, and creates a
natural neighborhood gathering place to let folks meet and form connections.
3) Housing near transit - My partner and I are commonly the ride to the doctor for our elderly neighbors,
and during the pandemic this has become even more acute, even for retrieving groceries. Fort Collins,
and Old Town in particular, is beginning to build out taller (faux pedestrian friendly, if I my say
so myself) structures, but the price of these excludes all but the wealthiest. We are just at the front
of an extreme elder housing crisis and I would like to see more affordable options for folks, that can
complement the activities of the transit board and block grant commission.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I do own a home in Old Town. Other than that, I do not foresee a serious conflict of interest.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
Sara Jeanes Experience Internet2 (Higher Education Non-Profit and operator of the US Research and
Education Network) June 2018 - Present Cloud Services Architect and Program Manager Lead January
2015 - June 2018 Program Manager, Cloud Services University of Arizona July 2011
- December 2014 Assistant Director, Technology Services (de facto campus housing
and residential life CIO) July 2009 - July 2011 Principal/Senior Systems Administrator Education Master
of Business Administration Arizona State University Bachelor of Arts in Political Science University of
Arizona Volunteer August 2019 - Present SAGE Advisor, Innosphere
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Stephen Smith
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 3
Current Occupation: Retired Employer: None
Recent and/or relevant work experience (please include dates) Senior Program Manager for a local successful
Federal government contractor specializing in IT contracts. I have managed USDA, USGS, Navy, Air Force, USDEnergy,
and other major contracts consisting of IT and Administrative projects in the past. Other past experience includes
System and Programming management, Computer programming, Computer Consultant for Big 8 CPA firm, and USDC census
Recent and/or relevant volunteer experience (please include dates) I have served as a volunteer for the Veterans
Administration and served as a board member for Marriage Encounter, a Brain Injury Foundation, Campfire of New
Mexico, and Loveland Senior Advisory. I have also been a member and President of two local HOA boards.
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I am very interested
in the potential growth, both residential and commercial, of Fort Collins. This is a very important board and
I would like my input to be considered for all of the activities. I have served on numerous boards in the past.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
I have no special skills or training for this appointment. I just want to be a citizen voice for the needs and welfare of
our city. I do have a strong background in management and accounting, budget creation and control, and technology.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Residential growth and large projects such as the Hughes Stadium. Also, I am interested on Senior and
Low Cost housing. Growth includes impact on infrastructure, city resources such as Police, Fire, and
Health Care, Building density is a major concern. As the Choice City, it needs to stay as such. Also
roads, streets, and highways must make sense. The inclusion of many round-about's have been welcome
for safely and traffic control. All must be feasible and cost/budget containment.
2) Commercial growth is a concern. Both building specifications and type of business are of a concern.
Eyes on competitive nature of business should be considered. Of course clean air and other pollution
concerns are required. Any consideration to having successful new business and concern for legacy businesses
is important. Fort Collins must welcome both large and small business for jobs and tax concerns. All
must be feasible and cost/budget containment.
3) Open space and recreation must consider the needs of our citizens. Fort Collins is a local leader of
trails, parks, and youth & adult activities and I would like it to stay that way. Also activities and
access for handicapped and senior folks must be considered. All must be feasible and cost/budget containment.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I cannot think of any conflicts for this appointment.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
I cannot think of any comments other than being a concerned citizen and having a
love of Fort Collins as the best place to live and play. The requirement for
a resume below will be forwarded after I find one or remake another.
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Ted Shepard
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 6
Current Occupation: Retired and Census Enumerator Employer: Dept. of Commerce Bureau of Census
Recent and/or relevant work experience (please include dates) I am a retired city planner (2019). I was
employed by the City of Fort Collins Planning Department for 33 years achieving the position of chief planner.
Prior to that, I was a county planner for Adams County. My main focus was Current Planning (development review),
crafting and amending the Land Use Code and participating in establishment of various subarea plans such as the
West Central Area Plan. Regarding the LUC, I was the principal author for a wide variety of processes and standards.
Recent and/or relevant volunteer experience (please include dates) I am on the board of directors for the Foothills
Gateway Rehabilitation Center Foundation. I have served on this board for over 10 years most recently as vice
president. I am also a community member for Larimer County's Housing Priority Committee of the Partnership for
Age-Friendly Communities and have served in this capacity for about one year. I am aware of the role and responsibilities
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I have a demonstrated
passion, plus experience, in ensuring that comprehensive planning and development review contribute to, and enhance,
the high quality and character of our City. Fort Collins is unique. I would like to carry on this tradition.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
I staffed the Board for 33 years. This included writing staff reports and making recommendations on residential, multi-family,
commercial, industrial and institutional development applications. I managed the process of amending the Land Use Code between
1997 and 2019. As a sampling, I crafted standards and guidelines for big box retail, River District, I-25 Corridor and West
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
As noted, I was a practicing professional planner for the City for 33 years. Being a member of AICP, I was required to
earn a required minimum number of continuing education credits every two years. I was skillful at moderating public participation,
code writing, development review and policy formation. I was a topic expert on a wide variety of standards and regulations
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Comprehensive Planning - the Board, through City Plan and Subarea Plans, advises Council on all aspects
of growth management. Plans and policies chart the course for the future. These policies are the foundation
of standards in the LUC. The Board needs to address these issues by refreshing the I.G.A. with Larimer
County to ensure that land development in the G.M.A. is equal to the standards of the City to prevent
sprawl, ensure separation between cities and the efficient delivery of services and utilities. Annexing
and zoning the E. Mulberry Corridor are critical issues facing the Board.
2) Development Review. The Board has quasi-judicial authority in the review of development projects. The
critical projects facing the Board include the redevelopment of Hughes Stadium, Montava and infill development
of 20 acres at S. Shields and W. Stuart. Establishing redevelopment standards for E. Mulberry Corridor
will be crucial in assimilating this area into our urban fabric. Redevelopment in Midtown along the
MAX (K-Mart, Chuck E Cheese and SpradleyBarr Mazda) will set the quality and character along S. College
for the next generation as will planning for the MAX extension on W. Elizabeth.
3) Process, Equity and Ethics. The Board must strictly adhere to established processes at all times. All
parties must be treated fairly and equitably without regard to race, religion, nationality or socio-economic
position. There must be respect and professionalism in the deliberation of plans, policies and projects
among Board members. As a member of the AICP, I was required to renew the ethics requirements every
two years. If selected, I would recommend that all Board members be similarly obligated so that the
overall ethics of the Board could be elevated beyond reproach.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
I am currently advising a potential applicant for a multi-family development project. If this project
comes before the Board, I will declare a conflict of interest and recuse myself from any proceedings
and deliberations related to this pending project.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) I was encouraged to apply by interested citizens.
In summary, I am passionate about continuing to advance the high quality of comprehensive
planning and development review that our City has established over the decades.
This passion will be manifested respectfully, professionally and ethically. The
field of Planning is evolving with the times. There are areas related to housing
equity, health for all citizens and access to locally produced food that are on
the cutting edge of the profession. Moving forward, I look forward to participating
in finding the best approaches for our community to address the all the relevant
issues of our times.
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Todd Parker
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 6
Current Occupation: Vice President of Development Employer: 55 Resort Apartments
Recent and/or relevant work experience (please include dates) Director of Development - Waypoint Real
2019-2020Director of Development - Brinkman Real Estate 2012-2019Preconstruction Director - Brinkman Construction
2010-2012Preconstruction Director - Drahota Construction 2003-2010
Recent and/or relevant volunteer experience (please include dates) N College Urban Renewal Authority Citizen's
Advisory Committee, Fort Collins 2019-2020Climate Action Plan Citizen's Advisory Committee, Fort Collins 2016-2019Loveland
Housing Development Corp Board Member at Large, Loveland 2019-Current
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? Working as a commercial
real estate developer/ builder in Northern Colorado for the past 24 years I have watched the growth of our wonderful
city push us into complicated issues in regards to managed growth within the GMA that I'd like to help solve.
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
Through my real estate experience I have sat through P&Z board meetings and have worked with one current board member in
previous employment.
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
Licensed General Contractor within the City of Fort CollinsUrban Land Institute member
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Affordable housing for lower income residents. As the median list price for homes continues to push
higher (currently above $530,000) and average rental rates in the city are as mush as 30 year mortgages
of a $500,000 home, lower income and workforce residents are increasingly being pushed out of the city.
The solution does not reside within the private or public sectors exclusively. Public private partnerships
at the local, state and national level must be put in place to help solve this problem and current plans
are inadequate to meet current needs let alone future growth.
2) Inclusivity. In a direct correlation to issue 1 above, as lower income workers get pushed out of Fort
Collins, minorities become less representative (even more so than they already are) in governmental
and non-governmental processes. The voice of the people has been watered down and there is no real
plan to help lower income workers establish roots and have the ability to participate in the discussions
that Fort Collins needs to have. Housing is not the sole solution to this issue but numerous studies
have shown that a stable home life can facilitate stability within the community.
3) Managed growth. Population is projected to double by the year 2050 and Fort Collins is trend along
with these figures. We continue to plan our communities for current needs within limited vision into
future constraints. Whether it is water issues, roads, housing stock or planned open space Fort Collins
will be woefully behind on needs that will be quickly upon us. The vision of this board, City Council
and City Management must be proactive in considering this type of planning so that we aren't handing
our future leaders issues that they can't react to in a timely manner.
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
None that I can think of.
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify) word of mouth
no additional comments
APPLICATION FOR BOARD OR COMMISSION MEMBERSHIP
ATTACHMENTS TO APPLICATION MUST BE LIMITED TO TWO PAGES
INCOMPLETE APPLICATIONS WILL NOT BE CONSIDERED FOR APPOINTMENT
If you have questions or need more information, contact:
City Clerk's Office (300 LaPorte Avenue) at 970.416.2525
Eligibility Requirements - 1 year residency within the Fort Collins Growth Management Area
Board or Commission: Planning and Zoning Board
Name: Tommy Miles
Mailing Address:
Residence:
Home Phone: Work Phone:
Zip:
Zip:
Cell Phone:
Yes No
E-Mail Address:
Have you resided in the Fort Collins Growth Management Area for at least one year?
Which Council District do you live in? District 1
Current Occupation: Engineer Employer: Advanced Micro Devices
Recent and/or relevant work experience (please include dates) Commercial and residential real estate investor,
2005-present
Recent and/or relevant volunteer experience (please include dates) 1. Multiple HOA boards, including officer
positions of President, Secretary, and Treasure2. Community member and participant of the North College URA
workshops
Are you currently serving on a City board or commission? Yes No
If so, which one?
Why do you want to become a member of this particular board or commission? I've grown up in Fort
Collins and I'm interested in serving my community. I have a passion for real estate and I am interested in
expanding my knowledge and sharing my insights to contribute to the healthy growth of the city
Have you attended a meeting of the board or commission you are applying to or talked to anyone currently on the board?
Yes No
If yes, please share your experience:
List any abilities, skills, certificates, specialized training, or interests you have which are applicable to this
board or commission:
My engineering background has made me a good problem solver that can think out the box and find creative ways to get to
a reasonable solution. I've invested in both commercial and residential real estate, both existing and new construction.
I like to understand not just the letter of the laws, rules, and regulations, but also their intent.
Briefly explain what you believe are the three most important issues facing this board or commission, and how do you
believe this board or commission should address each issue?
1) Sustainable growth while maintaining the character and feel of Fort Collins. Allowing inevitable expansion
without alienating parts of the community. Expanding community engagement through focused workshops
and forums like what I did with the URA as well as increased communication and interaction with the
aid of technology.
2) Affordable housing. With growth comes many challenges but this is important for the health and wealth
of our citizens. I would want to engage developers and citizens to strike a balance, as well as tap
local, state, and federal resources where available. Community education on home ownership and basic
financing education would go a long way to realizing owning a home.
3) Water. I don't know a lot about this but I am interested in learning more. I feel that there will continue
to be an ever increasing demand that correlates with the growth of the city and front range. I think
it is important to always be looking at this precious resource while planning for the future. Water
storage and retention options are an obvious solution to add more supply, but technology should be considered
to evaluate current use, demand, and waste areas to improve efficiency
Please specify any activities which might create a serious conflict of interest if you should be appointed to this board
or commission:
Upon application for and acceptance of appointment, board and commission members demonstrate their intention and
ability to attend meetings. If appointed, frequent nonattendance may result in termination of the appointment.
By typing your name in the space provided, I submit my electronic signature and application to the City of Fort Collins
and swear or affirm under penalty of perjury pursuant to the laws of the State of Colorado:
-that I meet the eligibility requirements of the position sought and
-that the information provided in this application is true and correct to the best of my knowledge.
Signature: Date:
Optional: How did you learn of a vacancy on this board or commission:
Newspaper Cable 14 City News (Utility Bill Insert) Website
Other (please specify)
Thank you for your consideration
City of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Kristin Stephens, District 4, Mayor Pro Tem City Hall West
Susan Gutowsky, District 1 300 LaPorte Avenue
Julie Pignataro, District 2 Fort Collins, Colorado
Ken Summers, District 3
Ross Cunniff, District 5 Cablecast on FCTV Channel 14
Emily Gorgol, District 6 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Delynn Coldiron
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 (V/TDD: Dial
711 for Relay Colorado) for assistance.
City Council Work Session
August 11, 2020
(After the Adjourned Council meeting, which begins at 6:00 p.m.)
• CALL TO ORDER.
1. Status of the City Manager’s 2021 Recommended Budget and a high-level Performance Measures
and Results Review. (staff: Travis Storin, Darin Atteberry, Lawrence Pollack; 20 minute
presentation; 2 hour discussion)
The purpose of this item is to review the economic, revenue and expense assumptions included in
the 2021 City Manager's Recommended Budget, which will be delivered to Council and available to
the public on September 1, 2020. This work session will also provide an overview of the major 2021
budget themes, public feedback opportunities and the schedule of Council budget meetings and
Public Hearings during September through November.
2. Reimagining Community Engagement. (staff: Amanda King, Leo Escalante; 10 minute
presentation; 30 minute discussion)
The purpose of this item is to review the evolution of the City’s public engagement strategy, highlight
improvements, share areas of focus and tactics, and discuss future opportunities.
In 2019, Council identified “Reimagining Community Engagement” as a Council priority. Since 2012,
the City has developed a strategic framework for community involvement across the organization.
Staff will review the current approach to public engagement and the 2020 Workplan.
City of Fort Collins Page 2
3. Reimagine Boards and Commissions. (staff: Honore Depew, Elizabeth Blythe; 10 minute
presentation; 45 minute discussion)
The purpose of this item is to provide an update on progress made towards the Council priority to
Reimagine Boards and Commissions, based on previous direction, and seek direction on further
implementation. Staff will also share opportunities for recalibration and lessons learned from COVID-
19 adaptations.
ANNOUNCEMENTS.
ADJOURNMENT.
DATE:
STAFF:
August 11, 2020
Travis Storin, Interim Chief Finance Officer
Darin Atteberry, City Manager
Lawrence Pollack, Budget Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Status of the City Manager’s 2021 Recommended Budget and a high-level Performance Measures and Results
Review.
EXECUTIVE SUMMARY
The purpose of this item is to review the economic, revenue and expense assumptions included in the 2021 City
Manager's Recommended Budget, which will be delivered to Council and available to the public on September 1,
2020. This work session will also provide an overview of the major 2021 budget themes, public feedback
opportunities and the schedule of Council budget meetings and Public Hearings during September through
November.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions or concerns does City Council have about the budget assumptions which are being included
in the Recommended Budget?
2. What questions does City Council have regarding the proposed schedule for discussion of the Recommended
Budget?
BACKGROUND / DISCUSSION
Budgeting for Outcomes (BFO) Process Status
The 2020 Budget process, called Budgeting for Outcomes (BFO), would have traditionally began with the
completion of the City’s 2020 Strategic Plan in April. However, the budgeting process was significantly impacted
by the global pandemic. It was determined that modifications would need to be made to the process for 2020, due
to the significant unknowns about impacts to our community. In response, Council approved Ordinance No. 067 to
suspend the City Code to allow the adoption of a one-year budget and temporarily revise the City’s budgeting
process (Attachment 1).
There are three primary aspects of these modifications. First, for 2021, Council will adopt a one-year budget
instead of the traditional two-year (biennial) budget. This practice will continue for the City’s 2022 budget.
Thereafter, the City will return to a two-year budget. Second, the budgeting process would be more tactical, not
utilizing the BFO Teams who play such an important role in the BFO process through evaluation of budget
requests (Offers) and generation of Offer rankings. Third, public outreach to, and requested feedback from, the
community would be delayed, as was the entire budgeting process, to allow for staff to address immediate 2020
public health and fiscal concerns. That outreach has begun and will be discussed during the work session.
Key components of our budgeting process remain, including budget requests based on the programs and
services provided to the community, a key aspect of Budgeting for Outcomes. Budget requests will still specify
direct linkage to at least one strategic objective in the City’s adopted strategic plan, as well as include
performance measures directly related to the proposed program/service. These three related components of
program/service, strategic objective and measures are an important part of the City’s ongoing organizational
performance management process and executive review.
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August 11, 2020 Page 2
Also, the City Manager’s Recommended Budget will still be published before the first Monday in September, as
required by City Charter. It is currently targeted to be delivered to Councilmembers on September 1 and be
available to the public thereafter. The traditional Council process will then continue with two public hearings and
three work sessions currently scheduled, prior to First Reading.
The City Manager’s Recommended Budget is in the process of being finalized and published. It will reflect a
balance of ongoing programs and services with modifications to help address forecasted financial impacts from
the pandemic, while also directly addressing Council priorities and the strategic objectives in the City’s 2020
Strategic Plan.
Budget Assumptions
There are many unknowns about the current pandemic and its impact to the community. Each month brings new
data about how the economy is recovering, but no trends have emerged to give high confidence in the City’s
revenue forecasts. This was the rationale for going to a one-year budget for the next two years. In collaboration
with Colorado State University, the City has modeled revenue forecasts and continues to adjust them as more
data is known. Currently, our local economy is being significantly impacted, but not nearly to the extent as other
parts of the country.
Over the past decade of moderate growth, the City has also prudently built healthy fund balances (aka reserves).
Reserves above City policy minimums are often intended for larger capital purchases or other one-time expenses
and are typically used in that manner. They are also, however, critically important in times like now to bridge
revenue gaps, while maintaining services to the residents and businesses of our community.
City staff monitors all revenue sources carefully and utilized the most current information available to set 2021
projected revenues. It is entirely possible that these forecasts will be changed depending on the continuing
pandemic’s impact on our economy. This includes the unknown impacts of the 2020/21 school year being remote
learning during at least the first quarter. Flexibility and responsiveness will be important as more data is available.
The City Manager’s Recommended Budget is being developed on these key assumptions:
• Focus on Council and community priorities reflected in the Council’s Priorities Dashboard and the City’s
adopted 2020 Strategic Plan, as well as new areas of focus based on the pandemic.
• Maintain existing operations, programs and services while seeking ways to do so safely and more efficiently.
• Following an estimated 2020 decline of 9.1%, Sales Tax is forecasted at 3.2% growth in 2021
• Total Use Tax forecast is $18 million for 2021, down from 2019 actuals of $22.4 million, based on continued
economic activity, building activity and business investment.
• Utility rate increases are only proposed within Light & Power and are driven by the following:
o PRPA pass thru of energy costs.
o The need for repair and maintenance of existing capital infrastructure.
o Known capital needs that align with adopted utility master plans.
• There are no budgeted wage adjustments for City staff in 2021, except for the contractual increases based on
the 3-year collective bargaining agreement with the Fraternal Order of Police.
• Medical cost inflation is forecasted at 7.0% and dental cost inflation at 4.5% for 2021.
• To reduce the traditional year-end underspend and make that money available throughout the year, salary
and benefits will continue to be budgeted at 98% of total estimated costs.
• The hiring freeze implemented as a cost saving measure due to the pandemic is proposed to continue
through fiscal year 2021, until such time that the estimated budgetary savings have been achieved and
economic conditions warrant.
The City Manager’s Recommended Budget is built around several key themes:
• Minimize Impacts to Service Delivery.
• Strategic Service Enhancements and Redeploys.
• Focus on Council Priorities and Support Equity Advancement.
• Capital Project Investments - Current and Future.
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August 11, 2020 Page 3
• Difficult Trade-offs.
• Maintain Focus on our Work Force.
The presentation for the work session will be delivered to Councilmembers on Monday August 10.
City Council Budget Meetings
Council has a series of work sessions scheduled in September and October to discuss the proposed 2021
Recommended Budget. Each work session will include staff presentations regarding specific Outcomes, followed
by an opportunity for questions and discussion.
Key dates for Council discussions and public hearings are as follows:
Meeting Date Topic
September 8, 2020 Work Session Presentations, Questions and Discussion: 1. Culture and
Recreation 2. Economic Health 3. Environmental Health 4.
Transportation and Mobility
September 15, 2020 Regular Meeting Budget Public Hearing 1 of 2
September 22, 2020 Work Session Presentation, Questions and Discussion: 5. Neighborhood
Livability and Social Health 6. Safe Community 7. High
Performing Government
October 6, 2020 Regular Meeting Budget Public Hearing 2 of 2
October 13, 2020 Work Session General Discussion - Final Council Direction
November 3, 2020 Regular Meeting First Reading of the 2021 Budget and the 2021 Appropriation
Ordinance
November 17, 2020 Regular Meeting Second Reading of the 2021 Budget and the 2021
Appropriation Ordinance
ATTACHMENTS
1. Ordinance No. 067, 2020 w/ Agenda Item Summary (PDF)
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Agenda Item 7
Item # 7 Page 1
AGENDA ITEM SUMMARY May 5, 2020
City Council
STAFF
Darin Atteberry, City Manager
Lawrence Pollack, Budget Director
Travis Storin, Interim Chief Finance Officer
John Duval, Legal
SUBJECT
First Reading of Ordinance No. 067, 2020 Suspending for Fiscal Years 2021 and 2022 the Biennial Budget
Term Required by City Code Section 8-1 and Approving the Temporary Revision of the City’s Budgeting
Process for the 2021 and 2022 Budgets.
EXECUTIVE SUMMARY
This item is coming to Council because it meets the following Priority: (2) Emergency-related items that are not
as urgent but need Council consideration.
The purpose of this item is to acknowledge modifications to the City's biennial budgeting process due to the
current unknowns of the depth and duration of the COVID-19 Pandemic and impacts to the local economy and
City revenue streams.
STAFF RECOMMENDATION
Staff recommends adoption of the Ordinance on First Reading.
BACKGROUND / DISCUSSION
City Charter Article V, Section 2 provides that the City Manager shall file with the City Clerk on or before the first
Monday in September preceding each budget term the proposed budget for that ensuing budget term. The
City’s budget term was set in City Code Section 8-1 as being two fiscal years, the next of which is for the fiscal
years 2021 and 2022 (2021-22 Budget Term).
The COVID-19 global pandemic has caused significant turmoil to economies around the globe and is expected
to create significant revenue shortfalls for local governments throughout the nation, the depth and duration of
which are not currently known.
Thus, the City Manager is recommending that Council suspend for the 2021-22 budget term, by the adoption of
this Ordinance, the biennial budget term requirement in Code Section 8-1 in order to allow for a one-year budget
term for both 2021 and 2022, but to return to the biennial budget term required by Code Section 8-1 beginning
with fiscal years 2023 and 2024.
The City Manager is also planning to forego using the BFO process for the 2021 and 2022 budget terms and in
its place to use a revised budgeting process better suited to addressing the economic uncertainties that now
exist because of the pandemic. This revised budget process will still include prioritizing the community’s needs
as established by Council in its recent adoption of the City’s 2020 Strategic Plan. This will be done in a way that
will strive to support and retain the City’s workforce, provide clear and frequent communications to Council and
the community concerning the process, and that will use a variety of budget-balancing strategies, such as
ATTACHMENT 1
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Attachment: Ordinance No. 067, 2020 w/ Agenda Item Summary (9352 : 2021 Budget Preview)
Agenda Item 7
Item # 7 Page 2
adjustment to service levels, use of reserves, and the optimal deployment of funds received from the state and
federal governments due to the Pandemic.
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Attachment: Ordinance No. 067, 2020 w/ Agenda Item Summary (9352 : 2021 Budget Preview)
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Attachment: Ordinance No. 067, 2020 w/ Agenda Item Summary (9352 : 2021 Budget Preview)
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Attachment: Ordinance No. 067, 2020 w/ Agenda Item Summary (9352 : 2021 Budget Preview)
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Attachment: Ordinance No. 067, 2020 w/ Agenda Item Summary (9352 : 2021 Budget Preview)
DATE:
STAFF:
August 11, 2020
Amanda King, Communications/Public Involvement
Director
Leo Escalante, Specialist, Public Engagement
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Reimagining Community Engagement.
EXECUTIVE SUMMARY
The purpose of this item is to review the evolution of the City’s public engagement strategy, highlight
improvements, share areas of focus and tactics, and discuss future opportunities.
In 2019, Council identified “Reimagining Community Engagement” as a Council priority. Since 2012, the City has
developed a strategic framework for community involvement across the organization. City staff will review the
current approach to public engagement and the 2020 Workplan.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions/feedback does Council have regarding the overall direction of the City’s Public Engagement
strategy?
2. Are there other ways Council would like to be informed of or involved in Community Engagement?
BACKGROUND / DISCUSSION
The City recognizes the importance of authentically engaging residents in the development of policies, programs,
and services, and believes that people who are affected by a decision should be included in the discussion. At its
retreat, Council noted that successful engagement includes communications that are clearly and accurately
understood by all and that policy decisions are informed by a representative and inclusive cross-section of
community opinion.
Community engagement is the basis for building healthy, strong, equitable and inclusive communities. The City
also engages the community in a variety of ways beyond policy and program development through its robust
volunteer program, education and development opportunities and through committees or Boards & Commissions.
In 2016, City staff created the first Public Engagement Guide (Attachment 1) to serve as a playbook for how the
City engages the public while identifying key improvement opportunities. The updated Strategic Communications
Plan (Attachment 2) builds on this systematic approach to community engagement efforts while acknowledging
the need to adapt to allow for tailored engagement efforts to reach all populations.
Civic engagement behaviors are continually evolving. While community interest remains high, the way individuals
interact with government continues to change along with expectations. The City has continued to broaden its
engagement efforts, however recent feedback suggests that many in the community are suffering from
engagement fatigue. Additionally, the COVID-19 pandemic has brought about new challenges and opportunities.
CURRENT PRACTICES
Since identifying community engagement as a Council priority, staff has continued to research best practices
related to public engagement and analyzed past City outreach efforts. From these efforts, key findings were
identified:
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August 11, 2020 Page 2
Overall
Community engagement and public participation is recognized as an asset, is valued, and encouraged.
Challenges
• Past experiences are mixed, with successful cases of public engagement, as well as documented
occurrences of a lack of alignment between Council expectations and staff deliverables.
• Authentic and successful public involvement takes time and resources. Both are often underestimated in
developing and implementing public engagement plans.
• Previous engagement efforts have lacked representation from historically underserved or marginalized
populations.
Opportunities
• The City has adopted and invested in a systematic framework to enable consistent engagement and is
fostering collaboration and alignment across the organization.
• A variety of online engagement tools have provided additional avenues to connect with the community and
solicit feedback.
• This work is closely connected to two other Council priorities: Equity & Inclusion and Reimagining Boards &
Commissions.
2020 Workplan
As a result of existing opportunities and challenges, the 2020 Workplan aims to foster inclusive engagement by
eliminating barriers and meeting people where they are by accomplishing the following goals:
1. Reinforce a consistent and aligned engagement approach.
2. Cultivate cultural competency.
3. Prioritize transparency, accessibility and representation.
4. Leverage data and technology.
IMPLEMENTATION
Overall, the above goals focus on improvement in the following areas:
• Capability and Effectiveness - Invest in training and best practices needed for staff to be successful and
foster a coordinated, organization-wide approach to public engagement.
• Deepen Relationships with Council, Staff and Community - Develop processes to assure mutual
understanding of expectations and opportunities for ongoing meaningful engagement to help inform policy
decisions.
• Inclusive Engagement - Apply an equity lens to ensure everyone has the opportunity and ability to
participate.
• Continuous Improvement - Continue to leverage online tools, metrics and data to enhance and adapt
efforts.
ATTACHMENTS
1. Public Engagement Guide (PDF)
2. Strategic Communications Plan (PDF)
3. Public Engagement Spectrum - Updated (PDF)
4. Seattle Cultural Competence Continuum (PDF)
5. Community Engagement Presentation (PDF)
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1
PUBLIC
ENGAGEMENT
GUIDE
ATTACHMENT 1
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Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
2
Contents
Why Public Engagement?
Purpose and Support
Getting Started
Stakeholders: Who Should
Be Involved and Why?
Tools and Resources
Successful Facilitating
Six Basic Steps
to a Public Engagement Plan
Step 1: Create
Step 2: Identify: Find your audience,
stakeholders, stakeholder mapping
Step 3: Educate and encourage
Step 4: Listen
Step 5: Follow through
Step 6: Adapt
Appendix
Internal Expectations Worksheet
Stakeholder Assessment Worksheet
Stakeholder Mapping Diagram
Sample Public Engagement Plan
Sample Project Timeline
Engagement Toolbox:
15 Participation Techniques
Additional Resources
and Motivation
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Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
3
The City of Fort Collins places a high value
on the involvement and engagement of
our citizens. Local government has the
advantage of being closest to the people
it serves. It protects and enables the lives
of the community’s residents every day by
providing basic needs from sidewalks and
roads, to cultural enrichment, like festivals
and healthy natural spaces.
The City of Fort Collins has a variety of avenues that
residents use for requests, inquiries, complaints,
and input. This flow of information is most effective
when it works both ways and is fostered at each
step. Our processes need to provide opportunities for
citizens to take part in the conversation, to learn, and
to work with others, not just provide input. They are
an extension of our efforts and should take part as
collaborative problem solvers.
Civic engagement creates and maintains a
community that is educated, aware, motivated,
engaged, and fulfilled. A complete public engagement
plan can make all aspects of a campaign run
more smoothly even when the feedback received
is negative; it saves time and headache to know it
earlier rather than later. By exercising effective public
engagement practices, city government becomes a
vehicle for participatory democracy creating citizens
who act instead of watch.
Why Public Engagement
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Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
4
Fort Collins residents have high
expectations when it comes to public
involvement. Never underestimate the level
of public interest in your project. By using
this guide across all City departments
and with all actions or projects, we
can help to make engagement efforts
successful, useful, and meaningful. Public
engagement is NOT merely checking a
box, but is a means to help deliver the
best government services possible to our
community. We have a responsibility to
bring people together and provide safe,
welcoming spaces for all.
This guide is a living document meant to help
anyone at any level of involvement within the
City work together to understand and develop
broad Public Engagement Plans that align with
the City’s Strategic Plan.
All documents and tools referred to in this guide
are available in either the Appendix, on the Public
Engagement and Project Management page, or both.
There are variations of worksheets and templates
so you can find the one that works for you.
Purpose and Support
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Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
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The Purpose of this guide
is to help City employees:
1. Lay out a comprehensive Public Engagement Plan
and complete documents.
2. Determine the appropriate level of
public engagement.
3. Identify stakeholders and create an engaged
and representative group of involved citizens.
4. Create outreach, education, and engagement
methods that represent the City’s “brand.”
5. Implement timelines and strategies that
fit individual projects and ensure the public
access to accurate information.
6. Share successful tools and methods with all
City employees.
7. Ensure each project team is internally supported.
8. Supplement the Public Engagement and Project
Management page on CityNet and help utilize
resources.
9. Spread awareness of performance measures
by which public engagement programs can
be measured.
10. Streamline the processes of public
engagement both internally and externally.
Support Network
• Annie Bierbower, Civic Engagement Liaison
• Ginny Sawyer, Policy and Project Manager
• Travis Paige, Community Engagement Manager
• Public Engagement Team (listed on Public
Engagement and Project Management page)
The links and additional materials associated
with this guide are designed to constantly evolve.
If you have ideas, concerns or questions, or need
support developing a piece of a Public Engagement
Plan, please refer to the people listed above and
discuss them at round tables.
Get Some Help!
Public Engagement
Round Tables
What is it?
Round Tables are gatherings coordinated by the
Public Engagement Team. They will provide support,
discussion time, trainings, and guest speakers. They
are opportunities to collaborate with each other and
receive assistance.
How will this help?
• Assistance completing worksheets or templates
• Present a Public Engagement Summary
• Voice concerns and discuss ideas
• Have plan reviewed for possible development areas
• Receive insight and support from team that
specializes in public involvement
• Brainstorm and coordinate outreach
How do you attend?
Want the scoop on public engagement? Subscribe
to Project Buzz, the newsletter that informs you
about training opportunities, resources, tips, videos,
articles, and whatever else comes our way that could
help you. Plus invites to Round Tables!
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There may not be a checklist for the
perfect public engagement plan, but
there are principles and pieces that
are present in every well designed plan
that will increase the likelihood of
achieving your goals.
Principles of
Public Engagement
In order to ensure that public engagement
activities are meaningful, the following key
principles are critical:
1. Careful Planning and Preparation
Through adequate and inclusive planning, ensure
that the design, organization, and convening of the
process serve both a clearly defined purpose and
the needs of the participants.
2. Inclusion and Demographic Diversity
Equitably incorporate diverse people, voices, ideas,
and information to lay the groundwork for quality
outcomes and democratic legitimacy.
3. Collaboration and Shared Purpose
Support and encourage participants, government and
community institutions, and others to work together
to advance the common good.
4. Openness and Learning
Help all involved listen to each other, explore new
ideas unconstrained by predetermined outcomes,
learn and apply information in ways that generate
new options, and rigorously evaluate public
engagement activities for effectiveness.
5. Transparency and Trust
Be clear and open about the process, and provide a
public record of the organizers, sponsors, outcomes,
and range of views and ideas expressed.
6. Impact and Action
Ensure each participatory effort has real potential
to make a difference, and that participants are aware
of that potential.
7. Sustained Engagement and Participatory Culture
Promote a culture of participation with programs
and institutions that support ongoing quality public
engagement.
(Adapted from a collaborative project by the
National Coalition for Dialogue and Deliberation,
the International Association for Public Participation
[IAP2], the Co-Intelligence Institute, and other
leaders in public engagement)
Things to Remember
About Public Engagement:
• Not a silver bullet for complex issues.
• Not suitable for every situation.
• Using it incorrectly or at inappropriate times can
do more harm than good.
• Once feedback is received, there must be follow
through or participants may feel that their
contribution was ignored or pointless.
– Note: This doesn’t mean that feedback is
automatically implemented, but why or
why not and how must be communicated.
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How to Create a Public
Engagement Plan (PEP)
This is the roadmap for you and your team. It will
take time and thought, but is a vital resource through
a project. There are several examples on the Project
Management page under Real Life Examples.
Prior to any public engagement plan, a statement
of purpose should be developed outlining the overall
goal of the project or program. Every plan should
start with the question, “Why are we doing this?”
There is a place to include your statement of purpose
on the Stakeholder Assessment Worksheet which is
explained later in this guide.
6 Characteristics of
Successful Plans
1. Clear Purpose
2. Education
3. Outreach
4. Audience
5. Records
6. Follow Up
Determine the
Appropriate Level of
Public Engagement
Public engagement does not mean inviting as many
people as possible or making a profile on every social
media platform. Sometimes one event is sufficient,
other times you’ll need several. Use the table above
to determine the appropriate level of engagement.
Determining the accurate level of engagement is the
foundation for your entire plan.
The level of public engagement can range from
keeping the public informed to involving the public’s
participation in the decision-making process.
Involving the public early and at the appropriate
level helps create buy-in for both the process and
the final decision.
CONSIDER THIS
OPTION WHEN …
Routine or fairly routine matter
Time and/or budget constraints
Clear legal process
Manageable level of controversy
Fairly simple set of interests
Most issues have been heard, addressed through
earlier processes
Parties have tried but are unable to come to
resolution
Active and mobilized groups with
competing views
Strong need for dialogue (not just input)
Need for multiple types of input designed for
different groups
Fair amount of controversy
Complex issues
Intense controversy, mobilized groups with
competing views
Need for education and buy-in by key
constituencies
8
Stakeholders and
Decision Makers
The term “stakeholder” refers to anyone who
has a stake, or interest, in an outcome. This includes
people who will benefit from the project, people
who could be negatively impacted, and those who
are simply interested.
Who are the decision makers and when will formal
decisions be made? Identify who will make the formal
decisions about the project. For many of our activities
City Council will be the ultimate decision makers. It
is important that your public audience knows and
understands the decision-making process. This
helps to avoid false expectations. Take a moment to
brainstorm all of the potential stakeholders of your
project and consider their values.
Who Should Be
Involved and Why?
Stakeholder lists will be different for each and every
project. This is something that must be created
by the Project Team and can be supplemented by
the Public Engagement Team and at round tables.
Stakeholders’ time is precious; use it wisely and
strategically. Ask the questions on the following
page and then complete the Stakeholder Assessment
Worksheet (Appendix pg. 24 and online).
We want to ensure that stakeholders on both the
individual and organizational level do not experience
“over-outreach.” This is a likely possibility with
the City because there are so many projects
happening at the same time that all involve the
public at some level. There may be five projects that
need to include the elderly population, but we
need to ensure that five different departments are
not reaching out to the same organizations over
and over again in a short timeframe.
How to Avoid
Over-Outreach
• Submit Public Engagement Summaries so team
can see if there are projects with overlapping
stakeholder groups, timelines, etc.
• Attend Round Tables for group discussion
• Utilize the Public Engagement Team/Support
Network to help develop stakeholder groups or
when questions arise
View the Full Calendar to see what
other public events are planned and if there is
an opportunity to work together.
Stakeholders
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Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
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1. Who will be impacted positively or negatively?
a. Consider geography – who lives, works,
or plays nearby?
2. Who NEEDS to know about this?
a. Is there a legal requirement?
b. Is there a group with an imperative interest
(i.e., historical groups being aware of Butterfly
Building Project)
3. Who can or will contribute to this conversation?
a. Who are the experts?
b. Where are the outside sources that discuss
this same topic?
4. Who or what is missing?
a. Each stakeholder list should include
i. Experts
ii. Clubs
iii. Personal interest groups
iv. Citizens
v. Professionals
vi. Hard-to-reach populations
5. Who could stop this project?
a. Is there anyone who will dislike this idea
or be impacted to an extreme extent?
6. Who could make it better?
a. How could this be more entertaining
to the public?
b. Who would have a unique perspective?
7. What questions would I ask as a citizen?
a. If you were on the outside of this issue,
what would you want to know?
8. Whose life or schedule stands to be altered
by an aspect of this project?
From your answers, develop your
Stakeholder Assessment Worksheet.
This spreadsheet of organizations
and individuals will also include up-
to-date contact information. Though
the general public has a stake in
the outcome and are considered
stakeholders in the broad sense of
the term, your stakeholders are a
distinct list of people, businesses,
and organizations that are affected
by the project and should be
strategically engaged. While
the broader “public” should be
informed and included on a project,
the stakeholder groups generally
spend more time and effort
contributing throughout the project.
Think about both external and
internal stakeholders. External
stakeholders include other
governmental agencies, non-profit
community groups, special interest
groups, businesses, and individual
residents. Internal stakeholders
may be other City departments or
committees that could be impacted
10
Some tips for engaging
with internal and
external stakeholders:
• Go to them whenever possible.
– Ask to attend existing meetings or events rather
than creating another time commitment.
• Plan to involve external stakeholders adequately
throughout the project, whether that’s a simple
notification or involving them directly in planning
and implementation.
• Prepare for your list to grow as the project
progresses and individuals or groups show
interest in the project.
• Be flexible enough to involve new stakeholders
at any time.
• Don’t forget internal stakeholders! The City is
filled with experts on a multitude of topics. Early
and systematic consideration of the internal
stakeholders for your project can help to identify
issues before they become critical.
– Involve other City departments during your
planning phase. Consider an e-mail or initial
coordination meeting to present project basics
to various departments and to ask if there are
special communication needs.
– Check calendars and ask around so that the
City does not inadvertently overschedule an
evening or compete for stakeholders. Always
view the Full Calendar.
Hard-to-Reach
Stakeholders
Some groups face barriers that can make
establishing relationships or communicating with
them more difficult, but the City of Fort Collins places
a high value on comprehensive involvement. Extra
consideration is needed to ensure equal access to
information for all citizens.
The City has identified several “hard-to-reach”
groups such as youth, low English proficiency
speakers, low income, people with disabilities,
and the elderly. We are placing extra emphasis on
establishing relationships with them. An awareness
of barriers many people face is vital when creating
a Public Engagement Plan. These barriers should
always be considered. The average Fort Collins family
who works, speaks fluent English, has a sustainable
income, and has no problems with their day-to-day
life (lights comes on, water comes out of the faucet)
are just as hard to reach until they have a personal
stake in an issue or experience a problem.
The City’s Civic Engagement Liaison works
specifically to build relationships with
these identified groups and can help if needed,
but consider the following questions during your
planning stages:
• Will the meeting need a translator?
• Would people from different cultures feel welcome
at this event?
• Are there technology or literacy skills needed that
11
In order to use and understand this guide,
be sure to review the Public Engagement
and Project Management page; the two
tools are designed to work together. The
Worksheets and Project Management
Templates will ensure your project has the
necessary elements and involvement of other
departments, which may supplement your
project. For example, many projects need to
include Graphics for print materials or the
City Attorney’s Office for legal advice. It will
also help define how to assemble a team and
the role of each member.
The page provides the required documentation, but
we strongly encourage the use of the other resources
as well. It may take a few minutes to review the
tools, but they will save you time and effort. Plus,
the Support Network will be available at any time to
assist you.
Do You Need These?
• Advice and open discussion at a Round Table
• Help creating a Stakeholder Assessment
Worksheet or list
• Information on locations around town and in
City buildings where you can host events
• Connecting with Stakeholders
• Planning templates, worksheets, and examples
of plans and/or summaries
It’s all on the Public Engagement and Project
Management Page or available through the Public
Engagement Team.
Tools and Resources
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Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
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DO
• Complete the project plan and answer the “Why?”
prior to going to the public for input (avoids
confusion and poor results).
• Trust your resources! The Graphic Design team
has more than 75 years of combined experience
and Public Relations Coordinators know effective
communication. They want what is best for your
project too, so don’t be afraid to take their advice
and put aspects of the project in their hands.
• Develop a strategy for public engagement at the
beginning of the project and include CPIO early on
in this process.
• Identify and involve key stakeholders as early
as possible.
• Use plain language and relate the information
to the needs of your audience.
• Manage the expectations of residents, stakeholders,
staff, and City leaders.
• Target your messages to a range of audiences.
• Use multiple methods to gather input and engage
various audiences.
• Determine who will lead the engagement process.
DON’T
• Underestimate the level of interest in your project.
• Use technical jargon or acronyms that aren’t
generally understood.
• Forget to involve City Council, boards, commissions,
and key stakeholder groups in conversations about
the project and in invites to public meetings.
• Set unrealistic expectations about how input
will be used.
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Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
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Engagement Tools
and Methods
Which tools are best depends on the level of
participation chosen and the groups you would
like to engage. This is where the Involvement
Spectrum and Stakeholder Assessment Worksheet
are essential. Use your evaluation of the
level of impact and the group’s potential level
of concern to prioritize your outreach and choose
appropriate methods.
Invite Innovation
Getting the community truly involved may be one
of the most challenging parts of a project, but it
can also be the most fun. It offers endless room
for new ideas and creativity. The list below and
the Engagement Toolbox in the Appendix are far
from exhaustive and the sky is the limit when it
comes to ways to get people excited about a project.
Gamification is effective and popular. Think of
turning a focus group into a game of Trivial Pursuit
to educate participants or make the subject line in a
newsletter a riddle-like question to spur interest. Can
you incorporate an informational tour, 3-D model, or
other props into your event?
Managing Gathered
Information
Create a system for collecting and managing the
information you receive and conversations you
hear. You will need to determine the purpose of the
information first, which will determine what details
you need to capture. Often times, a spreadsheet will
be sufficient. You can then summarize or present
the data in whatever way is needed. Consider the
following:
1. Do you need to create codes to track feedback from
different groups?
2. Do you need exact numbers to create a summary
report or graph?
3. How will this be delivered to the public?
Note: Specific quotes and comments can be useful
and engaging for creating presentations and in
further stages of outreach (i.e., using comments as
social media posts)!
Tracks of Communication and Examples
Inform (One way out) Compile (One way in) Interactive (Revolving)
Press Releases Surveys (term not used externally) Expert Panels
Fact Sheets Comment Boxes Online Meetings
Educational Resources Public Forum (Council podium) Focus Groups
Print Materials (posters,
pamphlets, etc.)
Interviews Advisory Committees
Advertising Telephone Polls Social Media
(Adapted from IAP2)
Use the following questions and review the Engagement Toolbox to choose appropriate tools that will
help you achieve project goals:
1. Does this satisfy the public’s expectations and needs?
2. Do we have the resources (funds, time, staff, etc.) to properly execute the use of this tool?
3. Is the tool appropriate for the stage of the project and intended level of involvement?
2.1
14
Our role is to provide a safe, welcoming, and
informative space for public deliberation. As such,
we are all facilitators. As difficult as it may be, our
opinions cannot be included. This is hard when you
have spent months and hundreds of hours on a
project you are passionate about, but as facilitators
we must act only as catalysts for productive
conversations. Effective facilitator skills are essential
to successful public deliberation, especially when
dealing with contentious issues. There must be a
leader in the room who enables all opinions to be
heard and stimulates conversation.
Successful
Facilitation
Facilitator: noun
fa·cil·i·ta·tor \fə-ˈsi-lə-ˌtā-tər\
one that facilitates; especially: one that helps to
bring about an outcome (as learning, productivity, or
communication) by providing indirect or unobtrusive
assistance, guidance, or supervision
The workshop’s facilitator kept discussion flowing smoothly
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Dr. Martin Carcasson is the Founder and Director
of Colorado State University’s Center for Public
Deliberation. He and his team of students work
closely with the City to provide assistance with
facilitation. He will be active in future round tables
and trainings, but all City staff running public
events should know the basics.
1. Facilitators set and enforce ground rules.
They design the conversation, set an expectation
of respect, and make it known that all voices
are equal. If someone is using disrespectful
or hurtful language, it is your responsibility
to ask them to stop.
a. Try: “That term makes me uncomfortable and
might be hurtful to others. Could you please
refrain from using it?”
2. Facilitators allow everyone space to speak. If
someone is dominating the conversation do not try
and stop them from talking, but rather get others
involved. As City employees, this can be difficult
because world class customer service is a vital
part of our job, but remember, if you are giving
undivided attention to just one person, you are
giving terrible customer service to the other dozen
in the room who also chose to give their time.
a. Try: “Those are good points. Let’s be sure
to hear what others have to say as well.”
b. Try: Setting talk times or breaking
the event into smaller groups.
3. Skilled facilitators have the ability to look beneath
emotional responses and bring to light the
underlying interest, need, or concern.
a. Consider: Someone may be speaking loudly and
seem angry, but they are actually scared an
aspect of their life is going to change.
4. Room setup creates the stage of the event. It gives
participants clear direction and helps facilitate a
feeling of equality if done properly. This can include
everything from lighting to background noise.
a. Consider: Using smaller groups and circular
formations when possible.
b. Consider: Don’t isolate speakers by putting
them on stages or behind podiums. This sets
a tone of “us vs. them.”
5. Attitude and context are everything! If you set the
conversation in a negative tone or come at it from
the wrong angle, it is doomed from the beginning.
6. Facilitators must maintain neutrality at all times.
Do not give any preferential treatment.
a. Consider: We often nod our heads and say
“uh huh” as a way of participating during
conversations, but this could be construed
as agreement.
b. Try: Statements like, “I hear what you’re
saying” or “that is an interesting perspective.”
c. Try: Someone on staff should actively and
openly take notes or record the conversations.
This shows that responses are being taken into
account and have a future purpose.
16
Step 1: Outline
• Create a clear and complete project/program/
activity outline defining goals and outcomes from
the department, project manager, or other city
employee requesting public engagement.
• Identify the decision makers and dates when
formal decisions will be made.
• Determine the level of public engagement based
on the scope and impact of the project.
• Determine which “public” to target and how
to engage them.
• Develop a timeline to achieve the remainder
of the public engagement steps.
• Determine how public engagement results
will be measured and archived.
• Determine how the results will be shared
with the public.
Creating an Internal Timeline
• Provide a minimum two-week notice period for
public engagement activities; ideally, provide at
least 30 days to community organizations so they
have time to give notice to their members. Get CPIO
involved early also. Press releases are typically
sent out at least two weeks prior to public events
and editorial calendars for social media and other
communication tools can start long before then.
• Work backward from target dates for final decisions
to determine how much time the public engagement
effort will require.
• For small projects, begin planning your public
engagement effort at least two to three months
before final decisions are to be made; medium and
large projects will require additional time. If you
need to go before Council, try to get on the calendar
three to six months prior, depending on the political
sensitivity of the project.
Reaching the Public
It is important to determine who exactly constitutes
“the public” in relation to your project. You will
need to decide how best to reach the greatest
number of people who are the most affected by the
project—educating them about the project and
inviting their input—given your limited resources.
A blend of “active” and “passive” methods of
public engagement should be considered.
Active methods: Require approaching and reaching
out directly to individuals or groups.
Passive methods: Require the public to approach the
City for information about the issue or project.
Basic Steps to a
Public Engagement Plan
6
1. Outline
2. Notify
3. Educate
4. Listen
5. Follow Through
6. Adapt
2.1
17
Notification can be accomplished through a variety
of mediums and techniques, such as initial visits
to community organization meetings, open houses,
e-mails to individuals and groups, letters through the
mail, phone calls to community leaders, and posting
on the department webpage.
Information about your project can be made available
to anyone who comes seeking it by posting it on
online. Your department pages on the City website
can provide descriptions of your issue/project
and also list the project timeline and methods for
providing input, such as meeting dates/locations
and contact information for key staff including their
phone numbers, e-mail addresses, and physical
mailing addresses. Websites are now optimized for
mobile use, which is how a majority of people are
accessing information.
Suggested web tools that can help project
managers communicate ongoing issues and
regularly analyze public feedback:
• A form requesting feedback
• A Q&A or FAQ that anticipates and answers
questions, even tough or controversial ones.
• Listings of policies, the rationale behind them,
and how they fit into the grand scheme of a
department’s operations.
• Listings of internal policies, such as policies
on recording an event
Available Tools
• Online surveys
• Interactive applications
(e.g., participatory budgeting)
• Social media (Facebook, Twitter, Instagram, Flickr,
YouTube, NextDoor)
• CPIO Tool Kit for brand awareness and templates
RECORD: Don’t forget to include metrics about input
received through these additional outlets in project
summaries delivered to City Council.
While the Internet is an excellent tool for public
engagement, public engagement should also include
active efforts to reach out directly to the public.
Some examples of active outreach are sending flyers
or e-mails directly to stakeholders and presenting
at community or City board meetings. Often, active
outreach is accomplished through collaboration with
local community organizations. When possible, meet
with these organizations where they live – in other
words, travel physically to locations where they meet
so it’s most convenient for them and they will be more
likely to attend.
Note: All our projects are important, but not all are
newsworthy. Consider what, if any, aspects of your
project are vital or interesting to the general public.
Is it imperative? Engaging? Entertaining? If not, it
may not be a good fit for social media platforms and
different tools should be considered.
Community and neighborhood organizations can be
vehicles through which public engagement occurs.
However, take care to not assume that a community or
18
Step 2: Notify
After planning has been completed, the second step
in the public engagement process is to sufficiently
notify the public about the project and the public
engagement plan. Sufficient notification requires
getting the word out early, and to as many of your
stakeholders as possible, that the City is working on
the issue or project. The notification step sends the
message to the public that “this project may affect
you” and educates community members on the public
engagement and decision-making processes planned
for the project. Depending on the scope and type of
project, initial notification may include:
• Postcards
• Letters
• Emails (through City and external distribution lists)
• Social media
• Temporary signage (e.g., roadway variable
message signs)
• News releases
Always demonstrate for the public how
this can affect them.
Step 3: Educate
The third step is to educate the public about the
project. The public cannot provide input without a
clear understanding of the project. It is easy for a
project manager who is daily involved in the project
to forget that it may not be as easy for community
members to grasp what is being proposed. Education
allows for meaningful discussion and dialogue to
occur and can prevent myths that may emerge, either
inadvertently or strategically by opponents, about the
costs and benefits.
Take time to clarify the decision-making process, the
scope and impacts of the project, and the variables
and alternatives to be considered. Summarize in lay
terms but also provide opportunities for people to
read entire reports/documents on your website for
additional information.
Step 4: Listen
The fourth step is to gather public input and show
the public that you are listening. Once educated on
the project, the public can provide informed opinions.
The methods you choose for obtaining public input
will depend on the nature and scope of your project.
Consider the costs and benefits of one-time, one-way
input versus involvement and dialogue over time.
Plan where to store public input and how
to organize it.
Create folders on the City’s drive so it is in a safe
place and can be accessed by other members of your
team. As input is received, move it into those folders
immediately or create spreadsheets/databases so
nothing is missed. This includes saving emails on the
network drive – not in Outlook– with public comment
that will be relevant for the length of the project.
This input should be provided to City Council if your
project is going before City Council. By carefully
recording and archiving all public input, you can
19
Third, consider what types of questions
you will ask the public.
People can be quick to come to conclusions about
whether they are in favor of or opposed to a project
and community groups will often want to take a vote
to that end. However, many projects involve a number
of components each with more than one alternative.
Ask open-ended (not yes/no) questions and ask
follow-up questions as to why someone is opposed
to the project. Ask whether they have suggestions on
addressing those concerns.
• Many projects are flexible enough to allow
modifications in response to public deliberation.
Projects can be shaped and molded by public
opinion to the point where individuals who disliked
the initial proposal may come to accept or even like
the final proposal.
When possible and early on in the process, provide
a list of alternative approaches to a policy or project
and their associated pros and cons. Allow the public
to comment on the list and add other alternatives,
pros, and cons.
• This provides an opportunity for the public to
discuss each alternative, the community values
underlying each, how desirable the new policy
or project is, the intended consequences, and
potential unintended consequences. When
presenting the list of alternatives, remember the
“do nothing alternative,” which is the option to
keep things as they are.
Fourth, approach the public with an open
and willing attitude.
Avoid communicating in ways that would suggest
reluctance, as though the public engagement
is required of you against your will. Pay special
attention to your nonverbal cues. Some members
of the public may have cultivated an attitude that
public engagement is “just a formality” and that
the proposed project will move forward regardless of
public input. It is important to overcome this barrier
by approaching the public in a way that conveys
you are willing to alter or even halt (the “do nothing
alternative”) the project if there is enough input to
warrant it.
Listening and summarizing can be the hardest part
of a project. It is important to show community
members that you are listening by summarizing what
you have heard, thanking them for their time, and
reassuring them that they have been heard and their
input will be considered.
Step 5: Follow Through
The fifth step is to follow through by sending the
public input to the decision makers and to follow
through again by providing the public with the
rationale for the decision in light of all relevant facts
and opinions. Whatever input methods are used,
communicate to individuals and groups that you
have heard them. Acknowledge them. Throughout
the process, summarize questions and concerns
20
Step 6: Evaluate & Adapt
The sixth step is to evaluate the effectiveness
of our public engagement strategy, adapt, and
be flexible. During implementation of your public
engagement plan, regularly assess whether goals
and expectations related to public engagement
are being met, and revise the plan as needed.
This may require changes such as pushing back
decision dates, creating additional education
material in response to confusion or erroneous
rumors that have surfaced, meeting an additional
time with a community group to provide sufficient
time for discussion on the topics, adding time
for a new group of stakeholders not previously
identified to catch up with others in the process,
or expanding the public engagement process
because the level of impact was found to be
greater than previously thought.
Some questions to consider when evaluating your
public engagement activities:
• Did you satisfy the goals you set at the outset of the
planning process?
• Did your engagement activity adhere to the
Principles of Public Engagement set out in
this guide?
• Did you effectively assess all stakeholders?
• Did you include potential participants in the design
of your engagement activity?
• Were the tools you chose most appropriate given
your unique circumstances and constraints?
• Were individuals and stakeholders given
adequate opportunity to participate in all
aspects of the process?
• Were the needs of persons with
disabilities considered?
• Were conversations relevant and valuable?
• Were you able to use it in any way? How?
• Were all critical issues addressed?
• Did you effectively record and analyze the
input received?
• Did you allocate sufficient resources (time,
human, and financial)?
• Was the activity completed within your budget?
• Were participants provided with feedback regarding
how their contribution was/will be used?
• Were participants generally satisfied with the
activity? Were organizers?
Adapted from The City of Fort Saskatchewan, 2012)
Summarize the rationale for decisions
in light of all of the facts, including
public opinion. Document the rationale
and make it available to the public.
If possible, provide rationale for why
one alternative was chosen over others
and why decisions were made to move
forward in light of opposition, if there
was any.
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21
Also, some tips to track and evaluate engagement:
• Create separate tracking links for online surveys to
determine which channels of communication are
most effective.
• Ask demographic questions in surveys and at
events to determine how representative participants
are of the audiences you’re trying to reach.
• Debrief individual events and the project as a whole
with internal and external participants.
Source: OPE Public Engagement Guide
During your project, consider gathering feedback from
the public and your internal workgroup on the quality
of the process and whether it is meeting community
member expectations. After your project is complete,
consider “debriefing” both internally and externally
with discussions about how public engagement for
future similar projects can be improved.
• What went well?
• What didn’t go well?
• What recommendations do you have for the future?
The City is collecting case studies
from which to learn lessons on
public engagement best practices.
All City Departments are encouraged
to regularly write case studies and
contribute them to the collection for
future reference. For details of these
case studies, contact Annie Bierbower.
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22
Appendix
Internal Expectations Worksheet
Stakeholder Assessment Worksheet
Stakeholder Mapping Diagram
Sample Public Engagement Plan
Sample Project Timeline
Engagement Toolbox:
15 Participation Techniques
Additional Resources
and Motivation
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Check the appropriate boxes for each question then calculate average score.
If internal staff and Council have differing opinions about the level of public participation,
complete one worksheet from each group’s perspective and discuss implications.
Assessment Questions Very Low Low Moderate High Very High Comments
1. What is the legally required level
of public participation?
2. To what extent do internal staff members
believe the public could help improve the
outcome of this project?
3. At what level do internal staff members
perceive public interest in this project?
4. What is the potential for the public to
influence the decision-making process?
5. What level of media interest
do you anticipate?
6. What levels of resources are likely to be
available to support public participation?
7. What is the anticipated level
for controversy?
Total checks in each column
Multiply number of checks by the weight x1 x2 x3 x4 x5
Enter column score
Total all columns; divide total score by the
number of questions
Total score ______ ÷ 7 = ______ Average score
Are we the right entity to address this issue? If not, who should?
If Average Score = 1 – 2 “A” Level (Inform & Consult)
2 – 3 “B” Level (Involve)
3 – 5 “C” Level (Collaborate)
Public Participation: Internal Expectations Worksheet
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Stakeholder Assessment Worksheet
Project:
Level of Public Participation from IAP2 Spectrum:
Internal Communications Lead (Interdepartmental questions):
External Communications Lead (Stakeholder contact and questions):
Purpose Statement (what do you intend to gain or share through outreach):
Internal Stakeholders
Interest Area
City’s Evaluation:
Level of Impact
N = None
L = Low
M = Moderate
H = High
U = Unknown Stakeholder Group
Level of Concern
N = None
L = Low
M = Moderate
H = High
U = Unknown Contact and Role
Email or
Phone Number
Impact of
Property Values M Area Residents H
Ann Smith
HOA President 970-123-4567
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Important to Inform
Minimal
Involvement
Required
Essential to Involve
Important to Involve
Figure 5 Stakeholder Mapping: Where does each stakeholder group land?
High
Low
LEVEL OF INTEREST
High
Low
INFLUENCE
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Project Title: Midtown Plan
Project Lead: Megan Bolin
Overall Public Involvement Level: Collaborate
Bottom Line Question: How should Midtown look and feel as properties
and vacant land develops, especially considering its proximity to the
Mason Corridor and MAX service/transit stations?
Key Stakeholders:
• Midtown neighbor
• Property owners
• Business owners
• Business tenants
• Boards and Commissions
– Identify specific boards and
commissions for Council benefit
• Developers
• South Fort Collins Business Association
• Fort Collins residents
• CDOT
• Various City of Fort Collins departments
Timeline: June 2012 – March 2013
EXAMPLE PUBLIC
ENGAGEMENT
PLAN
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PHASE 1: Document Existing Conditions – Collaborate
Timeframe: June–September 2012
Key Messages:
• Between now and March 2013, City staff will be engaging specific stakeholders
to help determine the future of the midtown corridor.
• Citizens have an opportunity to weigh in on the improvements, usage, and key aspects of the corridor.
Tools and Techniques
• Focus Group meetings—invited via email and phone calls
• Targeted stakeholder survey sent via email and available on the project’s website
• Attend standing board meetings with the Auto Dealers group, the South Fort Collins
Business Association and various Boards and Commissions
• Website: fcgov.com/midtown
• July Economic Enewsletter
• August City News (part of the Economic Health feature article)
• September’s In the City article (In the Coloradoan, authored by Darin)
PHASE 2: Develop Design Alternatives – Collaborate
Timeframe: October 2012– December 2012
Key Messages:
• The midtown corridor plan and vision is in the process of being developed.
• City staff want to hear from all citizens on their desires for what this area should include,
how it should function, and how it should look.
Tools and Techniques
• Online survey, fcgov.com/midtown
• Community workshop
• Internal team design charrette (City staff and consultants)
PHASE 3: Draft and Finalize Plan – Inform
Timeframe: January – March 2013
Key Messages:
• The Midtown Plan seeks to complement current and forthcoming investment by
developing a vision and associated land use tools to guide the design of future redevelopment,
and identify opportunities to further enhance streetscapes and multi-modal connectivity.
Tools and Techniques
• Online survey once draft plan has been created for public comment/feedback
• City Council Work Session on January 8 to review elements of the plan
• Present plan to the public in an open house format
• Submit final plan to City Council for adoption, allowing for public comment at the Regular Meetings
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28
This sample project timeline is a
rough sketch of a process that requires
Planning Commission input and a
decision by the City Council.
A timeline such as this may be made available
to the public to provide an overview on project
timing and opportunities for public education
and input. The basic public engagement steps
from this guide are noted in parentheses at the
end of each item to illustrate the generally linear
but sometimes repetitive and circular progression
of the steps throughout the process. A project
timeline like this can be made during the PLAN
step and modified through the project as you
implement the ADAPT principle.
January 2011
Initial meeting with stakeholders. Additional meetings
to be held throughout the process. (NOTIFY)
January 2011
Notify the public about the project and timeline.
Initial meeting with community groups to
describe the purpose of the project and the
public engagement effort. (NOTIFY)
January 2011 – April 2011
Online public comment begins. Visit Open City
Hall atslcgov.com or e-mail comments to
mayor@slcgov.com (NOTIFY, EDUCATE, LISTEN)
February 2011
Presentations to neighborhoods directly
affected and other community groups upon
request. (EDUCATE, LISTEN)
March 2011
Open House at City Hall, 451 S State Street,
1st floor hallway. (EDUCATE, LISTEN)
March 2011
Dialogue meeting with adjacent residents.
(EDUCATE, LISTEN)
March 2011
Focus groups with stakeholders and residents.
(EDUCATE, LISTEN)
April 2011
Planning Commission briefing, public hearing,
and decision on recommendation. (LISTEN)
April 2011
Public input summarized and transmitted
to the Mayor. (FOLLOW THROUGH)
April 2011
Staff report with Administration recommendation
and Planning Commission recommendation sent
to the City Council Office. (FOLLOW THROUGH)
May 2011
City Council briefing, public hearing, and decision.
(May include additional public engagement and
discussion) (EDUCATE, LISTEN, FOLLOW THROUGH)
Sample Project Timeline
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Internal Co-creation – We’re on the Same Team
These 15 techniques were chosen strategically from the
dozens available. The list is far from exhaustive, but
these were chosen because they fit the goals of the City,
are innovative, and/or under-utilized.
Open Houses are over-utilized, especially since there
are so many other options. Please consider alternative
methods when planning outreach. Also review the
calendar to see if there is an event that covers a
similar topic or involves the same stakeholders. We
need to work together more rather than compete for the
community’s time.
Several City staff members have been trained
extensively on these tools and many more through
courses, research, and experience. This number will
continue to grow with additional opportunities for
trainings. If you are interested in more information on
how to use a tool or participating in trainings contact
Ginny Sawyer, Annie Bierbower, or members of the
Public Engagement Team.
Technique Consider Why it Works Potential Issues
Briefings
Use existing meetings of
social groups, clubs, and
organizations as a platform to
provide information, education,
and have discussions
Groups often need speakers
and look for ways to be more
involved
Which groups are stakeholders
for your project? Examples:
Rotary Club, parent groups,
Kiwanis, businesses, HOA’s,
special interests groups
KISS – Keep It Short and Sweet
Be engaging by including
visual aids, props, and
opportunities for interaction
Excellent tool for the “go-to-
them” approach
Control of information
Reaches wide variety of
individuals who may not have
been attracted to another
format
Opportunity to expand
mailing lists
Similar presentations can be
used for different groups
Excellent relationship-
building tool
Can get mixed groups of
stakeholders, so need to speak
to multiple interest areas and
concerns
Some organizations have
tight agendas, so time may
be limited
30
Technique Consider Why it Works Potential Issues
Electronic Forums, Social Media Groups, and E-mail
Utilization of electronic
mailing lists and social media
platforms that members can
easily join and leave
Can provide access to an array
of information formats such
as video, photos, and links to
more resources
Online resources are useful but
should be supplemented by
hard copy versions
The Internet is saturated and
competitive
Extra effort needs to be taken
in order for messages to stand
out or for stakeholders to read
an email
Easily accessible for most
people including hard-to-reach
populations such as low income
and homeless – these groups
often rely heavily on their
mobiles because they do not
have access to full computers.
Take this into account when
writing emails and creating
social media content
Very inexpensive or free way to
directly reach stakeholders
Be careful not to overuse social
media platforms
People can easily suffer from
“over-outreach” and not all
projects warrant groups,
emails, or social media posts
Substantial effort is needed
to maintain accurate email
addresses and engagement
Won’t attract older generations
or people that aren’t tech savvy
Response Summaries
An ongoing form of
documentation that provides
feedback to the public
regarding comments received
and how they are being
incorporated
May be used to comply
with legal requirements for
comment documentation
Use publicly and openly to
announce and show how all
comments were addressed
Strongly supports the City’s
goals of transparency and
co-creation
Demonstrates active listening
31
Technique Consider Why it Works Potential Issues
Citizen Juries
Small groups of citizens
empaneled to learn about
an issue, cross-examine
witnesses, and make a
recommendation
ALWAYS non-binding with no
legal standing
Requires skilled moderator
Commissioning body must
follow recommendations or
explain why not
Be clear about how results
will be used and that it is NOT
a vote
Great opportunity to develop
deep understanding
Pinpoint fatal flaws or gauge
public reaction
Resource intensive
Extra emphasis is needed to
manage expectations
Surveys and Polls
Questions created to gather
a sampling of opinion for
targeted feedback
City does not externally use
the term “survey” unless it is
statically valid
Externally say questionnaire,
feedback form, poll, etc.
If you need statically valid
results, a consultant is needed,
which can be expensive
Take great care in formulating
the questions – have several
people review them to ensure
they are clear, won’t be
misinterpreted, and will gather
useful information
Most suitable for general
attitude gauging
Provides input from individuals
who would be unlikely to attend
meetings
Gathers input from cross-
section of the public
Higher response rate than
mail-in surveys
Easily shared and can be very
engaging and fun
Statically valid surveys are
expensive and time consuming
“Over-surveyed, under-
represented” is a common
phrase or thought from some
groups within Fort Collins so be
sure to thoroughly consider if
32
Technique Consider Why it Works Potential Issues
Symposia
A meeting or conference to
discuss a particular topic
involving multiple speakers
Provides an opportunity for
presentations by experts,
professionals, and a variety of
people highly involved
Requires upfront planning
to identify appropriate and
interesting speakers
Needs strong publicity
People learn new and diverse
information
Educational foundation for
informed participation and
discussions
Great tool for early in your
outreach or at points of
contention
Experts might not represent
different perspectives
Controversial presenters may
draw protests or negative views
Tours and Field Trips
Provide tours for key
stakeholders, elected officials,
advisory groups, and the media
Know the number of
participants to accommodate
and plan
Include refreshments and
transportation options when
possible
Can be self-guided with
additional tools such as
recordings or maps
ALWAYS consider safety
precautions
Often seen as a special treat or
“reward” for extra involvement
Opportunity to provide
rapport and a feeling of
being an “insider”
Reduces outrage and
misinformation by making
choices more familiar
Number of participants can
be limiting logistically
Potentially attractive
to protestors
Transportation and liability
come into play
Modeled from IAP2’s Public Participation Toolbox
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33
Public Engagement and Project Management Homepage
citynet.fcgov.com/cpio/projectmanagement.php
Resource Guide on Public Engagement by the National Coalition for Dialogue & Deliberation
ncdd.org/files/NCDD2010_Resource_Guide.pdf
Colorado Chapter of the International Association of Public Participation
iap2usa.org/colorado
Video: How to Manage Stakeholder Expectations
youtube.com/watch?v=0EkufUCo5qI
Video: TED Talk Dave Meslin: The Antidote to Apathy
ted.com/talks/dave_meslin_the_antidote_to_apathy?language=en#t-1471
Video: Difficult People and How to Deal
youtube.com/watch?v=Rx6Abkn--Zc
CPIO Library
We have a physical library of books on civic engagement that range
from using gamification, to inspirational stories and innovative methods.
Contact Annie Bierbower, Civic Engagement Liaison, to inquire about
particular topics, pitch a book you think we should own, or check out a book.
Public Engagement Team
Additional
Resources & Motivation
2.1
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STRATEGIC
COMMUNICATIONS PLAN
A guide for how the City of Fort Collins
communicates internally, externally and
in an emergency or crisis
Rev. 7/19
19-21318
ATTACHMENT 2
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2 STRATEGIC COMMUNICATIONS PLAN
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CITY OF FORT COLLINS 3
Table of Contents
Introduction 5
About Fort Collins 6
Role of Communications 8
Public Engagement Spectrum 9
Current State 10
Communication Roles & Authority 11
SWOT Analysis 12
Tools of the Trade 14
Goals, Objectives, Strategies & Tactics 16
Internal Communication 16
External Communication 19
Crisis Communication 22
APPENDIX:
A. Communications Toolkit
B. Public Engagement Guide
C. Governing Policies, Guidelines
1. Brand
2. Social Media
3. Communicating With the Media
4. Public Notification & Involvement
D. Social Media Disclaimer
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CITY OF FORT COLLINS 5
The City of Fort Collins’ mission is to provide
exceptional service for an exceptional community.
Strong communications and engagement are essential to
this mission and ensure residents, businesses and visitors
are connected to their local government and to each other.
An engaged and thriving community is well-informed,
enabled and encouraged to participate and equipped to
make informed decisions.
As Fort Collins continues to grow and change, the ways
in which the City interacts with the community also will
evolve. New technology has shifted how information is
shared, and an overabundance of information has created
both a challenge and an opportunity for local governments
to rise above the noise by embracing creativity and
innovation, soliciting candid feedback, sharing rich stories
and encouraging meaningful engagement.
This Strategic Communications Plan serves as a guide
for how the City of Fort Collins communicates internally,
externally and in an emergency or crisis. It enables
a consistent approach across the organization and
outlines opportunities for coordination, alignment and
continuous improvement. As we implement the plan, we
strive to build strong organizational relationships, inspire
improved collaboration, foster partnerships and deliver an
outstanding experience for our entire community.
Sincerely,
Amanda King
Communications and
Public Involvement Director
This plan was crafted in partnership with the Strategic Communication
Department at Texas Christian University as part of the Certified Public
Communicator program.
Introduction
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6 STRATEGIC COMMUNICATIONS PLAN
About the City of Fort Collins
VISION
MISSION
VALUES
VISION:
To Provide World-Class
Municipal Services through
Operational Excellence and a
Culture of Innovation
MISSION:
Exceptional Service for an
Exceptional Community
VALUES:
Collaboration - Excellence
Integrity - Outstanding Service
Safety & Well-being - Stewardship
Defining Our Values:
Collaboration
We partner internally and externally and
believe that by working together we
achieve better results.
Excellence
We set high standards, explore creative
approaches to service delivery and
problem solving, and seek ways to
innovate and improve.
Integrity
We exemplify the highest standards of
ethical behavior. We treat others with
respect, and are honest, inclusive and
transparent.
Outstanding Service
We seek to understand our customer’s
diverse needs and explore ways to exceed
their expectations.
Safety & Well-being
We embody a culture of safety and wellness
and believe that life balance matters.
Stewardship
We are dedicated to protect and enhance
our organization and community’s social,
economic, and environmental resources.
2.2
Packet Pg. 52
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
CITY OF FORT COLLINS 7
Strategic Outcomes
The City has organized the community’s priorities within seven key outcome areas:
Neighborhood Livability and Social Health
Provide a high quality built environment, support quality, diverse neighborhoods
and foster the social health of residents
Culture and Recreation
Provide diverse cultural and recreational amenities
Economic Health
Promote a healthy, sustainable economy reflecting community values
Environmental Health
Promote, protect and enhance a healthy & sustainable environment
Safe Community
Provide a safe place to live, work, learn and play
Transportation
Provide for safe & reliable multi-modal travel to, from, and throughout the city
High Performing Government
Deliver an efficient, innovative, transparent, effective and collaborative
city government
2.2
Packet Pg. 53
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
8 STRATEGIC COMMUNICATIONS PLAN
Role of Communications
Communications Philosophy
In line with the City’s mission, vision and values, City communicators are committed to
transparent and inclusive information and engagement, the core tenants of which include:
• ACCURACY:
We share accurate information and correct ourselves when we haven’t.
• HONESTY:
We are truthful in our interactions with the community and each other.
• TIMELINESS:
We are proactive and communicate early and often.
• RESPONSIVENESS:
We are attentive to the questions and concerns of our community and quick to respond.
• DIVERSITY:
We leverage a wide range of tools and methods to share information and welcome
feedback from all the unique voices within our community.
• EQUITY:
We reduce barriers and meet people where they are.
• CONTINUOUS IMPROVEMENT:
We regularly evaluate and measure the effectiveness of our communications and adjust
to further enhance our work.
2.2
Packet Pg. 54
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
CITY OF FORT COLLINS 9
Public Engagement
The City of Fort Collins places a high value
on the involvement and engagement of our
residents and businesses. Local government
has the advantage of being closest to the
people it serves. It protects and enables the
lives of the community’s residents every day
by providing basic needs from sidewalks
and roads, to cultural enrichment, like
festivals and healthy natural spaces.
The City has adopted the International
Association for Public Participation (IAP2)
model as the framework for how it will
engage the community. Communications
and engagement work in tandem and
in support of one another. It’s important
that IAP2 principles are considered
when designing any communication or
engagement campaign.
The backbone of this model is the public
engagement spectrum. This spectrum
outlines the roles, relationships and
responsibilities of both the City and
public and the corresponding methods of
communication or engagement required
based on the impact or perceived impact
to the community.
PUBLIC ENGAGEMENT
INCREASING IMPACT OR PERCEPTION OF IMPACT ON PUBLIC
SPECTRUM
INFORM
City of
Fort Collins
Community
(Residents
& Businesses)
CONSULT/INVOLVE COLLABORATE
INFORM CONSULT/INVOLVE COLLABORATE
PUBLIC ENGAGEMENT
RELATIONSHIP
E
M
P
O
E
M
P
O
PUBLIC ENGAGEMENT
INCREASING IMPACT OR PERCEPTION OF IMPACT ON PUBLIC
SPECTRUM
UNDERSTANDING THE SPECTRUM
PE1 PE2 PE3 PE4 PE5
Public engagement is not always a linear process and communicators should feel empowered to move between levels as needed.
INFORM
City of
Fort Collins
Community
(Residents
10 STRATEGIC COMMUNICATIONS PLAN
Current State
Organizational Structure
The City of Fort Collins employs a
hybrid centralized and decentralized
communications model. The
Communications & Public Involvement
Office serves as the centralized team. Other
departments with unique business needs
or private-sector marketing competition
may require embedded marketing or
communications staff. Regardless, the
City strives for an aligned and consistent
approach to community communications
and engagement.
DIRECTOR, COMMUNICATIONS
Amanda King
MANAGER, GRAPHIC DESIGN
(CREATIVE DIRECTOR)
MANAGER, VIDEO PRODUCTION
Lead Technician,
Graphic Design
Senior Specialist,
Communications
Specialist,
Communications
Specialist,
Communications
Senior Coordinator,
Communications
Senior Coordinator,
Communications
Business
Support III
Senior Coordinator,
Public Engagement
Lead Technician,
Video Production
Lead Technician,
Graphic Design
Lead Technician,
Video Production
Lead Technician,
Graphic Design
Lead Technician,
Video Production
Lead Technician,
Graphic Design
Lead Technician,
Video Production
Communications &
Public Involvement Structure
CITIZENS OF FORT COLLINS
CITY COUNCIL
CITY ATTORNEY
Carrie Daggett
Centralized communications through CPIO
Embedded PIO
or Communications Team
POLICE
CITY OF FORT COLLINS 11
Information is shared at many levels throughout the organization. It’s important to
understand what topics or messages should be shared by each level, and the
corresponding audience.
SPOKESPERSON MESSAGE DESIGN MESSAGE APPROVAL TOPICS AUDIENCES
Mayor/Council • Mayor/Council
• CPIO
• Other staff
subject matter
experts
• Mayor/Council • Ordinances,
resolutions &
policies
• Priorities & other
organizational
topics
• Official Council
direction/opinion
• Public
• Media
• Other Govt
entities
City Manager • City Manager
• CPIO
• Other staff
subject matter
experts
• City Manager • Council direction
• Policy &
procedural
updates
• Priorities & other
organizational
topics
• Community
topics
• Council
• Staff
• Public
• Media
• Other municipal
leaders
ELT • ELT
• CPIO/Embedded
Comms
• Other staff
subject matter
experts
• City Manager
• ELT
• Priorities & other
organizational
topics
• Policy &
procedural
• Council
• Staff
PIO’s/Other staff
subject matter
experts
12 STRATEGIC COMMUNICATIONS PLAN
SWOT Analysis
STRENGTHS
OPPORTUNITIES
• Centralized consistent brand
management & strong brand standards
and awareness
• Shared resources, strengths & talents
within centralized team
• Back-up/support and fewer silos within
centralized team
• Centralized team has high-level view of
all organizational priorities
• Embedded staff allows for subject
matter experts and custom focus,
prioritization and quicker response time
• Decentralized teams provide unique
perspectives and additional career
growth opportunities
• Collaboration and information sharing
across disciplines and within teams
• Dedicated and talented staff
(marketing, communications, graphics,
video and web)
• Robust external communication
and engagement
• Key internal communication tools
(intranet, newsletter, etc.)
• Strong social media presence/following
• Large network of crisis
communication support
• Educated, engaged and active
community audience (residents,
businesses and partner agencies)
• Team building and collaboration across
centralized and decentralized teams
• Regular crisis communications
training exercises
• Consolidate and coordinate surveys and
public engagement efforts
• Improve information sharing and
transparency within teams and across
the organization
• Share priorities
• Strategic storytelling/narrative focus
• Provide training and skill
building workshops
• Coordinate and align internal
communications
• Meet the community where they are
in person and online
• Leverage user generated
content to share the story of our
broader community
• Clearly identify roles, responsibilities
and authority of various
communications staff/teams
• Use a common process and work flow
• Network and learn from partner
agencies like PFA, PSD, CSU, etc.
CITY OF FORT COLLINS 13
WEAKNESSES
THREATS
• Decentralized teams can be siloed or
exhibit turf mentalities
• Lack of coordination, alignment
and collaboration
• Different levels of service, capacity
and budget
• Confusing, inefficient or
different processes
• Disjointed or inconsistent voice,
messaging & branding
• Lack of dedicated knowledge/focus
with centralized team –
divided attention
• Unclear roles and responsibilities
• Lack of central communications
authority
• Over-communication with
the community
• Reactive vs. proactive
• Inconsistent (or non-existent) crisis
communication plans
• Lack of prioritization
• Inconsistent and overabundant internal
communications
• Risk adverse
• Limited community diversity
• Emergencies or disasters we are
unprepared to respond to
• Crisis/controversy
• Lack of resources/capacity & changing
workforce (budget cuts, turnover, etc.)
• Politics or changes in elected/executive
leadership
• County, state and federal political
changes/climate
• Decline in civility or civic
engagement - apathy
• Not keeping up with new
technology/tools
• Survey fatigue
• Information overload
• Barriers to communicate or participate
(language, accessibility, etc.)
• Cyber security attacks
• Population changes
• Diminished trust in government
• Decline in traditional media outlets
2.2
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Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
14 STRATEGIC COMMUNICATIONS PLAN
PAID EARNED SOCIAL OWNED
• Print/digital
Advertising
• Videos
• OOH Advertising
(buses, benches,
shelters, banners,
billboards)
• Festivals & events
• Direct mail/post cards
• Utility bill inserts
• Print materials
(brochures,
rack cards,
• Posters, door
hangers)
• Signage
• Press Release/
media advisory
• Interviews
• In the City Column/
Op eds
• Stakeholder
presentations
• Festivals & events
• Features
• Press Conference
• Facebook, Twitter,
Instagram posts
• YouTube videos
• Nextdoor
• CityNews
• CityView
• FCGov.com
(webpages,
spotlights, events
calendar, etc.)
• OurCity
• Cable video
programming
• Live Stream video
programming
• Public meetings/
presentations
• Public hotlines/phone
• Information kiosks
• Apps (FC Parking,
Alexa, Transfort, etc.)
• Access Fort
Collins FAQs
• LETA notifications
• Council memos &
staff reports
• Newsletters/City
Manager’s Monthly
Report
• Open Data portal
• CityNet
• FortShorts/Dept.
CITY OF FORT COLLINS 15
PAID EARNED SOCIAL OWNED
• Focus Group • Editorial Board • Facebook groups
• Discussion forums
• OurCity platform
• Community
Issues Forum
• Stakeholder meetings
• Ballot initiatives • Takeovers
EMPOWER COLLABORATE
2.2
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Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
16 STRATEGIC COMMUNICATIONS PLAN
SA ONGOING 1-2 YEARS 3-5 YEARS
Audit all internal communications to review
format, platform, frequency & effectiveness
and identify opportunities to streamline,
combine and calendarize messages
Audit/Strategy Implementation
Create a shared internal messaging
calendar to organize and prioritize
regular updates
SA ONGOING 1-2 YEARS 3-5 YEARS
Develop approved department templates
to ensure consistent branding across all
internal communications
Goals, Objectives,
Strategies & Tactics
INTERNAL Communications Goal
To build a team of strong City ambassadors and foster an informed and engaged workforce
through an efficient, comprehensive and valued internal communication framework
(Strategic Plan Alignment: 7.4 Attract, retain, engage, develop and reward a diverse and
competitive workforce to meet the needs of the community now and in the future)
Coordinate & align internal communications across the organization
Objective I-1:
STRATEGY I-1A:
Streamline key employee messages (powerful not prolific)
STRATEGY I-1B:
Ensure unified brand standards are applied to all internal communications
TACTICS
TACTICS
TIMELINE
TIMELINE
2.2
Packet Pg. 62
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
CITY OF FORT COLLINS 17
SA ONGOING 1-2 YEARS 3-5 YEARS
Work with eGov to transition CityNet to
Word Press CMS
Revamp department content strategy and
best practices for CityNet
Develop employee engagement page that
provides various cross-functional teams/
committee opportunities and
other resources
SA ONGOING 1-2 YEARS 3-5 YEARS
Refresh City Manager communications
plan including (Vlog, Talk it Up sessions,
Issues & Answers)
Develop an ELT communications toolkit
with opportunities available (i.e., listening
sessions, video messages, etc.)
SA ONGOING 1-2 YEARS 3-5 YEARS
Work with IT on an education plan for
using OneDrive, SharePoint, Teams, etc.
Leverage new tools and technology to enhance employee communication and
engagement and improve efficiencies
Support and improve the flow of information up, down and through the organization
Objective I-2:
Objective I-3:
STRATEGY I-2A:
Make CityNet a robust and dynamic hub and source for organizational information
STRATEGY I-3A:
Revamp executive communication strategy
STRATEGY I-2B:
Support understanding & adoption of Office 365 tools for enhanced collaboration
TACTICS
TACTICS
TACTICS
TIMELINE
TIMELINE
TIMELINE
2.2
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Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
18 STRATEGIC COMMUNICATIONS PLAN
SA ONGOING 1-2 YEARS 3-5 YEARS
Create a manager’s toolkit for deploying
key information
Partner with HR LOD to identify
opportunities to include in management/
leadership curriculum
SA ONGOING 1-2 YEARS 3-5 YEARS
Effective Council communications
training series
Develop/expand Council
communications guide
PROGRAM OUTCOMES OUTPUT EFFICIENCY EFFECTIVENESS
CORE 34 scores:
• I am clear on my work priorities - i.e.,
what I need to achieve in the next
3-6 months
• Senior leaders of my Service Area
communicate honestly
• I have the materials, equipment and
information to do my work
Reduce number of
daily all staff emails
by 25%
Increase in CityNet
use by 25%
CORE 34 scores
Workforce metrics Completed audit/
toolkit and shared
calendar by Q4
2020
Increase adoption of
O365 tools by 30%
100% internal
branding
compliance
STRATEGY I-3B:
Enable and support better cascade of information
STRATEGY I-3C:
Support effective and consistent Council communications
INTERNAL COMMUNICATIONS
PERFORMANCE METRICS
TACTICS
TACTICS
TIMELINE
TIMELINE
2.2
Packet Pg. 64
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
CITY OF FORT COLLINS 19
SA ONGOING 1-2 YEARS 3-5 YEARS
Communication leads team (CLT)
meetings to share priorities, strategize and
align work
(Bi-Weekly)
Develop a shared communication and
event content calendar on SharePoint
Develop shared learning and training
opportunities for continuous growth and
improvement
Work with CLT
& HR/LOD to
evaluate options for
curriculum
Deploy basic
required training
& investigate
enhanced training
opportunities
SA ONGOING 1-2 YEARS 3-5 YEARS
Update and expand the City’s brand guide
and AP style guide
Draft in 2019, deploy
in 2020
Regular updates &
reminders
Develop a template and resource library
for all communicators including but not
limited to:
• Presentation & report templates
• Event planning guides & checklists
(Groundbreakings, ribbon cuttings,
awards, etc.)
Start building library
in 2019
Continued growth/
expansion of library
EXTERNAL Communications Goal
To develop and support policies, procedures, best practices and resources that enable staff
across the organization to communicate and engage effectively and consistently with all
corners of the community
(Strategic Plan Alignment: 7.3 Broaden methods of community engagement with additional
consideration to diverse backgrounds, languages and needs)
Ensure organizational alignment for both centralized and decentralized communications
and engagement teams
Objective E-1:
STRATEGY E-1A:
Foster improved coordination, transparency and best practices to promote effective and
consistent communications across departments and channels
STRATEGY E-1B:
Establish and reinforce City brand standards and policies
TACTICS
TACTICS
TIMELINE
TIMELINE
2.2
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Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
20 STRATEGIC COMMUNICATIONS PLAN
SA ONGOING 1-2 YEARS 3-5 YEARS
Identify team and establish work plan
Assign channels/tools
Develop owned media strategies as
local/regional media declines (be the
news source)
SA ONGOING 1-2 YEARS 3-5 YEARS
Work with eGov team to audit, update and
improve FCgov.com
Bootstrap 4 (mobile
first UX) upgrade
Press Release CMS
upgrade
Council Dashboard
application
Social Media strategy – cross promotions &
best practices
Use video – 360, drone, etc.
Audit, align and streamline eNewsletters
SA ONGOING 1-2 YEARS 3-5 YEARS
Establish best practices & training for
working with the media like:
• when/how to respond
• when to issue a press release, media
advisory or statement
• how to conduct a press conference
Develop best
practices and
training curriculum
Roll out training
Proactively connect with and build
relationships with local reporters
Support enhanced storytelling and a common voice across all departments and channels
to improve information sharing and meaningful engagement with the entire community
(reach, retention and response)
Objective E-2:
STRATEGY E-2A:
Develop an internal storytelling/editorial team(s) to guide and direct content strategy for
key community-wide communication channels
STRATEGY E-2B:
Leverage shared data, resources, tools & technology to reach all corners of community
STRATEGY E-2C:
Cultivate strong relationships with local, regional and national media
TACTICS
TACTICS
TACTICS
TIMELINE
TIMELINE
TIMELINE
2.2
Packet Pg. 66
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
CITY OF FORT COLLINS 21
SA ONGOING 1-2 YEARS 3-5 YEARS
Regular training and certification
opportunities for staff
Update Public Engagement spectrum and
guide & educate community around our
process
Spectrum & PE
guide update in
2019/2020
Community
education/training
after update
SA ONGOING 1-2 YEARS 3-5 YEARS
Identify and promote training
opportunities for inclusive communications
to diverse audiences
Develop best practices for using informal
and formal cultural broker partnerships
Identify formal/
informal partners
and begin building
best practices
Develop long term
framework
SA ONGOING 1-2 YEARS 3-5 YEARS
Work with Title VI partners and Language
Access Plan to determine what must,
should and can be translated, and develop
best practices for non-required translation
Develop translation guide and FAQ
Ensure written and digital materials meet
ADA requirements:
• Launch SiteImprove platform
• Begin closed captioning for cable
broadcast & online video
Establish a translation bank with local and
regional partners
Foster inclusive engagement by reducing barriers and meeting people where they are
Objective E-3:
STRATEGY E-3A:
Leverage IAP2 principles to inform, listen & respond to the community
STRATEGY E-3B:
Cultivate cultural competency
STRATEGY E-3C:
Prioritize accessibility in communications by leveraging opportunities to reach diverse
audiences and unique learning styles
TACTICS
TACTICS
TACTICS
TIMELINE
TIMELINE
TIMELINE
2.2
Packet Pg. 67
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
22 STRATEGIC COMMUNICATIONS PLAN
PROGRAM OUTCOMES OUTPUT EFFICIENCY EFFECTIVENESS
Community/NBS Survey trend – “City
does a good job and informing residents &
businesses”
95% CLT meeting
attendance &
calendar use
100% Brand
compliance
Improved
Community/NBS
survey response
rate/ratings
Community/NBS Survey trend – “City does
a good job welcoming resident/business
involvement”
Reduced Site
Improve page errors
Diverse in-person/
online engagement
Community/NBS Survey trend – “City
does a good job listening to residents/
businesses”
EXTERNAL COMMUNICATIONS
PERFORMANCE METRICS
SA ONGOING 1-2 YEARS 3-5 YEARS
Outline types of crisis/emergencies, roles
and response requirements
Collect & update emergency contact
information & formalize/align on-call
process for response & recovery
CRISIS Communications Goal
To be the first and most reliable source of information in a crisis, during risk management,
or whatever timely communication is needed to ensure public safety and to protect the
organization’s reputation
(Strategic Plan Alignment: 5.1 Improve community involvement, education and regional
partnerships to increase the level of public trust and keep the community safe)
Ensure the City has a clearly articulated and current emergency communications plan
Objective C-1:
STRATEGY C-1A:
Work with OEM to update, align and share Citywide emergency communications plan
TACTICS
TIMELINE
2.2
Packet Pg. 68
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
CITY OF FORT COLLINS 23
SA ONGOING 1-2 YEARS 3-5 YEARS
Identify potential situations, roles/
responsibilities, standard processes,
sample messages and best practices
Develop ‘go kits’ for each role
SA ONGOING 1-2 YEARS 3-5 YEARS
Education and outreach on the updated
plan & how each department fits into the
plan (roadshows, webinars, etc.)
SA ONGOING 1-2 YEARS 3-5 YEARS
Quarterly training opportunities/exercises
(tabletop, larger scale, LETA911)
NIMS/FEMA/DHS training compliance
Maintain regional PIO contact list and
ensure regular networking/learning
opportunities
Ensure all departments are resourced and prepared to manage/support Citywide or
smaller scale crisis/emergency communications consistently
Objective C-2:
STRATEGY C-2A:
Develop a common SOP template that can be modified by each department to use in their
own smaller scale crisis/emergencies
STRATEGY C-1B:
Ensure all departments have and understand the Citywide emergency
communications plan
STRATEGY C-2B:
Ensure staff is ready to respond through regular training and learning opportunities
TACTICS
TACTICS
TACTICS
TIMELINE
TIMELINE
TIMELINE
2.2
Packet Pg. 69
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
24 STRATEGIC COMMUNICATIONS PLAN
SA ONGOING 1-2 YEARS 3-5 YEARS
Align, deploy and market LETA 911 alerts
and notification options
Leverage website & social media alerts
& notifications
Regularly test cable override system
SA ONGOING 1-2 YEARS 3-5 YEARS
Proactively create a Spanish language
library of common emergency messages
Cultivate an email, social media or
SMS subscription for Spanish
speaking residents
Develop mini-communication plan
with service providers for reaching
those experiencing homelessness
Ensure the community, media and other agency partners are well informed and prepared
to respond to crisis/emergency
Objective C-3:
STRATEGY C-3A:
Leverage all tools & technology to ensure the community gets timely and accurate updates
STRATEGY C-3B:
Identify alternative communication methods/tools for underrepresented parts of
the community including non-English speaking residents/businesses or those
experiencing homelessness
TACTICS
TACTICS
TIMELINE
TIMELINE
PROGRAM OUTCOMES OUTPUT EFFICIENCY EFFECTIVENESS
Community survey: Emergency
preparedness (services that prepare the
community for natural disasters or other
emergency situations)
Updated approved
plan completed
w/ OEM
Plan is shared with
all City leaders
# of staff trained
with NIMS/other
basic training
Community survey: Disaster response and
restoration of services
# Trainings offered
each year
CRISIS COMMUNICATIONS PERFORMANCE METRICS
2.2
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Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
2.2
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Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
2.2
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Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
PUBLIC ENGAGEMENT
INCREASING IMPACT OR PERCEPTION OF IMPACT ON PUBLIC
citynet/fcgov.com/cpio/files/PublicEngagementGuide.pdf 19-20984
SPECTRUM
UNDERSTANDING THE SPECTRUM
PUBLIC ENGAGEMENT GUIDE
INFORM CONSULT/INVOLVE COLLABORATE EMPOWER
Purpose Provide balanced and
objective information to
keep the public aware
and build understanding
Public engagement is not always a linear process and communicators should feel empowered to move between levels as needed.
*Recommended tool for business engagement
Refer to the City's Public Engagement Guide for more information about each of the engagement tools and techniques.
This publication o ers full descriptions of each tool and technique and their strengths and weaknesses.
Obtain responses and
feedback from the public
on options, decisions and
resources
Work with the public
throughout process to
ensure an understanding
of public concerns,
needs, aspirations
and ideas
Partner with the public
throughout the process
to cocreate alternatives
and design solutions
Place final decision
making in the hands of
the public
Tools and
Techniques
Example Projects
and Outreach
• Fact Sheet or Briefing
• Expert Panel or Forum
• Newsletter
• Press Release
• Videos & Bulletins
(FCTV)
• Response Summaries
• Informational Mailers
• Simple Surveys
• FAQs
• Social Media Posts
• Open House
or Event Fair
• Tours and Field Trips
• Complex Surveys
(questions around
alternatives and
guaging public opinion)
• Social Media
Engagement (reactions,
comments, etc.)
• Question and
Answer Panels
• Informal Polls
CULTURAL COMPETENCE CONTINUUM
Adapted from: Cross. T.L., Bazron, B.J., Dennis, K.W., & Isaacs, M.R. (1989). Towards a culturally competent system of care volume 1:A monograph on effective
services for minority children who are severely emotionally disturbed. Washington D.C. CASSP Technical Assistance Center, Georgetown University Child Development
Center.
Copyright 2004-2009 REACH OUT * www.reachoutfornewfutures.org All Rights Reserved.
Reproduced with Permission for the The City of Seattle Office of Civil Rights Until December 201
STAGE
CULTURAL
DESTRUCTIVENESS
Where people actively
belittle other cultures
CULTURAL
INCAPACITY
Where people show
no interest in or
appreciation of
other cultures
CULTURAL
BLINDNESS
Where people treat all
cultures as if they
were the same
CULTURAL
PRE-COMPETENCE
Where people have
acceptance and
respect for difference,
and continue self-
assessment
CULTURAL
COMPETENCE
Where people
unconsciously hold
culture in high
esteem, and use this
to guide their
lives/work
ASSUMPTIONS
Forced assimilation
Rights and privileges
for only dominant
group
“We deserve this”
“This is the ONLY and RIGHT
way”
Lower
expectations
Maintain
stereo-types
“People choose not to
be a part of the
process” “This is just
the way we do it here”
Differences
ignored “treat
everyone the
same”
Need/Problem
based
“I don’t see color, we are
8/11/2020
Reimagining Community Engagement
Amanda King and Leo Escalante
ATTACHMENT 5
2.5
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Attachment: Community Engagement Presentation (9355 : Reimagining Community Engagement)
Reimagine Community Engagement
• Evolution of public engagement
• Highlight improvements
• Share areas of focus & tactics for 2020 including a few
examples
• Continuous improvement in light of COVID-19
• Questions & discussion
2.5
Packet Pg. 76
Attachment: Community Engagement Presentation (9355 : Reimagining Community Engagement)
3
• What questions/feedback do Councilmembers
have regarding the overall direction of the City’s
Public Engagement strategy?
• Are there other ways Councilmembers would like
to be informed of or involved in Community
Engagement?
Questions
2.5
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Reimagine Community Engagement
• Ongoing City Council Priority
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5
Reimagine Community Engagement
Equity &
Inclusion
Reimagining
Boards &
Commissions
Reimagining
Community
Engagement
Connects with other Council Priorities
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6
Reimagine Community Engagement
Strategic Alignment
(2018) 7.3 - Broaden
methods of community
engagement with additional
consideration to diverse
backgrounds, languages
and needs
(2020) 7.3 - Improve
effectiveness of
community engagement
with enhanced inclusion
of all identities,
languages and needs
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What is Public Engagement?
Public engagement is a process that brings people together
to address issues of common importance, to solve shared
problems, and to bring about positive social change.
Source: Public Agenda
.
Public engagement is a process that brings people together
to address issues of common importance, to solve shared
problems, and to bring about positive social change.
Source: Public Agenda
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Reimagine Community Engagement
Evolution of Public Engagement
• One-way
communication
• Meetings &
open houses
• Surveys & polls
• Website
• 1st
strategic
plan
• Public
engagement
spectrum
• IAP2
framework
• Public
Engagement
Guide
• Social Media
• Center for Public
Deliberation
• Hard to reach
populations
• Dynamic tools &
technology
• Leverage
internal/external
resources
• Data & metrics
• Continuous
improvement
• Organizational
alignment
• Engagement
fatigue
• Historically
underserved or
marginalized
communities
• Cultural brokers
• Meaningful
ongoing
relationships
Traditional Broaden &
Co-Creation
Systems
Integration
Deepen
Representation
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Reimagine Community Engagement
Consistent
Approach &
Organizational
Alignment
Cultivate Cultural
Competency
Transparency,
Accessibility and
Representation
Leverage
Technology and
Data
IAP2 training Equity & Inclusion
alignment
Language access &
resources
Online & alternative
platforms
Public Engagement
Spectrum & Guide
Cultural brokers Accessible content
& materials
Shared data sets
Public Engagement
Collaboration Team
Community experts Reduce barriers and
explore incentives
Performance
measures
2020 Workplan
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Embedding Equity, Diversity, and Inclusion 10
• Recognize individual and cultural
differences
• Develop public engagement
approaches tailored to different
segments of our community
• Target community has a role and
application
Reimagine Community Engagement
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Public Engagement Spectrum
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12
Public Engagement Spectrum
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Embedding Equity, Diversity, and Inclusion 13
Reimagine Community Engagement
Business
Engagement
Business
Engagement
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Reimagine Community Engagement
COVID-19 Impacts
Gathering Restrictions
• Limited in-
person
engagement
• Online
engagement
tools
• Limited in-
person
engagement
• Online
engagement
tools
Public Health & Economic
Conditions
• Capacity &
ability to
engage
• Shift in
values or
priorities
• Capacity &
ability to
engage
• Shift in
values or
priorities
Budget/Resources
• 2020 cuts
• 2021
ongoing
expense
reductions
• 2020 cuts
• 2021
ongoing
expense
reductions
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15
• What questions/feedback do Councilmembers
have regarding the overall direction of the City’s
Public Engagement strategy?
• Are there other ways Councilmembers would like
to be informed of or involved in Community
Engagement?
Questions
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Attachment: Community Engagement Presentation (9355 : Reimagining Community Engagement)
DATE:
STAFF:
August 11, 2020
Honore Depew, Interim Policy and Project Manager
Kelly DiMartino, Deputy City Manager
Delynn Coldiron, City Clerk
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Council Priority: Reimagine Boards and Commissions.
EXECUTIVE SUMMARY
The purpose of this item is to provide an update on progress made towards the Council priority to Reimagine
Boards and Commissions, based on previous direction, and seek direction on further implementation. Staff will
also share opportunities for recalibration and lessons learned from COVID-19 adaptations.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Would Councilmembers consider ordinances implementing the Tier 2 actions? (Term length, remote meeting
access, standardized nomenclature)
2. Would Councilmembers like to pursue any of the Tier 3 options prior to additional public engagement?
BACKGROUND / DISCUSSION
On July 2, 2019, Council adopted the priority to Reimagine Boards and Commissions:
Better structure the board and commission system to set up success into the future, align with Outcome
Areas and allow for integrated perspectives. Explore models that allow for greater use of ad hoc
meetings, diverse stakeholders and additional community participation.
The City has 25 boards and commissions that perform a range of functions from advising to decision making.
Over 200 residents volunteer valuable time and expertise through board membership. Approximately 45 staff
members spend time directly supporting them in various ways. Six of these boards are considered “quasi-judicial,”
meaning they make official decisions/deliver findings, in addition to advising Council. The modifications
considered as part of this project pertain primarily to advisory boards.
In late 2017-early 2018, the City’s Equity Team researched and created a Public Participation Report that
included a survey and analysis of existing board member demographics as well as recommendations to remove
barriers and increase diverse participation. Link to report:
<https://www.fcgov.com/cityclerk/files/publicparticipationreport-final.pdf?1557934233> In 2018, a pilot was
conducted, spearheaded by members of the Economic Advisory Committee, to combine meetings of the boards
and commissions housed under Sustainability Services. Attachment 1 highlights participants’ appreciation and
desire to work cross-functionally and to provide meaningful input early in a process rather than as a final check
before (or after) an item goes to Council.
Previous Direction
During the December 10, 2019 work session (Attachment 2), Council gave direction to:
• Implement continuous improvement measures.
• Explore larger, structural enhancement options to:
o Focus on increasing membership diversity
o Seek input from community. [Delayed due to COVID
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Peer City Research Summary
Staff has examined the ways that peer communities utilize boards and commissions (Attachment 3) and has
found that while structurally many are similar - types of boards, term lengths, and number of members per board -
the City has more boards than the peer city average number of boards. And there are a variety of differences in
the details that provide some alternatives and options for the City to consider (e.g., board member composition,
requirements, appointment processes, etc.).
Outreach and Engagement Summary
In February 2020, staff engaged 79 board members through a Reimagine Boards and Commissions questionnaire
and convened 55 board members at the Boards and Commissions Super Issues Meeting to discuss this Council
Priority in small, facilitated groups. (Attachment 4) Since adoption of this Council priority, staff has had extensive
communication with current and former board members on what works and what needs improving.
The next phase of planned engagement was to hold a Spring Community Issues Forum with the support of CSU’s
Center for Public Deliberation, and to conduct focus group sessions/interviews with the intended goal of engaging
underrepresented community members. These outreach efforts were canceled or paused to adhere to public
safety guidelines and in respect of community needs during the emergency response to COVID-19. If
Councilmembers support the plan, staff intends to resume engagement efforts in Q3 (dependent on public health
guidelines). The recent increase in community interest to become more involved with local government may help
spur participation in such forums.
Task Status
Boards and Commissions Super Issue Meeting Held - February 2020
Spring Community Issues Forum Canceled - April 2020
Focus Groups / Interviews • Historically underrepresented
populations • City volunteers / Engage users • City Works 101
alumni
Paused - to be rescheduled for
Fall 2020
Questionnaire / Interviews with staff liaisons Paused - to be rescheduled after
Work Session
Explore and conduct remote and in person community
engagement opportunities
To be scheduled for Fall 2020
Possible Actions
The modifications for consideration can be grouped into three categories - Tier 1, 2, and 3 - and desired Council
engagement on each corresponds to levels of the IAP2 spectrum of engagement: consult, involve, or collaborate.
Tier 1 - Implementation since previous direction, finished or underway - Consult
Some changes have already been implemented or are underway, based on previous Council direction. Those are
categorized as Tier 1 actions and staff is seeking to consult with Council on them.
• Handbook update - City staff have edited the Boards and Commission handbook (2016) consisting of minor
edits and updates. It is still in draft version as it has not yet been approved by Council.
• Training for staff liaisons and board members - City Clerk’s Office is updating and expanding training and
resources for both staff and board members. Training includes general responsibilities and duties, legal
considerations, and how to utilize the online volunteer management platform Engage.
• Improved recruitment process - City Clerk’s Office is enhancing the recruitment process, including
requirements, advertisement, application, interview, and onboarding. Some updates have been made
internally others will be brought to Council for approval in the future.
Tier 2 - Possible council actions / COVID-19 recalibration - Involve
Some enhancements would require Council action to implement and are recommended by staff at this time
because they have received enough positive public feedback and/or prior Council direction. Those are
categorized as Tier 2 actions and staff is seeking to involve Council in them.
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Allow for shorter terms
All but one of the 25 City Boards and Commissions have four-year term lengths, with the Economic Advisory
Commission having three-year terms. While four-year terms provide consistency and institutional knowledge, they
can also create a barrier to participation for those who do not wish to make such a long commitment.
• Alternative 1: Reduce all board seat terms to 3-, 2- or 1-year term lengths.
• Alternative 2: Designate a mix of seats with varying term lengths, i.e. some seats with four-year
terms and other seats with two-year terms.
• Alternative 3: Reserve seats for “youth/young adult/college student” with one-year term
length.(Could be combined with alternative 1 or 2)
Additional operational changes may need to be made to manage the increase in the frequency of recruitment
efforts and appointments. However, it should be noted that shorter terms should reduce vacancies that result from
preterm resignations, which currently add significantly to the recruitment demand.
• Potential operational change: Allow the short-term members a second term opt-in that would not require a
competitive application process.
Continued remote participation at meetings
Under Ordinance No. 079, 2020, Boards and Commissions are currently permitted to meet and conduct business
remotely including remote voting and quasi-judicial hearings. During this informal pilot period, staff has identified
a few areas of concern that are still being worked out, including, hybrid capabilities and adequate access to
remote technology. Staff is currently working to address both for improved functionality.
• Utilization of remote technology was a recommended equity and inclusion improvement from the 2017 Public
Participation Report.
• Utilization of remote technology is one of the most frequently mentioned and highly supported improvements
among the current board and commission members (Attachment 6).
• Action: Update City Code to permit boards and commissions to continue to conduct business remotely
regardless of “emergency” status.
Revise naming structure
The current naming structure lacks clarity and there is confusion and concern among staff and board members
about the meaning behind “board” versus “commission” titles. Staff recommends the following naming restructure:
• Use “Commission” for quasi-judicial groups
• Use “Board” for advisory groups
This would impact a total of 8 boards and commissions:
• Community Development Block Grant Commission Board
• Economic Advisory Commission Board
• Women’s Commission Advisory Board
• Building Review Board Commission
• Planning and Zoning Board Commission
• Water Board Commission
• Retirement Committee Commission
City Code cleanup for consistent language
Major code cleanup:
• Staff will work to comb through City Code pertaining to boards and commissions to clean up outdated
language that no longer reflects how the board or commission functions.
o Attachment 5 provides an example of code changes to the Youth Advisory Board (YAB). Over the years,
the YAB has evolved to function differently than how the current city code outlines the board’s
membership and functions.
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• Minor code language cleanup for consistency in the charge of boards. For example:
o Informs and advises
o Advises City Council or Advises City Council and staff
o Makes recommendations
Tier 3 - Structural enhancement options - Collaborate
Some enhancements would require Council action to implement but have received neither enough feedback (due
to delay in spring public engagement schedule) nor enough specific direction from Council to be recommended by
staff at this time. Those are categorized as Tier 3 actions and staff is seeking to collaborate with Council on them.
(Attachment 6)
• Convene fewer, larger advisory groups around similar areas of interest (e.g., by Service Area or Strategic
Plan Outcome Area) and form ad hoc or on-going subcommittees out of them as needed. (Attachment 7)
• Reserve seats on certain advisory boards for people with lived experience.
• Increase communication expectations and level of involvement with Council Liaisons.
• Allocate resources to support interpretation/translation services, transportation, and childcare.
• Reduce meeting frequency (e.g., semi-monthly or quarterly meetings).
• Hold multiple board meetings at the same location at the same time for efficiency of services (e.g., food,
childcare, etc.).
• Provide monetary and/or nonmonetary incentives to participate to better attract middle- and low-income
residents.
• Recruit and support advisory board members without subject matter expertise.
Regarding the first Tier 3 option, an example from the Planning, Development, and Transportation (PDT) service
area can help illustrate why exploring better strategic alignment among advisory boards may be warranted.
In addition to supporting four quasi-judicial commissions, PDT currently supports two advisory boards
(Transportation Board and Parking Advisory Board) and two committees - the Bicycle Advisory Committee (an
official sub-committee of the Transportation Board) and the Dial-A-Ride and Transit Advisory Committee
(DARTAC) (a standalone Committee not linked to a Board or Commission). In addition to several chartered
committees, like the Bicycle Advisory Committee, boards and commissions may convene temporary committees
as needed. The following figure shows the various groups related to the PDT Service Area.
This system leaves gaps for advising on certain policy initiatives (pedestrian projects, for example). Transit policy
is not aligned with a board and does not operate in an official capacity. The Parking Advisory Board has
experienced long periods of time without active policy or operational initiatives to review.
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Several models could be considered to better align the transportation-focused advisory boards and committees
for optimal results.
Option 1: The Parking Board and DARTAC could each be official sub-committees of the Transportation Board.
Option 2: Bicycle and a broader Transit-focused group could each be full Boards to be consistent with Parking.
Option 3: For either of the options above, the Bicycle Committee could be broadened to be an “Active Modes”
committee/board.
Option 4: All four of the boards and committees could be consolidated into a single Transportation Board.
Specific policy initiatives for parking, transit, or active modes could be reviewed by limited-duration ad-hoc
committees.
Option 5: The board/committee structure could be dissolved, and policy specific resident-committees could be
formed on an as-needed basis.
Next Steps
Staff will bring ordinances for consideration to a regular meeting in September to enact those Tier 2 actions
supported by Council members. As directed by Council, staff can also bring ordinances related to Tier 3 actions
and/or conduct additional outreach in Q3, as outlined above. A Q4 work session may be scheduled to report on
community feedback and seek further direction on implementation.
ATTACHMENTS
1. Board Pilot Memo (PDF)
2. Peer City Analysis (PDF)
3. Work Session Summary (PDF)
4. Current Board Member Engagement Summary (PDF)
5. Youth Advisory Board Code Changes - Draft (PDF)
6. Tier 3 Actions - Opportunities and Tradeoffs (PDF)
7. Alignment to Outcome Areas (PDF)
8. Powerpoint Presentation (PDF)
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Sustainability Services
222 LaPorte Ave.
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
MEMORANDUM
DATE: June 18, 2019
TO: Mayor Wade Troxell & City Councilmembers
THRU: Darin Atteberry, City Manager
Jeff Mihelich, Deputy City Manager
Jacqueline Kozak-Thiel, Chief Sustainability Officer
FROM: Victoria Shaw, Senior Finance Analyst, SSA
RE: Joint Board & Commission Pilot Meeting
________________________________________________________________________
Bottom-line:
Per a resolution adopted by Council in July 2018, a pilot meeting including
representation from all Boards and Commissions supported by Sustainability Services
staff liaisons was held April 11
th
. The meeting focused on the Triple Bottom Line Scan
(TBL-S) and Accessory Dwelling Units. Feedback to date has been positive, and a
second pilot meeting will be held before the end of the year.
Background:
In May 2018, Futures Committee discussed the future of community advisory
engagement. Two members of the Economic Advisory Commission recommended an
experiment involving representation from mixed boards. In July 2018, a Resolution was
unanimously adopted by Council to allow for two pilot meetings. The Resolution outlined
that all six Boards and Commissions supported by Sustainability Services would be
included, and allowed the flexibility to expand to invite additional Boards and
Commissions as needed. The two pilot meetings were intended to develop and test the
process and effectiveness of this engagement model. The Resolution outlines that staff
will determine topics, which Boards participate, and when the joint meetings occur.
Early Learnings:
Staff met with board liaisons and representatives multiple times during the planning
process for the first pilot meeting. Initially, the proposed topics for the joint meetings
were identified collaboratively. This yielded good indicators of where various Boards
and Commissions might share interest; however, it generally identified the topics too
late to be successful scheduling and convening the large group before the next decision
point. Representatives provided feedback that they felt a limited timeline would reduce
the effectiveness and impact the collective group could have. To mitigate this issue,
DocuSign Envelope ID: E083B888-E383-4AE8-985F-BEAAD5149659
ATTACHMENT 1
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Attachment: Board Pilot Memo (9247 : Boards and Commissions)
2
staff pivoted the focus for the first pilot meeting to an internal City process that did not
have upcoming Council milestones.
Process:
The TBL-S was selected as a topic because all invited Boards and Commissions will
review results of TBL-S assessments. This topic was coupled with City Plan Housing
options, specifically Accessory Dwelling Units, to demonstrate and test how the internal
TBL-S process is performed. Staff presented overviews and supported participant
dialogues. Participants were mixed at small tables and each table completed a separate
TBL-S with the assistance of a table facilitator. The results of all scans were presented
and discussed by participants.
Feedback:
17 board and committee representatives attended. Feedback within the meeting was
positive for the meeting structure. Specifically, participants expressed that they enjoyed
having a mix of Boards and Commissions that were connected to the topic, with the
opportunity for them to ask the same questions. There was also expressed desire to tie
knowledge from the meeting to an outcome, such as joint statement. Participants stated
they felt the model of engagement was different and significantly more active compared
to a Board and Commission Super Issues Board meeting, which also addresses
multiple Boards and Commissions collectively.
Feedback was also collected on impressions of the TBL-S and Accessory Dwelling
Units. This feedback was provided to the relevant core teams.
A follow up survey was also sent to all invited participants. Highlights from survey
results for attendees include
100% of participants were satisfied or very satisfied with the meeting
100% would recommend attending a joint Board and Commission meeting to peers
100% would attend a future joint Board & Commission meeting
Among members that were invited, but did not attend the pilot meeting:
80% were unable to attend due to schedule or conflicts
30% indicated they would be more willing to attend if there were clearer outcomes
Next steps:
1. Ongoing - Participating Boards & Commissions will debrief individually in their
regular meetings and complete an online survey on their experience.
2. Q2 2019 - Staff will regroup with the data from board discussions and participant
surveys responses. This information will help inform direction for the second and
final approved pilot meeting.
3. Q3 2019 - The planning process for the second pilot meeting will begin, including
staff liaisons and representatives from participating Boards and Commissions.
DocuSign Envelope ID: E083B888-E383-4AE8-985F-BEAAD5149659
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Attachment: Board Pilot Memo (9247 : Boards and Commissions)
3
4. Q4 2019 – Current targeted timeline for the next joint board and commission pilot
meeting.
5. End 2019 – Results from pilot will be complete and communicated to Council.
DocuSign Envelope ID: E083B888-E383-4AE8-985F-BEAAD5149659
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Attachment: Board Pilot Memo (9247 : Boards and Commissions)
1
Boards and Commissions Peer City Analysis
City Number of Boards Average Term
Length
Average # of Members
Per Board
Santa Barbra, CA 32 3.6 7.56
Ann Arbor, MI 30 3.24 8.8
Cedar Rapids, IA 25 3.6 8
Charlottesville, VA 25 3.21 3.64
Athens, GA 24 4.2 8.04
Tacoma, WA 23 3.2 9.4
Norman, OK 23 3.1 7.5
Loveland, CO 22 3.2 8.9
Gainesville, FL 21 2.75 8
Greeley, CO 21 3.4 8.4
Ashville, NC 20 3.3 9
Boulder, CO 20 5.1 5.4
Longmont, CO 20 3.5 7.5
Burbank, CA 18 3.7 6.94
Irving, TX 17 2 8.4
Denton, TX 17 8.29 2.12
Portland, ME 15 3 7.3
Arvada, CO 15 3.38 6.93
Eugene, OR 14 3.37 9
Olathe, KS 14 3.1 9
Provo, UT 13 3.6 7.4
Garland, TX 13 2 9.7
Santa Rosa, CA 13 4 7.5
Anaheim, CA 13 3.7 8.9
Boise, ID 12 3.6 6.6
Bellevue, WA 12 3.7 9
Westminster, CO 10 2 8.2
Thornton, CO 10 3.7 8.4
Richardson, TX 9 4 6.1
Palo Alto, CA 9 3.3 6.5
Lakewood, CO 8 3.6 6
Peer Average: 17.35 3.84 7.41
Fort Collins 25 3.96 8.6
ATTACHMENT 2
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Attachment: Peer City Analysis (9247 : Boards and Commissions)
2
The above chart outlines the average number of boards, average number of members per board,
and average term length for each of the City of Fort Collins’ peer cities. This data was collected
from information provided on each city’s website and municipal code/charter. As a result, Coral
Springs, FL, one of the peer cities, is not listed above as their online board and commission
information was significantly incomplete. This data reflects boards and commissions that are
solely city entities, not joint boards, or boards of outside organizations. As a result, Lincoln NE,
one of the peer cities, is not listed above due to their joint board structure.
The City of Fort Collins tracks closely with its peer cities in the average term length and number
of members per board. However, the City of Fort Collins has 7.65 more boards than the peer city
average.
The cities of Irving, Garland, and Westminster are unique in that they have 2-year terms for all
their boards (except their youth advisory boards which serve 1-year terms). Whereas, the rest of
the cities have term lengths more similar to that of the City of Fort Collins.
The chart below outlines the structure and process alternatives used by the same group of peer
cities. Many cities use a mix of these processes, with some variation between individual boards.
Peer City Process Alternatives
Process Alternative Peer Cities that Use Process
Appointments made by Mayor Provo, Olathe, Cedar Rapids, Ashville,
Athens, Lincoln
Seats on board are assigned to districts/wards
and or at large.
Santa Rosa, Ashville, Portland
Specific board seats are reserved for current
board members (of same board or different
board) to fill and appoint
Provo, Eugene, Bellevue, Athens, Lincoln,
Ashville, Tacoma, Burbank
Individual council members appoint one
board member each1
Santa Rosa, Thornton, Anaheim
Reserved seat(s) for youth Eugene, Loveland, Tacoma, Santa Barbra
Specific profession assigned seats Provo, Tacoma, Gainesville, Olathe, Cedar
Rapids, Santa Barbra, Athens, Irving,
Charlottesville, Ashville, Portland, Greeley,
Loveland, Lakewood, Boulder, Thornton
Must have attended prior meetings to be
eligible to apply
Lakewood
Use of active alternates 1-3 per board2
Irving, Ashville, Longmont, Provo,
Westminster
A mix of non-voting and voting members Irving, Charlottesville, Ashville, Westminster,
Tacoma
Large board with subcommittees Lakewood
Two-year terms Irving, Garland, Westminster
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Attachment: Peer City Analysis (9247 : Boards and Commissions)
3
Explicit diversity requirement statement, or
strict diversity demographic seat
requirements3
Tacoma, Garland, Santa Barbra, Ashville
Staff advisory boards and council advisory
boards4
Eugene, Tacoma
Percent of board appointments made (or
recommended) by specific community
groups/outside entities
Tacoma, Athens, Norman, Portland,
Loveland, Thornton, Longmont
City Manager appointments Provo, Gainesville, Bellevue, Irving, Portland
Residency requirements vary per board or
certain seats of boards, versus a blanket
residency requirement for all boards
Most
Use of ex-official members Longmont, Tacoma
The following provides examples and further explanation of a few of the alternatives listed and
noted in the table above:
1 In addition to assigning each seat on the board to a ward/district or at-large, the City of
Anaheim’s Senior Citizen Commission has terms that run concurrently with the current term of
the elected official who appointed the member.
2 The City of Longmont is one of the cities that uses alternate appointments for several of their
boards. These alternates are asked to attend every meeting and step in if an appointed member is
unable to attend a meeting and or take the position of a member that must resign from their term.
3 There were several variations of diversity requirements among the cities that had them. The
City of Ashville’s Human Relations Commission requires that a set number of members be from
specific community groups. The seat requirements are as follows, “6 African Americans, 2
Latinx individuals, 2 members of the LGBTQ community, 2 youth members, between the ages
of 18 and 25, 2 to 3 individuals who live in public housing, 2 individuals with a disability and 3
individuals who are recognized as community leaders”. Whereas, the City of Tacoma uses the
following statement, “membership must reflect the diversity of our community as to race and
culture, gender, age, socioeconomics, geography, and interest in commission membership”.
4 The City of Tacoma and the City of Eugene have boards that advise city staff instead of
advising the city council. The City of Eugene has six Department Advisory Groups, with board
members appointed by department managers. These advisory groups can only exist for two years
before being evaluated.
3.2
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Attachment: Peer City Analysis (9247 : Boards and Commissions)
ATTACHMENT 3
3.3
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Attachment: Work Session Summary (9247 : Boards and Commissions)
1
Summary of Reimagine Boards and Commissions Engagement with
Current Board Members
Pre-Event Survey Response Summary
In early 2020, current board and commission members received a Reimagine Boards and
Commissions questionnaire so the results could be shared and discussed at the February 24, 2020
Super Issues Meeting.
The following data summarizes the responses of the 79 participants, representing thirty-eight
percent of all board and commission members. The data includes at least one response from a
member of 22 of the 25 boards, representing eighty-eight percent of the city’s boards and
commissions.
Figure 1
Figure 1 shows that most respondents have served on a board and commission between one and
eight years. With thirty-seven percent (or 19 respondents) serving for one to four years and thirty-
five percent serving for four to eight years. While eight percent of respondents have served on a
board for more than 13 years.
0-1 Year
1-4 Years
4-8 Years
8-12 Years
13+ Years
HOW LONG HAVE YOU SERVED ON OR SUPPORTED
BOARDS AND COMMISSIONS?
ATTACHMENT 4
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Attachment: Current Board Member Engagement Summary (9247 : Boards and Commissions)
2
Figure 2
Seventy-four percent of the respondents agree or strongly agree that boards and commissions
ensure meaningful experiences for volunteers. While eight percent of respondents disagree or
strongly disagree with the statement.
Figure 3
Seventy-three percent of the respondents agree or strongly agree that boards and commissions
provide timely and useful advice for City Council. While eight percent of respondents disagreed
or strongly disagreed with the statement.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
I BELIEVE THAT BOARDS AND COMMISSIONS ENSURE
MEANINGFUL EXPERIENCES FOR VOLUNTEERS?
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Other
I BELIEVE THAT BOARDS AND COMMISSIONS PROVIDE
TIMELY AND USEFUL ADVICE FOR CITY COUNCIL FROM
A VARIETY OF PERSPECTIVES.
3.4
Packet Pg. 104
Attachment: Current Board Member Engagement Summary (9247 : Boards and Commissions)
3
Figure 4
Sixty-nine percent of respondents agree or strongly agree that they are satisfied with their
experience participating with board and commissions, while six percent of respondents disagreed
or strongly disagreed with the statement.
Open-ended Responses
Charts 1-6 convey thematically coded responses to the open-end questions from the survey. The
left-hand column of the chart lists the common themes and the right-hand column displays how
frequently an answer aligned with that theme. Responses may have demonstrated more than one
theme and were counted to reflect each theme it aligned with. Several themes may only have had
one response; however, it was still listed to thoroughly reflect the data that was collected. Each
chart is followed by direct quotes to elaborate on the themes that were most frequently mentioned.
Chart 1. What changes would you like to see, if any, to the current structure of boards and
commissions? Structure: how many boards, what type of boards, term lengths, etc.
Theme Frequency
Increase boards effectiveness/City Council communication loop 8
Consolidate some boards 7
Shorter Terms 6
Increase Diversity 6
No structure changes/existing structure is working 4
More board collaboration 4
More strict number of terms limit 3
Some boards should meet less frequently 2
Increase remote meeting capabilities 2
Clarify board purpose and roles 2
Utilize ad hoc capabilities 2
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree Other
I AM SATISFIED WITH MY EXPERIENCES
PARTICIPATING WITH BOARDS AND COMMISSIONS.
3.4
Packet Pg. 105
Attachment: Current Board Member Engagement Summary (9247 : Boards and Commissions)
4
You cannot force diversity 1
Review bylaws 1
More strict attendance policy 1
Create an Ethics Board 1
“Just ensuring that the number and purpose of the boards aligns with the city's needs. If not much output
is being produced by certain boards, or there aren't ongoing needs, maybe some boards can meet
quarterly, or even just “as needed” which may be zero times per year in some cases. Other boards should
be eliminated if that makes the most sense”.
“Boards should be flexible enough to deal with new issues as the arise in the city. I've been in 2 boards
and both had specific charges. I can't speak to whether other board are duplicative and should be
combined. Here's an idea: appoint a group of people to rotate across boards for their term, instead of
being on a single board. They may or may not vote on the boards on which they serve for 3 or 6 month
stretches, but their rotation would allow for cross pollination”.
Chart 2. What changes would you like to see, if any, to the boards and commissions program
management? Program management: how the boards conduct meetings, when and where of
meetings, meeting logistics, onboarding, training, etc.
“The City does a great job of supporting and training boards and commissions members. I think if you
keep on the path you are on, we will just become more effective for our entire community”.
“I believe staff liaisons need training. What their role is. How this differs from being a board member.
Helping to coordinate, ensuring that the agenda and minutes are out at least one week prior to the meeting
day. Helping to look at the City Council Calendar of topics and ensure that the committee is thinking
about and possibly addressing topics that relate to the board. Identifying upcoming reports that are due
and due dates, ensuring ample time for members to produce the document”.
Theme Frequency
No changes recommended 14
Increase board effectiveness in advising City Council 6
More training for new members/better onboarding process 6
Increase staff training and role clarification 4
Increase remote and technological capabilities 3
Increase board collaboration 3
Diversify meeting location 2
Increase diversity of board membership 2
Increase public participation at meetings 1
Accessible meeting times (later, weekends) 1
No longer use Roberts Rules of Order 1
3.4
Packet Pg. 106
Attachment: Current Board Member Engagement Summary (9247 : Boards and Commissions)
5
Chart 3. What changes would you like to see, if any, to the relationship between Council
liaisons and their boards and commissions?
Theme Frequency
Increase in-person interaction with council liaison (annually, quarterly, twice
per year)
13
Increased remote communication and increased confirmation (close feedback
loop that council liaisons have read minutes, reports, recommendations, etc.)
9
No change suggested 8
Clarify what is effective communication for each council liaisons specifically/
role clarification
8
Increase visibility of board successes to City Council 4
“1. It would be helpful to B&C's if Council liaisons could be encouraged to attend at least 1-2 meetings
per year and keep in touch with B&C's through emails or other communications. 2. Council liaisons
might solicit greater assistance from B&C's in addressing Council's agenda items - especially in areas
where B&C's might have specific expertise”.
“Really we should talk with them if we need direction. They should contact us if they want specific
feedback on council agenda items. We don't do this. It feels very separated right now. It could be better”
Chart 4. What changes would you like to see, if any, to the purpose of boards and
commissions?
“I would like to see more direct questions come from council. As in collecting questions that arose during
work sessions and sending them to boards to help collate answers to them if they are not based only on
what the city staff are currently doing”.
“I think our purpose is pretty clear and well defined. If a board or commission is struggling to identify
their purpose, or City Council/Staff are having the same issue, perhaps that board or commission is not
working. Perhaps that one needs restructuring or has run its course”.
Theme Frequency
Council seeking board feedback 6
If boards cannot have influence they should be eliminated/ needs to be
worthwhile for all parties
5
Clarification and general education of board member role 5
Connect to and influence specific projects, priorities, and objectives 3
Provide diverse stakeholder input to City Council 2
Get public more involved at meetings/engage with and educate community
members
2
No changes recommended/works well as is 1
Not just a sounding board for staff 1
3.4
Packet Pg. 107
Attachment: Current Board Member Engagement Summary (9247 : Boards and Commissions)
6
Chart 5. Please give an example of something about the boards and commissions program
that works well for you.
Theme Frequency
Teamwork/respectful conversations with diverse perspectives 14
Education received 7
Community impact 6
Staff support 5
Staff presentations 4
Monthly meetings 4
Outside networking and educational opportunities 1
Work sessions 1
Number of board/commission members 1
Engage platform communication 1
“Being on the LPC has enabled me to understand the preservation program in a way I simply couldn't
otherwise. And that has enabled me to educate neighbors and other residents, as well as preservation
advocates in other communities, about how our program works and what the benefits have been. Though
the impact might be small, it is far reaching and, in my opinion, does contribute a bit toward making
NoCo a better place”.
“I take pride in being able to share my experience and to be respectfully heard. It is encouraging and
satisfying to me to see the changes around the city that I spoke about at a board meeting. Working
together and collaborating between boards and commissions brings on more results. For example, CDBG
and Affordable Housing Board working together on housing funding”.
Chart 6. What do you think would make it easier for people of different backgrounds to
participate?
Theme Frequency
Conduct targeted, culturally responsive outreach during recruitment 18
Meeting times- later, weekends, more flexible 7
Remote meeting capabilities 5
Childcare 5
Avoid echo chamber (i.e., ask community, not just board members) 4
Mentorship of new or potential members 4
Educate the recruitment, interview, appointment process with information
about current diversity gaps on boards
3
Meeting location (in community space that is more accessible to
underrepresented groups)
3
Shorter terms 3
Cannot force diversity 2
Transportation assistance 2
3.4
Packet Pg. 108
Attachment: Current Board Member Engagement Summary (9247 : Boards and Commissions)
7
Utilize ad hoc capabilities 1
People need to be knowledgeable above all else 1
Council members should mention and promote boards and commission during
council meetings
1
Education on diversity topics for board members 1
Invite underrepresented community members to meetings 1
Less frequent meetings 1
More thorough onboarding 1
“Develop a strategic representation plan for each board and commission. Identify member types that can
provide value to the goals and objectives of the board. Part of that process may be to identify
representation gaps and determine strategies to fill those gaps”
“We need to be proactively seeking people out and inviting them to join our boards. And giving a new
person a "mentor" to help them onboard could be useful... especially on the quasi-judicial boards. If
expert discussions is an issue, then ask a former board or commission member to be a mentor for a few
months to help that person get their sea legs.”
Super Issue Meeting: In-person Engagement Summary
On February 25, 2020 46 current board and commission members attended a Super Issues Meeting
that included facilitated small groups discussion of the Reimagine boards and Commissions
Council priority. The following data summarizes the responses captured during those discussions.
19 of the 25 total City boards and commissions (76%) were represented by one or more members.
Board members were asked to respond to the following questions by writing down their responses
and discussing them with their fellow participants. Chart 7 demonstrates thematically coded
responses from answers that were captured on worksheet.
Chart 7. What would make the boards and commissions volunteer experience more meaningful
(fulfilling) for you?
Theme Frequency
Close feedback loop with City Council 13
Clarity of purpose of boards and roles all parties (staff, council liaison, board
member)
10
More collaboration between boards 10
More involvement and visibility with the public 9
More training/better onboarding 6
Be more effective during meetings, contribute to projects and priorities 5
Increase diversity on boards 5
Shorter terms/term limits 2
Utilize remote meeting capabilities 1
I feel fulfilled as is 1
3.4
Packet Pg. 109
Attachment: Current Board Member Engagement Summary (9247 : Boards and Commissions)
8
Matrix Exercise
Board and commission members were given a chart that displayed a matrix of Reimagine Boards
and Commissions options (these options were generated from the Equity Matrix created by the
2017 Public Participation Report). Participants were asked to place a “checkmark” next to the
three options they liked the most and an “X” next to the three options they liked the least. The
chart below reflects the number of tallies for each.
Reimagine Boards and Commissions Options Most
Liked
Least
Liked
Council liaison relationships 16 1
Conduct targeted, culturally responsive outreach during
recruitment
13 6
B&C members assist with public engagement and recruitment
efforts
13 0
Increased B&C collaboration 13 1
Reduce potential barriers to participation 12 1
Adjust meeting parameters (time, location, frequency, and
technology)
10 3
Align purpose with City Council priorities 10 3
Reimagine how B&C engage with the public 9 0
Allocate funds to support interpretation/translation services,
transportation, and childcare
8 5
Representation on action boards: People with lived experience:
Seniors, people with mobility impairments, youth, LGBTQIA+,
women's commission
8 1
Education on charter, manual and bylaws 6 4
Reimagine the role of the public (testimony for items, less formal) 6 1
Develop and provide more clarity of purpose 6 1
Update City code with consistent functions and authority 6 3
Review naming conventions (e.g., boards vs. commissions) 6 5
Shorter term limits 6 8
Include demographic questionnaire into applications 5 5
Use standardized interview questions 5 9
Convene fewer, larger groups in a similar area of interest that can
form smaller working groups as needed (i.e., subcommittees)
5 2
Define and support different types of board members (experts,
deliberators, advocates)
5 5
Volunteer manager training for staff 4 0
Form temporary, ad hoc committees 4 7
Legal training and support 3 6
Conflict training for staff liaison and board members 3 1
Standard expectation and budget for food 3 9
Standardize minutes, agenda item, reports, and process 3 5
Provide incentives to participate 2 12
More structured attendance policy and notice of resignation policy 2 8
3.4
Packet Pg. 110
Attachment: Current Board Member Engagement Summary (9247 : Boards and Commissions)
DRAFT Youth Advisory Board Code Changes
Sec. 2-447. - Membership; term.
(a) The Board shall consist of no less than five (5) and no more than nine (9) members appointed by
the City Council. All members shall be qualified by experience, training, age, ethnicity or
socioeconomic background to represent a diverse cross section of youth in the Fort Collins
community. At least five (5) of the members of the Board shall be under the age of twenty-one (21)
years at the time of appointment. Each member of the Board shall be under the age of nineteen (19)
and currently be enrolled in high school or a high school equivalency such as home-school or
distance learning. A quorum of the Board shall consist of three (3) members for a five-member Board
or four (4) members for a Board consisting of six (6) to nine (9) members.
(b) Each member over the age of twenty-one (21) years at the time of appointment shall serve without
compensation for a term of four (4) years, except that such members may be appointed by the City
Council for a shorter term in order to achieve overlapping tenure. Each member under the age of
twenty-one (21) years at the time of appointment shall serve without compensation for a term of no
less than one (1) year, unless otherwise specified by City Council, and no member can serve more
than four (4) years. Appointments shall specify the term of office of each individual. All members
shall be subject to removal by the City Council. If a vacancy occurs on the Board, it shall be filled by
the City Council for the remaining unexpired portion of the term unless otherwise specified by City
Council. or one (1) year, whichever is longer. A member over the age of twenty-one (21) years at the
time such member's term expires shall be eligible to apply for one (1) additional term of four (4)
years. For the purposes of this provision, a "term" shall include the balance of an unexpired term
served by a person appointed to fill a vacancy if such unexpired term exceeds twenty-four (24)
months.
(Ord. No. 58, 1994, 4-19-94; Ord. No. 93, 2002, § 5, 7-16-02; Ord. No. 93, 2006, 7-18-06; Ord.
No. 002, 2010, 2-2-10)
Sec. 2-449. - Officers; bylaws.
The Board shall elect annually from its membership a chairperson, vice-chairperson and such other
officers as may be deemed necessary by the Board. The chairperson and vice-chairperson shall be under
the age of twenty-one (21) years at the time of election. Bylaws may be adopted by the Board, which
bylaws shall not be inconsistent with the Charter, the Code or other policies that may be established by
the City Council. A copy of the bylaws shall be filed with the City Clerk for the use of the City Council
immediately after adoption by the Board and they may be subject to the approval of the City Council.
(Ord. No. 58, 1994, 4-19-94; Ord. No. 104, 2002, § 4, 8-20-02)
ATTACHMENT 5
3.5
Packet Pg. 111
Attachment: Youth Advisory Board Code Changes - Draft (9247 : Boards and Commissions)
Reimagine Boards and Commissions Tier 3 Actions – Opportunities and Tradeoffs
Action Opportunity Tradeoff
Convene fewer, larger advisory groups
around similar areas of interest (e.g.,
by Service Area or Strategic Plan
Outcome Area) and form ad hoc or on-
going subcommittees out of them as
needed.
Would provide flexibility, board
integration, and interdisciplinary
thinking.
While providing flexibility, ad hoc committees
would lack the consistency and expertise of the
current structure. Learning curves would be
accelerated.
Reserve seats on certain advisory
boards for people with lived
experience (e.g., seniors, youth, people
with disabilities, LGBTQIA+, etc.).
Distributing members with lived diverse
experience throughout the board
system, rather than having designated
boards, would increase diverse
perspectives within each board.
While increasing diversity, this could border on
tokenism or be perceived as creating diversity
quotas.
Increase communication expectations
and level of involvement with Council
Liaisons.
Would help boards align more with
Strategic Plan and Council priorities.
Would reinforce board sense of
purpose.
Would require an increased time commitment
from councilmembers, who already have heavy
workloads and limited availability.
Allocate resources to support
interpretation/translation services,
transportation, and childcare.
Would reduce barriers to participation
by underrepresented populations.
Would add costs and logistical support needs.
Reduce meeting frequency (e.g.,
semimonthly or quarterly meetings).
Could reduce costs and barriers to
participation by underrepresented
populations.
Could decrease board member sense of
connection and timeliness of advice, regarding
Council deliberations.
Hold multiple board meetings at the
same location at the same time for
efficiency of services (e.g., food,
childcare, etc.).
Could reduce costs and barriers to
participation by underrepresented
populations.
Identifying specific times and locations that would
work for multiple boards could be difficult.
1ST 2ND 3RD
Affordable Housing Board
Air Quality Advisory Board
Art in Public Places Board
Cultural Resources Board
Commission on Disability
Community Development Block Grant Commission
Citizen Review Board
Economic Advisory Commission
Energy Board
Golf Board
Land Conservation Stewardship Board
Natural Resources Advisory Board
Parking Advisory Board
Parks & Recreation Board
Senior Advisory Board
Transportation Board
Women's Commission
Youth Advisory Board
Neighborhood Livability Culture & Recreation Economic Health Environmental Health Safe Community
Transportation & Mobility High Performing Government
Auxiliary aids and services are available for persons with disabilities. V/TDD: 711 20-22519
ADVISORY BOARDS & COMMISSIONS
Alignment to the Seven Key Outcome Areas
Quasi-judicial Boards and Commissions are not included in this graphic
ATTACHMENT 7 3.7
Packet Pg. 113
Attachment: Alignment to Outcome Areas (9247 : Boards and Commissions)
August 11, 2020
Council Priority: Reimagine Boards & Commissions
Honore Depew, City Manager’s Office; Elizabeth Blythe, City Clerk’s Office
ATTACHMENT 8
3.8
Packet Pg. 114
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Direction Sought
2
1. Would Councilmembers like to consider ordinances implementing
Tier 2 actions?
• Term length, remote meeting access, standardized nomenclature
2. Would Councilmembers like to pursue any Tier 3 options prior to
additional public engagement?
3.8
Packet Pg. 115
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
3
REIMAGINE BOARDS AND COMMISSIONS
3.8
Packet Pg. 116
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
4
Strategic Alignment
HPG 7.3 - Improve effectiveness of community
engagement with enhanced inclusion of all
identities, languages and needs
3.8
Packet Pg. 117
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
2019 Adopted Council Priority
5
Reimagine Boards and Commissions:
“Better structure the board and commission system to
set up success into the future, align with Outcome
Areas and allow for integrated perspectives. Explore
models that allow for greater use of Ad Hoc meetings,
diverse stakeholders and additional community
participation.”
3.8
Packet Pg. 118
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
6
Timeline
3.8
Packet Pg. 119
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Summary of Boards & Commissions
§ 25 Boards & Commissions Advising Council
§ 6 Quasi-judicial
§ Governed by Chapter 2, Articles 3&4
of Municipal Code
§ Majority created in the 80s and 90s
§ Between 7 and 11 members each
§ 210 (+/-) Total Volunteers
§ 45 Staff Liaisons and Admin Support
§ 17 Vacancies (July 2020)
7
3.8
Packet Pg. 120
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Peer City Research
8
Number of
Boards Average Term Length
Average
# of Members Per Board
Peer Average 17.35 3.84 7.41
City of Fort Collins 25 3.96 8.6
Peer City Process Alternatives
• Profession assigned seats/requirements
• Current board members influence or directly appoint new members
• Diversity requirements
• The board should reflect and match community
• Specific demographic assigned seats
• Use of active alternates
• Reserved seat(s) for youth
3.8
Packet Pg. 121
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
2017 Public Participation Report
9
Findings:
• Lack of representation & diversity
• Race, age, income
• Lack of clarity regarding expectations
Recommendations:
• Reduce barriers to participation
• Recruit from underrepresented populations
• Improve clarity and consistency
fcgov.com/cityclerk/boards
3.8
Packet Pg. 122
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Previous Council Direction
10
• Implement Continuous Improvement Measures – Tier 1
• No action needed by Council
• Explore Structural Enhancement Options – Tiers 2 & 3
• Council action / direction needed
• Seek Input from the Community
• Especially Focus on Increasing Membership Diversity
3.8
Packet Pg. 123
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Three Tiers of Action
11
Tier 1
Consult
Tier 2
Involve
Tier 3
Collaborate
3.8
Packet Pg. 124
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Consult
Tier 1 – Complete or Underway
Implementation since previous direction:
• Board member handbook
• Revisions and updates
• Staff liaisons and board members
• Updated and expanded trainings / resources
• Recruitment process
• Improvements to advertisement, application, interview,
and onboarding processes
12
3.8
Packet Pg. 125
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Involve
Tier 2 – Possible Council Actions
Improve Efficiency
• Revise naming structure
• Commission = quasi-judicial
• Board = advisory group
• City Code cleanup for consistent language and alignment with
current board functions
Reduce Barriers
• Continue to allow remote meeting option
• Allow for shorter member terms
13
3.8
Packet Pg. 126
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Tier 2 Action
Shorter Term Options
• Alternative 1: Reduce all board seat terms to 3-, 2- or 1-year term
lengths.
• Alternative 2: Designate a mix of seats with varying term lengths, i.e.
some seats with four-year terms and other seats with two-year terms.
• Alternative 3: Reserve seats for “youth/young adult/college student”
with one-year term length.
• Could be combined with alternative 1 or 2
14
3.8
Packet Pg. 127
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Tier 3 Actions
Opportunities & Tradeoffs
15
• Eight options identified
• Based on peer
research, 2017 report,
and board member
feedback
• Not fully vetted with the
public
3.8
Packet Pg. 128
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Collaborate
Tier 3 – Structural Enhancement Options
• Convene fewer, larger advisory groups around similar areas of
interest
• form ad hoc, temporary subcommittees as needed
• Reserve seats on certain advisory boards for people with lived
experience
• Increase communication expectations and level of involvement
with Council Liaisons
• Allocate resources to support interpretation/translation services,
transportation, and childcare
16
3.8
Packet Pg. 129
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Collaborate
Tier 3 – Structural Enhancement Options
[continued]
• Reduce meeting frequency
• e.g.; semimonthly or quarterly meetings
• Hold multiple board meetings at the same time / location for
efficiency of support services
• e.g.; food, childcare, etc.
• Provide monetary and/or nonmonetary incentives to participate
to better attract middle- and low-income residents
• Recruit and support advisory board members without subject
matter expertise
17
3.8
Packet Pg. 130
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Direction Sought
18
1. Would Councilmembers like to consider ordinances implementing
Tier 2 actions?
• Term length, remote meeting access, standardized nomenclature
2. Would Councilmembers like to pursue any Tier 3 options prior to
additional public engagement?
3.8
Packet Pg. 131
Attachment: Powerpoint Presentation (9247 : Boards and Commissions)
Provide monetary and/or nonmonetary
incentives to participate to better
attract middle- and low-income
residents.
Would reduce barriers to participation
by underrepresented populations.
Would increase costs.
Boards and Commissions have traditionally been
a volunteer activity, and once we begin to
compensate residents for engagement, it may be
expected more broadly.
Recruit and support advisory board
members without subject matter
expertise.
Would increase diverse perspectives
and deliberation within each board.
Would require an intentional recruitment process
and thorough onboarding/staff support process to
achieve a sufficient comfort level for non-expert
participants.
ATTACHMENT 6
3.6
Packet Pg. 112
Attachment: Tier 3 Actions - Opportunities and Tradeoffs (9247 : Boards and Commissions)
all just the same”
“just give me a checklist”
Seeks
advice/consultat
ion
Identifies what
they are NOT
capable of doing
“Let’s just hire an
expert”
“Teach Me Phase”
Recognizes
individual and
cultural
difference
Develops new
approaches
“Let’s work together to
truly empower
communities”
POWER DYNAMICS
Access and power are
only given to a privilege
group other members
are purposely excluded
Education is still
designed for
privilege group
and no
accommodation is
made t try to
include other
groups
No
acknowledgement
of power
differences
(institutional racism,
classism, immigrant
or refugee
experience, etc.)
power is still held by
dominant group
Power differences
are acknowledged,
with some
understanding but
reliance on others
(“experts”)
Target community
has a role (real
power) in
education design
and application
EXAMPLES
Exclusive Public
Meetings
“English Only”
Approach
Traditional
“Town Hall”
model
The
“Bootstrap”
Mentality
Translated
Newsletters
Multicultural
Festivals
Consult with or
hire (one)
member of an
ethnic community
Special (one time)
Programs
Native American
Art and
Storytelling
(target
population
designs process,
holds real
power)
Trusted
Advocate Model
(power sharing)
ATTACHMENT 4 2.4
Packet Pg. 74
Attachment: Seattle Cultural Competence Continuum (9355 : Reimagining Community Engagement)
• Small Group
Discussions
• World Cafes
• Stakeholder Meetings
• Focus Groups
• Scenario Discussions
• Interviews
• Speed Dating
(timed & focused
rotating discussions
with project leaders)
• OurCity Platform
• Brainstorming Activities
• Charettes
• Resident and Technical
Advisory Groups
• Consensus Building
• Boards and
Commisions
• Community Facilitators
• Resident Juries
• Co ee Klatches
• Study Circles
• OurCity Platform
• Business
Listening Sessions
• Elections
• Emergency
communications
• Weather and snow
removal
• Public safety updates
• Marketing
• Nearly finished plans
• Capital projects
restricted by
zoning laws
• Program and
project assesments
• Neighborhood updates
• Open comment at
Council meetings
• Policy or
ordinance changes
• Developing
comprehensive plans
• Designing
neighborhood parks
• Policy or
ordinance changes
INFORM
City of
Fort Collins
Community
(Residents
& Businesses)
CONSULT/INVOLVE COLLABORATE
INFORM CONSULT/INVOLVE COLLABORATE
PUBLIC ENGAGEMENT
RELATIONSHIP
E
M
P
O
W
E
R
E
M
P
O
W
E
R
ATTACHMENT 3
2.3
Packet Pg. 73
Attachment: Public Engagement Spectrum - Updated (9355 : Reimagining Community Engagement)
Newsletters
• City Manager’s
Video Blog
• Citywide email
(requires CPIO
review/approval)
• Telephone Town Hall
• Scientific Surveys
• Festivals & events
• Press Conference
• Stakeholder
presentations
• CORE 34
• Festivals & events
• Quick polls
• Posted questions/
voting
• FB Live/ Twitter Chats
• Nextdoor
• OurCity
• Online/Opt-in surveys
• Open Houses/
Workshops/
Charrettes
• Listening sessions/
Coffee Chats
• Ask me anything/
panels
• B&C Super issues
• CityWorks 101 &
Alumni Forums
• Summer in the City
• Public comment
• Access Fort Collins
• Lunch n’ Learns
• Talk it up Sessions
• Wellness classes or
presentations
• Employee forums
CONSULT/INVOLVE INFORM
Tools of the Trade
• Internal Only
• Two-Way Communications
2.2
Packet Pg. 60
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
• Update and enforce brand standards
across the organization
2.2
Packet Pg. 58
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
• ELT
• CPIO/Embedded
Comms
• Other staff
subject matter
experts
• ELT
• CPIO/Embedded
Comms
• Other staff
subject matter
experts
• Public
information
• Operational
updates
• Education
• Council
• Public
• Media
• Staff
Communication Roles & Authority
2.2
Packet Pg. 57
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
SERVICES
Jeffrey Swoboda
ADMINISTRATION
COMMUNITY
SERVICES
SUSTAINABILITY
SERVICES
PLANNING,
DEVELOPMENT &
TRANSPORTATION
PDT
ADMINISTRATION
UTILITY
SERVICES
INFORMATION
& EMPLOYEE
SERVICES
ACCOUNTING
& TREASURY
CULTURAL
SERVICES
ECONOMIC
HEALTH
OFFICE
COMMUNITY
DEVELOPMENT &
NEIGHBORHOOD
SERVICES
STREETS
ENGINEERING
TRANSFORT/
PARKING
SERVICES
WATER
RESOURCES
& TREATMENT
OPERATIONS
OPERATION
SERVICES
INVESTIGATIONS BUDGET
RECREATION
ENVIRONMENTAL
SERVICES WATER
ENGINEERING &
FIELD SERVICES
OPERATIONS
WATER YIELD
OPERATIONS
CUSTOMER
CONNECTIONS
LIGHT & POWER
OPERATIONS
ELECTRIC FIELD
SERVICES
UTILITY
STRATEGIC
FINANCE
INFORMATION
TECHNOLOGY
HUMAN
RESOURCES
REVENUE
PARKS
FC MOVES
TRAFFIC
PURCHASING
NATURAL
AREAS
SAFETY,
SECURITY & RISK
MANAGEMENT
PARK
PLANNING &
DEVELOPMENT
SOCIAL
SUSTAINABILITY
COMMUNICATIONS
& PUBLIC
INVOLVEMENT
FINANCIAL
PLANNING &
ANALYSIS
CITY GIVE
PATROL
COMMUNITY
& SPECIAL
SERVICES
INFORMATION
SERVICES
FINANCIAL
SERVICES
Mike Beckstead
BROADBAND
Colman Keane, Jr.
SENIOR
ASSISTANT
CITY MANAGER
Kelly DiMartino
OFFICE OF
EMERGENCY
MANAGEMENT
Jim Byrne
CITY MANAGER
Darin Atteberry
CHIEF JUDGE
Kathleen Lane
DEPUTY
CITY MANAGER
Jeff Mihelich
BOARDS & COMMISSIONS
Wade Troxell - Mayor
Kristin Stephens - District 4
(Mayor Pro Tem)
Susan Gutowsky - District 1
Julie Pignataro - District 2
Ken Summers - District 3
Ross Cunniff - District 5
Emily Gorgol - District 6
2.2
Packet Pg. 56
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
& Businesses)
CONSULT/INVOLVE COLLABORATE
INFORM CONSULT/INVOLVE COLLABORATE
PUBLIC ENGAGEMENT
RELATIONSHIP
E
M
P
O
W
E
R
E
M
P
O
W
E
R
PUBLIC ENGAGEMENT
INCREASING IMPACT OR PERCEPTION OF IMPACT ON PUBLIC
SPECTRUM
UNDERSTANDING THE SPECTRUM
PE1 PE2 PE3 PE4 PE5
Public engagement is not always a linear process and communicators should feel empowered to move between levels as needed.
INFORM
City of
Fort Collins
Community
(Residents
& Businesses)
CONSULT/INVOLVE COLLABORATE
INFORM CONSULT/INVOLVE COLLABORATE
PUBLIC ENGAGEMENT
RELATIONSHIP
E
M
P
O
W
E
R
E
M
P
O
W
E
R
2.2
Packet Pg. 55
Attachment: Strategic Communications Plan (9355 : Reimagining Community Engagement)
you need a survey, what is the
purpose of the questions, and
how the results will be used
Coffee Klatches – Kitchen Table Meetings
Small meetings within a
neighborhood usually at
someone’s home or welcoming
communal space
Be sure to be extra polite,
appreciative, and supportive
Relaxed setting is conducive to
open dialogue
Maximizes two-way
communication
Often need existing
relationships and trust
to organize
Fairs and Events
Central event with multiple
activities to provide project
information and raise
awareness
All issues – large and small –
must be considered
Make sure adequate resources
are available
Think about the thought
process and interest of your
stakeholders – what would
make them picture themselves
at your event
Focuses public attention on
one element
Conducive to media coverage
Allows for different levels of
information sharing
Good opportunity for interactive
activities
Public must be motivated
to attend
Can be expensive
Can quickly lose a crowd
if not done well
Study Circles
A highly participatory process
for involving numerous small
groups in making a difference
in their communities
Work best if multiple groups
work at the same time in
different locations and then
come together to share
Structured around an actual
study guide
Large numbers of people
are involved without having
them all meet at the same
time and place
A diverse group of people
agrees on opportunities for
action to create social change
Allows for strategic discussion
of targeted information
Participants may find that the
results are hard to assess or
feel that the process didn’t
lead to concrete action
May be difficult to get
segments of the community
to commit
2.1
Packet Pg. 43
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
and how responses are being
incorporated
Can also address why some
ideas would not work
Can be time consuming to
stay on top of comments and
keep stakeholders up to date,
especially if there is a large
audience or social media
comments are included
Television – Cable 14
Television programming and
video creation to be shared
through television and online
platforms such as YouTube
Video creation and recording is
openly available to you through
Cable 14 but must be paid for
by your department or project
Video is the fastest growing
method of information – the
brain interprets images much
more quickly than it does text
Capability to access is video
through mobiles has made it
even more effective
Our team at Cable 14 is
creative and highly experienced
Can be used in multiple areas
and reach several stakeholder
groups at once
Many people will take the time
to watch rather than read
Provides opportunity for
positive media coverage at
ground breakings and other
significant events
Difficult to gauge impact
on audience
Needs several layers of
involvement and planning
Cable 14 is available but their
schedule often fills quickly,
be sure to reach out well in
advance if you plan to use
their services
Community Facilitators
Use qualified individuals in
local community organizations
to conduct project outreach
Define roles, responsibilities,
and limitations up front
Select and train facilitators
carefully
Promotes community-based
involvement and co-creation
Capitalizes on existing
networks and relationships
Enhances project credibility
Can be difficult to control
information flow
Extra effort is needed to
maintain expectations
Interviews
One-to-one meetings
with stakeholders to gain
information for developing or
refining public participation
and consensus-building
programs
Conduct in person when
possible, particularly useful
when considering candidates
for committees
Plan your questions well
Provide in-depth and
personalized information in a
non-threatening environment
Build deeper relationships and
gives interviewees a sense of
empowerment
Can be time consuming and
difficult to schedule multiple
interviews
Extra efforts needed to
accurately record conversations
and thoughts
Charrettes
Intensive session where
participants design project
features
Best used to foster creative
ideas
Be clear about how results will
be used
Promotes co-creation and
problem solving
Opportunity for innovation and
pilot projects
Participants may not be seen
as representative by larger
public — don’t assume their
opinion is representative of
entire group
2.1
Packet Pg. 42
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
Expert Panels
Public meeting designed in
“Meet the Press” format
Panel of media or
communications staff
interviews experts from
different perspectives
Can be conducted by a neutral
moderator and include the
option for the community to
submit questions beforehand
Agree on ground rules
beforehand
Be clear about the topics that
will be discussed
Choose your “experts” wisely
– Can they answer a variety of
questions? Are they comfortable
with public speaking?
Be sure questions are unbiased
and include difficult topics
Encourages education to
a diverse audience and
potentially the media that will
cover the story
Presents opportunity
for balanced discussion
of key issues
Provides opportunity to display
the facts, showcase the
complexities of an issue, and
dispel scientific misinformation
Requires substantial
preparation and organization
May enhance public
concerns by increasing
visibility of issues
Success easily affected by
participating parties
Engagement Toolbox:
15 Participation Techniques
2.1
Packet Pg. 41
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
that have been heard. An issues summary and/
or frequently asked questions (FAQ) sheet may be
useful. Describe how input will be communicated
and presented to the decision makers. This is often
accomplished through staff reports or memos, but
other methods may be used as well.
Depending on the amount of public input received,
you may need to summarize it for decision makers
in a way that provides a succinct report while
preserving the intent of individual comments. General
categorization of individual comments is an effective
way to communicate results. If community groups
provide unified opinions, write a brief explanation
of the individuals who participated in forming that
opinion including the number of people who were
present. This will help decision makers gain an
understanding of the strength and representation of
a group’s opinion.
2.1
Packet Pg. 31
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
reassure community members that opinions will be
considered as decisions are made.
Second, determine how verbal input
will be recorded.
You may receive phone calls and attend meetings
where members of the public voice their opinions.
Generally, in government business, only items
in writing and verbal comments during formal
meetings and public hearings are considered
“official” but project managers are encouraged
to be flexible in receiving verbal input in addition
to those formal methods.
2.1
Packet Pg. 30
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
neighborhood organization fully represents all of the
interests of the community at large. You should practice
diversity when choosing tools and doing outreach.
Creating an External Timeline
A timeline is a valuable tool both for planning an
effective public engagement process and for educating
the public on the overall project process. Share the
timeline with the community early in the process to
avoid complaints about being “left out of the loop.”
Develop a one-page timeline for the public:
• Outline the “who, what, when, where, why, and
how” of the overall process.
• List dates related to formal decision-making
processes and deadlines related to the project.
• Work backward from target dates for final decisions
to determine how much time the public engagement
effort will require.
• Include brief descriptions of each item that can
be easily understood by the public.
• Define any technical terms or use alternative
simple, lay language.
• Share the draft timeline with other staff members
for feedback on the process and the clarity.
• Keep electronic versions of information up-to-
date and provide important changes in schedule
or issues.
• Include the timeline in the Public Engagement
Plan and, after the project is finished, the Public
Engagement Summary to be provided to City
Council (Samples of a project timeline and a Public
Engagement Summary are located in the Appendix
of this guide.)
2.1
Packet Pg. 29
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
Packet Pg. 28
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
7. Asking purposeful questions is an understated
art form. Facilitators are allowed an outside
perspective, which should be used to see who
ISN’T speaking and what’s NOT being said. Where
are the gaps in the conversation?
a. Consider: If the group is stuck on a seemingly
impossible resolution ask, “What would we
need to make that happen?” instead of telling
the group that isn’t an option.
b. Try: Empowering, open ended questions that
show you value their opinion, such as, “You
have a great deal of experience in XXX. What
do you think?”
c. Try: Summarizing thoughts and issues
by saying, “I’m hearing that the group is
concerned that …”
2.1
Packet Pg. 27
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
Packet Pg. 25
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
may be difficult for people with less education or
from another generation?
• Is there a history of mistrust or neglect?
• Is the event held in an ADA compliant location?
• Are informational sessions held at a variety of
times to accommodate people with alternative
work schedules?
• Would it be appropriate for children to accompany
a parent to the event if child care is an issue for a
single parent?
Should childcare be provided? The City is working
to create partnerships to assist with this. Contact
Annie Bierbower for details.
2.1
Packet Pg. 22
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
or included.
How to Create a List of Stakeholders:
2.1
Packet Pg. 21
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
Long-term, far-reaching effects
Multiple jurisdictions
Parties willing to meet, discuss
(vs. referendum, court, etc.)
Recommendation likely to be followed
by decision makers
MAY NOT BE BEST
OPTION WHEN …
Unclear or competing jurisdictions
Policy matters with unclear effects
Strong controversy or polarized parties
Public input will have no effect
Need for two-way dialogue
Intensive input will not satisfy need of public to
influence the decision
Time and/or budget constraints
Too expensive for amount of controversy
No negotiating room
Other groups or individuals may intercede to
invalidate any forthcoming proposals
Key parties unwilling to meet
POTENTIAL TOOLS
& TECHNIQUES
Fact sheets
- FAQs
Public comment (via web, in writing, hearings)
Newsletter
Media releases and events
Informal surveys
Presentations to civic groups, B&Cs, HOAs,
at Open Houses, etc.
Workshops, charrettes
Stakeholder meetings
Focus groups
Techniques from Inform and Consult
Citizen advisory committee
Participatory decision-making
Consensus-building
CITIZEN ROLE
Citizen Role: Residents engage to be informed and
to influence
Citizen Role: Residents engage to advocate and to
help frame issues
- Residents engage to understand technical
issues and how to effectively advocate
- Residents engage to help define problem and
find solutions
Citizen Role: Residents are collaborators
- Residents engage to identify different
stakeholder interests
- Residents engage to make informed decisions
and forge effective compromises
INFORM & CONSULT INVOLVE COLLABORATE
Adapted from IAP2
2.1
Packet Pg. 19
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
• Engagement strategy must be considered during
the initial stage of project planning.
• Input (if part of outreach) should be open during
the planning stages to allow it the chance to help
inform and/or influence decisions.
Public Engagement
is a Dialogue,
Not a Presentation
• The City and public both speak and listen
• Ideas are shared and discussed
• There is a flow of information, insights,
and opinions
• Additional resources are available and
conversation can continue
Getting Started
2.1
Packet Pg. 18
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
citynet.fcgov.com/cpio/projectmanagement.php
2.1
Packet Pg. 17
Attachment: Public Engagement Guide (9355 : Reimagining Community Engagement)
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DAVID FINKELSTEIN
WORK EXPERIENCE