HomeMy WebLinkAboutMemo - Mail Packet - 04/08/2025 - Memorandum from Davina Lau re 2025 Work PlansCity Clerk’s Office
300 LaPorte Avenue
PO Box 580
Fort Collins, CO 80522
970-221-6515
boardsandcommissions@fcgov.com
1
MEMORANDUM
Date: March 27, 2025
To: Mayor and City Councilmembers
Through: Kelly DiMartino, City Manager
Rupa Venkatesh, Assistant City Manager
Delynn Coldiron, City Clerk
From: Davina Lau, Public Engagement Specialist
Subject: 2025 Work Plans
BOTTOM LINE
The purpose of this memorandum is to provide the Mayor and City Councilmembers with the
2025 Work Plans for Boards and Commissions.
WORK PLANS INCLUDED
• Affordable Housing Board
• Active Modes Advisory Board
• Art in Public Places Board
• Air Quality Advisory Board
• Building Review Commission
• Citizen Review Board
• Cultural Resources Board
• Disability Advisory Board
• Economic Advisory Board
• Energy Board
• Historic Preservation Commission
• Human Relations Commission
• Human Services and Housing Funding Board
• Land Conservation and Stewardship Board
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• Land Use Review Commission
• Natural Resources Advisory Board
• Parks and Recreation Board
• Planning and Zoning Commission
• Senior Advisory Board
• Transportation Board
• Water Commission
• Women and Gender Equity Advisory Board
• Youth Advisory Board
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City of Fort Collins
AFFORDABLE HOUSING BOARD
2025 Work Plan
The Affordable Housing Board (AHB) will make recommendations to the Council on
policy and programing to guide the City’s efforts to reach the goals of the Housing
Strategic Plan in addition to assisting with the implementation of the Housing Strategic
Plan.
Demand for affordable housing continues to outpace supply in the City. The AHB will
focus its efforts on increasing and preserving the City’s affordable housing inventory
and providing support to consumers of affordable housing by taking the following
actions:
• Promote implementation of the 26 strategies contained in the Housing Strategic
Plan including those incorporated from the 2015-2019 Affordable Housing
Strategic Plan:
o Strategy 4.1 – Increase the Inventory of Affordable Rental Units
o Strategy 4.2 – Preserve the Long-term Affordability and Physical Condition
of Exiting Stock of Housing
o Strategy 4.3 – Increase Housing and Supportive Services for People with
Special Needs
o Strategy 4.4 – Support opportunities to obtain and sustain affordable
homeownership
o Strategy 4.5 – Refine development incentives and expand funding sources
and partnerships
• Participate in/collaborate with other committees and workgroups convened by the
City Council, staff, board members or citizens, in order to advocate and educate
on issues related to affordable housing.
• Work with City staff and stakeholders in providing input on implementing the
updated Housing Strategic Plan to preserve and increase housing options across
the spectrum, meeting the needs of all Fort Collins residents. The Board will
continue to prioritize funding for residents making no more than 80% AMI while
encouraging more housing options for all City residents. For rental housing, the
Board will prioritize funding for residents making no more than 60% AMI.
• Work with staff on implementation of City Plan, as it relates to housing, to ensure
and increase affordable housing options will meet the needs of all Fort Collins
residents through the City’s long-term planning horizon.
• Continue to play a critical role in the Competitive Process by reviewing all
affordable housing proposals and meeting with the Human Services and Housing
Funding Board (HSHFB) to discuss specific proposals and share priority rankings
with them and the City Council.
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• Continue to work with staff to review and evaluate the effectiveness of the City’s
current incentives to developers to produce affordable housing units, and
recommend modifications, new incentives, and building code revisions (including
increasing capacity and considering zoning) to City Council. Also continuing to
work with staff to provide input on Land Use regulations update.
• Continue investigating incentives to preserve the current available stock of
affordable housing including consultations with staff and the Neighborhood
Services Department on mobile home parks..
• Assist staff in reviewing the Land Bank program’s implementation and potentially
recommend changes to improve the program.
• Review proposed policy, regulations, and code provisions regarding development
(e.g., Metro Districts, development fees, density) to provide input to the City
Council on the impact of these issues on housing affordability.
• Research and educate City Council, the general public, and others on issues
affecting affordable housing and on the potential for additional and current funding
sources for the City’s various affordable housing funds to provide financial
resources to affordable housing programs and projects.
• Stay informed and advise staff and Council when considering whether the City
should impose an affordable housing impact fee and/or inclusionary zoning or
other dedicated on-going source of revenue.
• Advocate for the need for housing affordability for the entire spectrum of wage
earners in our community, specifically:
o Engage with City Council through written and oral communication
o Attend other public meetings including visiting with other City Boards and
Commissions to stress the important relationship between economic,
environmental, and social vitality
o Use triple bottom line values as applied to affordable housing policy,
regulation, facilitation, and funding
o Seek additional understanding as to how people of color, disabled and
other under-represented populations are negatively affected by local
systems, policies and assumptions, in their efforts to attain appropriate
housing .
• AHB members may attend City Council meetings and address Council on matters
pertaining to housing. A detailed discussion with the Board’s Council liaison is
planned quarterly.
• Work in the following committees to further the Board’s work:
o Knowledge Repository;
o Outreach, Education and Partnerships;
o Council and Local Legislative Support; and
o Diversity, Equity & Inclusion in Affordable Housing.
• Monitor the community’s efforts to end homelessness.
• Monitor the community’s efforts to make home ownership achievable.
• Schedule a Board retreat.
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• Be informed by staff of all requests for certification of affordable housing projects.
• At least quarterly, review the Board’s Work Plan to assure the AHB work is
accomplished.
• Board members will consider liaison positions to other boards and commissions,
as possible, including but not limited to:
o Planning and Zoning Commission
o Board of Realtors
o Economic Advisory Board
o Transportation Board
o Human Relations Commission
o Disability Advisory Board
o Senior Advisory Board
o Human Services and Housing Funding Board
o Urban Renewal Authority
o Associated Students of Colorado State University
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Work Plan
City of Fort Collins
Active Modes Advisory Board
2025 Work Plan
Purpose
The purpose of the Active Modes Advisory Board (AMAB) is to address issues related to
active modes of transportation and to seek guidance from active modes-focused
stakeholders to achieve the City’s climate, mode shift, safety, and equity goals. Active
modes of transportation include walking, biking, micromobility (such as scooters and
skateboards), and wheelchair use. Active modes may also include human-powered and
small electric devices.
Objectives
1. Work Plan Development: Create and approve 2026 work plan as appropriate.
A. Conduct annual review of AMAB Work Plan, Objectives, and operational
procedures.
2. Boards and Commissions Coordination:
A. Share active modes information with other city Boards, as part of their Public
Participation at regular Board meetings. Unless there is a prior vote by the AMAB,
each AMAB member should state they are not representing the AMAB in this
meeting.
B. Hold collaborative meetings with other City Boards when appropriate.
3. City of Fort Collins Support: Advise City Council and Staff in the following areas by
reviewing progress and providing feedback as needed. Encourage the inclusion of active
modes for these areas.
A. City plans and studies such as the Active Modes Plan, Pedestrian Needs
Assessment, 15-minute City Analysis, Vision Zero Action Plan, Strategic Trails Plan,
Our Climate Future, Shift Your Ride Travel Options Plan, Transportation Master
Plan, and Master Street Plan. Leverage these plans in advising City Council and
Staff on Active Modes.
B. City active modes programs such as Safe Routes to School, adult education and
outreach, shared micro mobility, asphalt art, neighborhood traffic mitigation, traffic
safety education and enforcement, and the Shift Your Ride Travel Options program.
C. City departments and programs such as (but not limited to) capital projects, street
improvements, trails, traffic signal projects, parking facilities, parks, and recreation
programs.
4. Community Coordination: Consult with other organizations that have a role in supporting
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active modes of transportation in Fort Collins such as the Colorado Department of
Transportation, North Front Range Metropolitan Planning Organization, Larimer County,
Colorado State University, Poudre School District, Downtown Development Authority, and
active-modes advocacy organizations such as Bike Fort Collins, the FC Bike Co-Op,
Overland Mountain Bike Association, Launch, and others as appropriate.
A. The AMAB will be a resource to hear residents’ opinions regarding active modes of
transportation. As a voice for the community, these needs, issues, and concerns
should be communicated to City of Fort Collins staff and Council by the AMAB.
5. Policy Opportunities: Define AMAB priorities and action items as needed, or on an
annual basis. For example:
A. Review progress and provide support for the 50% mode share goal as part of the
Active Modes Plan.
B. Provide support for the Vision Zero program through participation and integration
with city plans.
C. Promote equitable community wide access for all active modes of transportation in
support of the Active Modes Plan, giving consideration to related council priorities,
such as safe routes to schools, as determined by the board.
D. Support recreational facilities and infrastructure for active modes to help community
members, including youth and historically excluded groups, develop skills and
confidence, and build a culture of support for utilizing active modes to achieve mode
share goals.
E. Consider innovative ways to draw visitor and community member attention to the
City's focus on and prioritization of active modes that help define community
expectations in support of safety and access for everyone.
6. Experiential Opportunities: Facilitate tours and site visits for the AMAB to experience the
active modes system as a group and on an individual level.
A. AMAB members should be a conduit for community feedback through data-informed
recommendations and experiential learning.
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Work Plan
City of Fort Collins
ART IN PUBLIC PLACES BOARD
2025 Work Plan
Purpose:
The City recognizes that art is vitally important to the quality of life in the community.
Art in Public Places (APP) program is intended to:
Encourage and enhance artistic expression and appreciation.
Add value to the Fort Collins community through acquiring, exhibiting, and maintaining public art.
Goals:
The principal goals of the APP program are to:
1) Enrich the public environment for both residents and visitors through the visual arts.
2) Increase public access to works of art.
3) Promote understanding and awareness of the visual arts in the public environment.
4) Promote a variety of artistic expression in the community.
5) Contribute to the community’s civic pride in its cultural diversity.
The APP artist collaborates with the project design team early in the process to integrate the
art concepts with the project goals. This collaborative approach is a model for public art
programs across the country.
Artist Gale Whitman worked with students at Kinard Core Knowledge Middle School
to design paint a Transformer Cabinet Mural featuring pollinators. The program
started in 2004 as a collaboration between Art in Public Places and Utilities Light and
Power. Serving as a graffiti abatement program, the murals help lower maintenance
costs while adding bright colorful art in unexpected places.
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fcgov.com/artspublic
@focoart
APP Board and Program in 2025:
The APP Program will celebrate its 30th Anniversary in 2025
Support equity and inclusion practices in APP projects and outreach.
Advise City Council on projects and programs relating to public art, design, education, aesthetics,
and APP funding.
Review and make recommendations to City Council on all APP projects and art donations to the
City.
Generate ways to promote and market APP.
Further develop an APP database.
Share best practices with other local and national agencies on the APP processes and projects.
Support the implementation of the FoCo Creates: Arts and Culture Master Plan:
a. (1.1D) Assess the location of public art installations; research opportunities to place public
art in underserved locations.
b. (1.3D) Promote the opportunity to serve on the Art in Public Places Board with the goal of
having the Board reflect the community.
a. (3.2E) APP Program assessing expanded opportunities including temporary art
installations, neighborhood partnerships, and the creation of major gateway artworks.
b. (3.2F) Research opportunities to increase funding for public art including a percent for art
increase, public-private partnerships, and private development incentives.
Current Projects:
APP is currently working on about twenty projects, including annual projects. These projects are
usually developed in conjunction with a larger capital construction project, so the art project timeline
coincides with the construction timeline. All these projects have an artist working with the city project
design team to develop concepts that meet the overall goals of the capital project.
Annual Projects:
APP has several projects that happen every year. These include Artist Consultant List, Pedestrian
Pavers, Pianos About Town, and Transformer Cabinet Murals.
Upcoming Projects:
APP will be partnering with City capital projects in 2025, including art projects that add to the
community and neighborhood livability, are placed along transportation corridors, and support Fort
Collins’ environmental health, and create new community partners. Upcoming projects include Oak
Street Stormwater Improvements, Power Trail and Harmony Crossing, Schoolside Park, and West
Elizabeth Bus Rapid Transit (BRT) Corridor.
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artspublic
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Work Plan
City of Fort Collins
Air Quality Advisory Board
2025 Work Plan
The Air Quality Advisory Board’s (AQAB’s) primary purpose is to advise the Fort Collins
City Council on policies, plans, programs, and ordinances that impact the City’s air quality.
The structure, functions, and requirements for Board and Commissions are described in
Article III of Chapter 2 of the City Code. A more detailed statement of the Board’s purpose
and function is available in Section 2-103.
The AQAB may also coordinate with and advise other City boards, City staff, and regional
authorities on air quality issues. When appropriate, the AQAB will advise City Council on
any opportunities that may arise for the City to participate in and influence air-quality-
related decisions affecting Fort Collins but falling under the jurisdiction of county, regional,
state or national air quality authorities. Regional issues of particular importance include:
Ozone mitigation
Air quality monitoring (e.g., ozone precursors, methane, air toxics, particulate
matter)
Climate change mitigation and adaptation
State legislation and regulations
Emissions from oil and gas operations
Expected AQAB Work Plan Tasks for 2025:
Provide input to City staff and advise City Council on policies and programs related
to the Our Climate Future plan's goals and implementation, including its greenhouse
gas mitigation, zero waste and renewable energy goals for 2026, 2030 and 2050,
and its environmental justice and climate resiliency initiatives.
Support City staff and develop recommendations to improve indoor air quality,
especially through enhancements to the City's Healthy Homes Program. This could
include:
o expanded testing and mitigation for radon;
o reducing the use of natural gas for heating, hot water, and cooking; and
o eliminating exposure to emissions of harmful chemicals commonly found in
household products.
Provide recommendations to City Council and staff regarding programs that impact
outdoor and/or indoor air quality, such as:
o Building Performance Standards and building electrification;
o mitigating the effects of wildfire smoke through safety and preparedness;
o update of 2019 Air Quality Plan;
o investigating regulatory approaches to promote the electrification of lawn and
garden equipment; and
o protecting, managing, and enhancing the City's urban forest.
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Support City goals for improvement of outdoor air quality and greenhouse gas
reduction due to energy generation by reviewing current and proposed operations at
Platte River Power Authority (PRPA) and supporting operations that align with
City/Council priorities.
Advise on ways to reduce air pollution from the City’s transportation systems.
Examine ways for the City to improve public outreach and education to better inform
the public about air quality conditions and their health impacts, grow public support
for air quality improvement programs and incentivize behavior change that improves
indoor and outdoor air quality and public health.
Advise City Council on midcycle budget offers related to air quality and climate
change.
Maintain connection with the Air Quality Monitoring Advisory Committee.
Advocate on behalf of vulnerable populations to protect against the health impacts
of air pollution.
Address unanticipated air quality issues and respond to requests from City Council
for advice on any air quality relevant topics.
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CITY OF FORT COLLINS
300 Laport Avenue
P.O. Box 580
Fort Collins, CO 80522
CITIZEN REVIEW BOARD (970) 416-2707 crb@fcgov.com
November 13, 2024
Citizen Review Board
2025 Work Plan
Goals
• Assure appropriate review of Police Services Internal Affairs investigations through
subcommittee process. Meet all required timelines, including those for Subcommittee
Meetings, Decision Memos and Subcommittee Minutes.
• Chair and/or Vice-Chair will regularly monitor the Citizen Review Board voicemail and
email. They will also handle or forward any issues raised promptly and appropriately as
dictated by the nature of the communication.
• Recognize and pursue opportunities to liaise with other appropriate Boards and
Commissions, such as the Human Relations Commission, as well as other community
agencies whose purpose encompasses similar or parallel missions, such as Crime-
Stoppers.
• Arrange and provide appropriate training modules for new and existing Board Members
throughout the year. Identify, prioritize and schedule training for any additional noted
opportunities.
Training
• New Member Orientation
o Trainer: Chair/Vice-Chair, City Attorney staff, Internal Affairs (if needed)
• Mock Subcommittee Training
o Trainer: CRB member and City Attorney staff (if needed)
• Internal Affairs Process
o Trainer: FCPS Professional Standards Unit
• Mental Health Co-Responder and Development Disabilities Tactics
o Trainer: Mental Health Response Team
• Firearms/SWAT/Less Lethal and Defensive Tactics
o Trainer: FCPS Staff
• Ride-a-long or Sit-a-long (after hours)
o Trainer: FCPS Staff
• CIRT
o Trainer: TBD
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Additional Training Options (as time allows and dictated by need)
• Use of Force Simulation
o Trainer: FCPS Staff
• Homeless Issues Update
o Trainer: TBD
• Police K9
o Trainer: FCPS Staff
• Domestic Violence
o Trainer: FCPS Staff
• Parole/Probation or Alternative Sentencing
o Trainer: TBD
• Divisional Round Table
o Five minute briefs on specialized divisions, ex. School Resource Officer,
Neighborhood Engagement Team
• Accreditation Training and Policy Process Overview
o Trainer: FCPS Staff
• Specialized Drug Task Force
o Trainer: TBD
• District Attorney or Public Defender Office
o Trainer: TBD
• Polygraph Training
o Trainer: FCPS Staff
• Any additional outside training relevant to the board
o Trainer: TBD
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Cultural Resources Board
215 N. Mason St
Fort Collins, CO 80522
970.416.4225
Cultural Resources Board
2025 Work Plan
Duties & Function of the Board
The duties and functions of the Board are:
1. To advise and make recommendations to the Director of Cultural Services and Facilities and the City
Council for their approval as to rules, regulations, policies, administrative and budgetary matters
pertaining to the Cultural Services Department programs, services, and facilities and any other
cultural facility constructed or operated by th e City.
2. To review proposals for funding from the Cultural Development and Programming Account and the
Tourism Programming Account, following established and published guidelines, and to submit
recommendations regarding such proposals to the City Council to be approved by the Council by
resolution.
3. To advise and make recommendations to the City Manager regarding any proposed revisions to the
guidelines used by the Cultural Resources Board to make the funding recommendations referred to in
Paragraph (2) above .
4. To assist, advise and make recommendations to the Director of Cultural Services and Facilities and
the City Council on arts and culture related matters and regarding opportunities to promote
awareness, understanding, and appreciation for, the value of cultural resources in the community.
Work Plan Priorities
1. Ensure the integrity of the Fort Fund Grant Program process .
• Continue supporting the implementation of the newly adopted Fort Fund Guidelines (2024
implementation), making minor adjustments to the application process to better align with the grant
guidelines.
• Explore opportunities to foster awareness of the Fort Fund Grant Program throughout the
community.
• Participate in the application review process thoroughly, including reading all grant material and
practice objective scoring and deliberation. Participate in the following funding sessions:
o Funding Session 1 (Special Event Grant) - January
o Funding Session 2 (Program Support Grant) - April
o Funding Session 3 (Special Event Grant) - June
o Funding Session 4 (Program Support Grant) – September
o Funding Session 5 (Cross-Sector Impact Grant) - November
• As a Board liaison, attend Fort Fund Grantee events as a liaison of the Board and the City of Fort Collins.
2. Support, advocate and promote Fort Collins arts and cultural events and activities.
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• Work with City staff to create opportunities for Fort Fund grantees to participate in capacity -building
events in collaboration with partners, aligned with available resources and budget allowances .
• Collaborate with Visit Fort Collins to support marketing and cultural tourism strategies that promote
City programs and events, Fort Fund recipient activities, and arts, cultural, and tourism opportunities
throughout the community.
3. Support the implementation of the FoCo Create s Arts and Culture Master Plan.
• With the City Council adoption of the City’s Arts and Culture Master Plan in 2019, support the
implementation of the goals and corresponding strategies and action items related to the Cultural
Resources Board and Fort Fund .
• Specific to the Plan, the board will support a community engagement process. The Board will also work
on and advise staff on the following Plan strategies and actions:
o IE 1.3 Foster inclusion and equity within the City’s Fort Fund grant program and within the
Cultural Resources Board and Art in Public Places Board.
o IE 1.3d Promote the opportunity to serve on the Cultural Resources Board and the Art in Public
Places Board with the goal of having the Boards reflect the broad community.
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Work Plan
City of Fort Collins
Disability Advisory Board
2025 Work Plan
Goal: Affordable housing in our community is accessible for individuals with disabilities
Possible Actions:
Building permit process learning & influence
- Ask Building Services to explain permit process to DAB (Susan Beck-Ferkiss,
Brad, Clay Frickey)
- Where are push points? Where can DAB inform/direct permit process?
- Incentives to build/retrofit accessible housing
- Accountability for retrofit
DAB better understand programming for housing
- Section 8
- Housing Catalyst
- Neighbor to Neighbor
- How might housing be reserved for individuals with disabilities?
Goal: Revise work of DAB
Goal: Dial-a-ride serves all in our community who are qualified
Possible Actions:
- Advocate for service area expansion
- Advocate for increasing fixed routes vs. only Dial-a-Ride
Goal: Connect with City programs/initiatives for DAB input (instead of City programs/initiatives
reporting out to DAB)
Possible Actions:
- Identify programs and services that DAB wants more information about
- Subcommittees connect with Departments
- Give information to DAB before the meeting so that DAB can be informed and
ask questions
- DAB ask for specific information from City Departments along with meeting invite
Goal: Recognize community excellence with inclusion with award ceremony
Possible Actions:
- Partner with HRC to host
Goals identified, not prioritized:
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Goal: Transition from high school to independent living is seamless for individuals with
disabilities in our community.
Goal: Significantly increase job placements in our community for those with disabilities.
Goal: Increase accessibility of public thoroughfares
Possible Actions:
- Audible crosswalks
- Influence funding direction for public thoroughfare improvements
Goal: Quarterly education opportunities
Goal: Ensure all with disabilities are aware of emergency alert system
DRAFT Work Plan by Quarter
Goal: Affordable housing in our community is accessible for individuals with disabilities
Neighborhood & Community Vitality
Q1 2025
DAB learn more about City of Fort Collins building permit process
- Identify specific questions for Building Services to address with DAB
- Subcommittee connect and network with City of Fort Collins Building Services
- Invite Building Services to present to DAB
DAB better understand programming for housing
- Section 8
- Housing Catalyst
- Neighbor to Neighbor
- How might housing be reserved for individuals with disabilities?
DAB identify specific barriers that are preventing individuals with disabilities accessing affordable housing
DAB advocate for changes to barriers for accessible, affordable housing
Reflect on goal, actions, outcomes to measure progress toward goal
Celebrate success
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Work Plan
City of Fort Collins
Economic Advisory Board (EAB) 2025 Work Plan
Duties and Functions of the Board I am pleased to present the work plan for the City of Fort Collins Economic Advisory Board (EAB) for the coming year. The EAB provides recommendations to the City Council and City staff, drawing on its members' specialized knowledge and expertise. These recommendations, which reflect the formal opinions of the advisory board, pertain to topics and items included in the board's approved work plans. These may include: 1. Advising on matters pertaining to the economic health and sustainability of the City, including, but not limited to: a. External events and trends that may affect the local economy. b. Short-term and Long-term opportunities or threats to the local economy. c. Enhancing the City's competitive position in relation to other communities. And d. Partnering with other public and private entities. 2. Recommending programs and strategies that may enhance the economic health and sustainability of the City; 3. Coordinating efforts with other City boards and commissions whose actions may affect the economic health and sustainability of the City; and 4. Advising on existing or proposed policies, practices or regulations of the City that may affect the local economy.
Priority Work Plan Topics for 2025 The EAB has meticulously chosen a set of essential topics that will steer our initiatives in 2025, aimed at encouragement economic health, sustainability, and prosperity within our community. These topics embody our dedication to fostering innovation, inclusivity, equity, environmental sustainability, and resilience in the local economy. We are enthusiastic about partnering with stakeholders, experts, and community members to tackle these significant issues. Together, we eagerly anticipate shaping a dynamic economic landscape for Fort Collins in the coming year.
er
Aligne
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Initiativ
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(Impact
Strategic Plan
Implementation • Milestones, including stakeholder engagement interview.
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Climate and
Circular Economy •
• Responding to new programs related to Climate Action Plan.
• Adopting and promoting practices to equally benefit businesses, society, and the environment.
• Actively monitor water policies and pricing for Fort Collins Utilities
• Actively monitor the future of Platte River Power Authority and it’s goals
Regionalism &
Industry Cluster
Study • Regional Economic Development Initiative to understand how the EAB can support and facilitate this work.
East Mulberry and
North College
Corridor
X X X • Actively monitor and provide feedback and advice as required.
Land Use Code
Phase 2
X X X • Identifying pros and cons of the new Land Use Code. And, providing recommendations as required.
Building
Performance
Standards
X X X • Actively monitor and provide feedback and advice as required.
CO-WY NSF
Engines Grant
X X X • Actively monitor and provide feedback and advice as required.
EAB Strategic Priorities As the EAB evaluates and provides input on the priority work topics mentioned above, we will leverage our expertise to assess how the following factors might influence or be influenced by Council and development decisions:
Wellbeing, equity, and sustainability goals as outlined in the City’s various strategic plans,
Opportunities and risks for local businesses,
Alignment with the broader economic goals and policies of the State of Colorado, and
The relevance of State and Federal incentive programs. Furthermore, we acknowledge that economics is an interconnected system within the City of Fort Collins, necessitating increased efforts to bridge departmental and City Board silos. We are committed to making this a focal point of our discussions and will seek ways to enhance collaboration with other City Boards, City Staff, and Councilmembers.
Relationship of Work Plan Topics to City Council Agenda and Priorities
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The EAB will regularly review the City Council planning agenda and adjust its priorities as necessary. Additionally, we welcome direct input and guidance from the City Council regarding the topics listed above and other matters that may affect the City’s economic health. In summary, the City of Fort Collins Economic Advisory Board (EAB) is poised to embark on a year filled with action and purpose. With our selected topics leading the way, we are committed to driving economic growth, sustainability, and innovation in our community. Together, we will strive to make Fort Collins a vibrant center of opportunity and prosperity for everyone.
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ENERGY BOARD
2025 Work Plan
2025 WORK PLAN
Page 1
DUTIES & FUNCTIONS (Sec. 2-106)
The duties and functions of the Board shall be:
1. To advise the City Council and staff regarding the development and implementation of the Our Climate
Future Plan (OCF) including tracking of the staff developed Council Action Roadmap for OCF;
2. To advise the City Council and staff in developing City policies that encourage the incorporation of energy
conservation and efficiency, carbon emissions reduction and renewable energy into the development and
provision of City utility services, the design and construction of City transportation projects, and the way in
which the City impacts the overall built environment within the community;
3. To advise the City Council and staff regarding the alignment of energy programs and policies with City,
ratepayer and community values and service delivery expectations;
4. To advise the City Council and staff regarding the recommendations for improvements to City energy
systems;
5. To coordinate with other City boards and commissions regarding energy issues;
6. To advise the City Council and staff regarding budgetary, rate-making and operational matters related to
the electric utility; and
7. To annually review and provide advice to City Council and staff on the City's Legislative Policy Agenda
regarding energy and energy-related carbon issues; and
8. To perform such other duties and functions and have such other powers as may be provided by ordinance
of the City Council.
WORK PLAN
Climate Emergency
City Council has established the "Climate Emergency" as a priority. The use of this term implies the
utmost importance and of highest urgency. The Energy Board agrees with this language and aims to
advise Council on its implications: namely that Climate Action should guide all Council decisions and
that all City actions, in particular the budget, should be viewed through the lens of impact on our region's
Greenhouse Gas Emissions. Council should at the same time be focusing resources to increase
community resilience to changes that will occur, regardless of meeting greenhouse gas emission goals.
The resilience preparations should include energy generation and transmission, water supply, and
critical infrastructure. – Functions (1-8)
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Implementing Our Climate Future (OCF)
The Energy Board desires City Staff to develop plans that the Board could recommend to City Council,
to:
9. Support Utilities acceleration of energy programs for efficiency, conservation, demand response,
distributed generation and storage. Programs should increasingly focus on carbon emission mitigation,
load shaping and grid flexibility while simplifying the customer experience. Ensure that opportunities span
residential and commercial segments for both existing buildings and new construction. – Functions (1, 2,
3)
10. Improve energy access support for low-income and historically underrepresented groups in the City
through programs, including promoting increased customer participation, support levels, and pursuit of
program longevity for the Income Qualified Assistance Program. – Function (4)
11. Support staff and Council with the implementation of strategies articulated in the City Council OCF Action
Roadmap (October 2022 and as updated), including emissions related to transportation and the built
environment. – Function (2)
12. Address the impact of land-use policies on energy consumption and production including an examination
of metro districts as well as the feasibility of energy districts. – Function (3)
13. Promote effective handling of variable and distributed sources and loads with the ongoing evolution of the
Light & Power distribution system. This includes customer load flexibility, advanced distribution system
management, and future energy market coordination. – Functions (4, 6)
14. Encourage and prepare for the electrification of transportation (electric vehicles of all types) and building
systems (space heating, water heating, cooking and industry). This will include education for customers
and trade allies, supply chain engagement, changes to codes and potential upgrades to distribution
infrastructure, as well as grid management. – Function (2, 4, 5)
15. Encourage development of strategies and programs supporting the implementation of Our Climate Future
Next Moves related to Distributed Energy Resources (including but not limited to virtual power plants,
microgrids, battery storage, interactive demand response, housing, rate structures, energy codes,
community solar, benchmarking and electrification). – Functions (2, 4, 5)
16. To seek advancement in transportation and building energy efficiency by steering code and policy at the
City level and beyond to reduce energy consumption and emissions in current and future development –
Functions (2, 3, 7)
17. Support and provide feedback on the deployment of the approved 2050 Tax and the City's strategic funding
plan for this sustainable revenue source. Functions (1, 3, 6)
Cost of Service and Rate Structures
Substantial changes in rate structures have occurred with time-of-day and income-qualified rates. More
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changes are coming as we will likely need to respond to new net metering statutes, wholesale rate
structures and market considerations. In addition, considerable efficiency gains both past and future
suggest a new emphasis on cost of service, rather than just rates. It is important to evaluate how rates
differentially affect customers across the City, such as low-income customers and those with electric
homes. The Energy Board will work with City Staff to recommend rate structure changes. – Functions (2,
6)
For Distributed Energy Resources (DERs), soft costs such as permitting and development fees, which
may inhibit growth, should also be considered by the board. – Function (2)
Diversity, Equity & Inclusion
The Energy Board continues to promote diversity, equity, and inclusion on the Board, and to encourage
the maintenance of a full Board with reasonable Board Member retainment period(s) that encourages
stability, learning opportunities, and equal representation across the broad stakeholders within the
community of Fort Collins. The Board follows the Fort Collins Respectful Workplace Policy and wishes
to continue training opportunities for creating positive work environments so that all feel welcome,
involved, and respected. – Function (3)
Engaging Beyond the Energy Board on Related Topics
The Board encourages heightened consideration of energy-related integrated topics, systems, and
locations to develop solutions that meet the various needs within the community. In order to meet
emission and electrification goals, engagement with other related City Boards, Platte River member
owner communities, and relevant County and State-level representatives is important to enhance
awareness, collaboration, and support. As such, board members are encouraged to attend other city
sanctioned board meetings and to report on those proceedings at the monthly Energy Board meetings.
Each Board Member brings a specific community understanding to the Board and is an important tool to
give voice to diverse perspectives. The Board reinforces the goal of equitable representation regardless
of gender, status, race, etc. – Function (5)
Protecting Light & Power Assets & Customers
Light & Power owns and operates an expensive electrical distribution system that needs constant
maintenance. Much has been accomplished recently: The maintenance inspection and asset inventory
plans, and the contact voltage survey are good examples. The Energy Board desires Light & Power
continue to review current procedures; make recommendations to maintain the reliability of the
distribution system operation; to meet future growth; and sustainably manage energy assets. – Functions
4,6)
Light & Power’s business model faces challenges from a transition to more distributed and renewable
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resources, ongoing energy efficiency increases, and electrification and electricity markets. These
actions provide benefits to the community while also bringing new risks and opportunities for the utility’s
operations and finances. – Functions (4, 6)
Ongoing Responsibilities
1. The board wishes to be involved early and often in the Budget process, in order to make timely and effective
recommendations on funding priorities. – Function (6)
2. Review and provide advice to City Council and staff on the City’s Legislative Policy Agenda related to energy
issues. – Function (7)
3. Engage with and advise Fort Collins’s representatives on the Platte River Power Authority’s Board of
Directors to continue the advancement of the City’s energy, climate, and air pollution goals, including a
100% renewable resource mix by 2030. In addition, the Board may consider the development of additional
goals related to Platte River generation carbon emissions that represent the values of the Fort Collins
community and Fort Collins equity ownership of Platte River. – Function (3)
4. Other items that are brought before the board.
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Work Plan
City of Fort Collins
HISTORIC PRESERVATION COMMISSION
2025 Work Plan
The 2025 work plan of the Historic Preservation Commission (HPC) is based on four primary initiatives that
initially emerged at an October 2022 retreat and were again adopted as priorities for the 2024 work plan. The
current Commission members have determined these initiatives are of ongoing relevance to their work on behalf
of City Council and the Fort Collins community. The HPC also intends to continue the practice, established in the
2024 work plan, of holding monthly discussions to identify associated action items and required resources, to
discuss how their proposed work interfaces with ongoing City staff activities, and to take on related tasks
according to their individual capacity to contribute.
2025 Work Plan Initiatives
These initiatives align with the National Trust for Historic Preservation’s Impact Agenda, the Colorado Statewide
Historic Preservation Plan, and the City of Fort Collins strategic plans and outcome areas.
1. Support Building an Equitable, Affordable, and Vibrant Community
• Provide feedback and ideas for the following staff-led initiatives:
o share local history and elevate appreciation of historic building stock that provides
affordable housing for the community
o prioritize inclusion to tell a more accurate and comprehensive story of our community
o encourage emphasis on the history of individual Fort Collins neighborhoods to help residents
learn about and appreciate where they live
o Incorporate the City’s land acknowledgement statement into HPC meetings.
2. Grow a Collaborative and Inclusive Network through Improved Public Engagement
• Assist staff with formal presentations and informal engagement activities such as tabling at community
events, focusing first on the key interest groups of cultural and heritage non-profits, realtors, construction
and building trades, and developers as well as youth K-12 education while also considering
opportunities to bring preservation information to general community events of broader interest
• Engage with and empower the participation, self-advocacy, and storytelling of underrepresented
groups who are not typically connected to historic preservation work
• Interact more closely and strategically with other Boards and Commissions
• Help staff to identify new stakeholders and partner organizations to work on shared goals
• Network with community contacts and encourage City Clerk’s Office and City Council to recruit and
appoint new HPC members who are representative of our community’s demographic diversity
• Identify opportunities for ongoing recognition of excellence in historic rehabilitation projects and
advocacy efforts, including participation in the annual Friends of Preservation Awards selection
process and “spot awards” for projects throughout the year
3. Strengthen Connection to Climate Resilience Work
• Use HPC work sessions and other educational outlets led by HPC members to educate residents and
contractors about value and passive energy performance of pre-WWII building stock and material
conservation/embodied energy, as well as methods for maintaining and improving ongoing energy
performance of historic buildings
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• Provide feedback to staff on conceptual design of effective graphics and information flyers that
describe and illustrate the comparative effects of mechanical demolition versus adaptive
reuse/rehabilitation of buildings and deconstruction and provide lists of local resources
• Provide comments for City’s effort to consider a future deconstruction ordinance that is connected to a
regional network of participants
4. Develop Modernized and Expanded Tools for Historic Preservation
• Engage a younger demographic with connections to emerging professionals in graduate programs and
emerging digital tools
• Support effort to create new and more numerous tools for recognizing historic places and learning about
their history (including on site signage, online content, and interactive activities such as walking tours)
• Participate in staff-led effort to evaluate, address, and strengthen incentives and financial support
programs to encourage and support local landmarks
• Provide ideas to staff for new information and helpful resources to add to City’s website
5. Provide Subject Matter Expertise and Formal Participation in Preservation Code and Policy Updates
• Assist City staff and community stakeholders in the comparative evaluation of proposed updates to Fort
Collins code requirements and administrative procedures, specifically (but not limited to) the categories of
treatment of historic resources on development sites, applications for demolition, non-owner-initiated
requests for landmark designation, and the possibility of adding cultural importance as an additional
significance criterion for landmark eligibility.
• Participate in public engagement efforts to gather community input for proposed updates.
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Historic Preservation Commission (HPC) Purpose and Overview:
• The HPC, established in 1968, is a nine-member quasi-judicial body. Per Certified Local Government
(CLG) requirements, the City must demonstrate an ongoing effort to maintain at least 40% of the
membership with professional expertise in history, archaeology, anthropology, architectural history,
architecture or landscape architecture, real estate, or law. Currently, that expertise is represented on
the Fort Collins HPC by 8 of the 8 appointed members (100%) as follows:
o Architecture (Jeff Gaines); Historic Architecture/Architectural History (Jim Rose); History and
related disciplines (Jenna Edwards, Margo Carlock, Chris Conway); Archaeology (Bonnie
Gibson); Building Trades (David Woodlee); Planning (Aaron Hull).
• The HPC performs the CLG responsibilities for the City of Fort Collins:
o Enables the City to administer preservation regulations on behalf of the state/federal
governments; residents to receive 25% Colorado State Tax Credits for Historic Preservation; and
City to receive CLG grants for training, surveys, building preservation, and education
o Requires enforcement of state/local legislation for the designation and protection of historic
properties consistent with the Secretary of Interior’s Standards; requires on-going historic survey.
• The HPC is the final decision-maker on:
o Exterior alterations to properties designated as Fort Collins Landmarks
o Determinations of eligibility for Fort Collins Landmark designation; and allocation of Landmark
Rehabilitation Loan funds when competitive rounds are required
• The HPC makes formal recommendations:
o To Council on Fort Collins Landmark designations and matters of policy related to historic
preservation and land use; to the Colorado State Review Board on nominations of Fort Collins
properties to the National and State Registers of Historic Places
o To the Planning and Zoning Commission, Hearing Officers, and City staff on design compatibility
of developments adjacent to and/or containing historic resources, as well as proposed treatment
plans for adaptive reuse of those historic resources.
• The HPC proactively addresses barriers that perpetuate inequality, to help minimize impacts to
historically under-represented and under-resourced communities; and directly supports the City's goals
of sustaining an environment where residents and visitors feel welcomed, safe, and valued.
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FORT COLLINS HUMAN RELATIONS COMMISSION
2025 WORK PLAN
November 30, 2024
MISSION
As community leaders and advisors, the Human Relations Commission collaborates, educates, and advocates for
equity and inclusion in the City of Fort Collins.
VISION
Embracing differences and giving value to every human being.
PURPOSE
The Fort Collins City Council established the Human Relations Commission (HRC) in 1964 to promote acceptance,
equity, inclusion and respect for diversity through educational programs and to act in an advisory capacity to the
City Council.
LONG RANGE GOALS
Cultivate relationships with the community and media that support the mission and vision
Provide educational outreach that promotes equity and inclusion
Advocate for an equitable and inclusive environment in city government and community
The Fort Collins Human Relations Commission will continue a broad plan for enhancing productive human
relations and supporting social sustainability issues that are pertinent to the City of Fort Collins and are
consistent with the City Charter and the City Code.
The Commission will strive to be informed about diversity, equity, inclusion and social justice issues within
Fort Collins and will recommend appropriate action to City Council.
The Commission will recommend programs, policies, and activities that promote positive human relations
and equitable outcomes and greater opportunities for all. The Commission also may create and deliver
programs and activities in furtherance of this objective.
HRC goals and responsibilities are divided among four standing committees for procedural reasons, but
are not exclusive to any one committee.
THE EXECUTIVE COMMITTEE SHALL:
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Determine meeting agendas for monthly and special HRC meetings
Maintain regular communication with the HRC’s City Council Liaison and City Council
Collaborate with and support the City’s Office of Equity & Inclusion programs and initiatives
Delegate issues for resolution to standing or special committees
Provide support to HRC standing committees as needed
Call special meetings as needed
Adopt an “open door” policy and meet with Commissioners as needed
Explore opportunities to collaborate with other Boards and Commissions
THE COMMUNITY RECOGNITION COMMITTEE SHALL:
Plan, coordinate and execute an annual Human Relations Awards event; consider both “live”
and “virtual” options; promote early nominations for Award recipients; redefine award
categories as needed to better reflect community diversity and inclusion
Recommend updates and refinements to the HRC website content so that its message and
branding are clear
Expand HRC’s community relations by maintaining and building updated contact lists
Organize and track efforts by developing, in collaboration with the City, detailed communication
plans for specific programs and events
Explore opportunities and collaborate with other DEIJ-focused groups and organizations to build
community DEIJ efforts and impact, e.g., DEIJ networking events, ERG meet-ups, etc.
Report monthly to the HRC
THE EDUCATION OUTREACH COMMITTEE SHALL:
Create a better understanding of equity and inclusion through educational programs and events,
including, for example, collaborating with community organizations to host a “Human Library”
event
Seek to deliver programs and events that educate community members and recommend actions
that promote positive relationships in the city, all in the most accessible and equitable way
Plan and deliver interactive public forums and discussion sessions facilitated by Commission
members and/or guest speakers
Propose collaboration opportunities with local organizations or other boards or commissions to
respond to new or long-standing community issues or topics as identified in the City’s Equity
Plan and/or City Council priorities
Document committee events to increase efficiency in future programming
Evaluate the impact of programming by surveying participants
Report monthly to the HRC
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THE GOVERNMENT RELATIONS COMMITTEE SHALL:
Monitor City Council activity and attend meetings as needed
Review proposed legislation, policy changes or other governmental actions at the Federal, State
or Local level which may affect human rights in Fort Collins and recommend actions as
appropriate
Establish consistent lines of communication with community leaders and partners, including
periodic meetings with elected officials, candidates for local and state offices, etc. focused on
topics related to equity and inclusion (for example, public health, housing, transportation and
employment issues)
Align HRC’s priority objectives with local and state priorities as appropriate
Advocate for people of color to join City Boards, Commissions and Government
Explore scope of HRC quasi-judicial work with city leaders as requested. The HRC’s quasi-judicial
role is to defined as follow in section 2-175 (b)(2) of the city code: To assist residents of the City
in utilizing the complaint procedure under Chapter 13, Article II of the code and to hear appeals
from decisions of the City Manager as provided in Subsection 13-23 (b) of the Code; provided,
however, that any members of the Commission who have rendered assistance to particular
complainants shall refrain from participating in the Commission’s review of any decision of the
City Manager related to such complainant.
Report monthly to HRC
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Work Plan
City of Fort Collins
Human Services & Housing Funding Board
2025 Work Plan
The Human Services and Housing Funding (HSHF) Board is responsible for advising City Council and City
staff on matters pertaining to the following: federal Housing and Urban Development (HUD)
Community Development Block Grant (CDBG) and Home Investment Partnership (HOME) Programs;
human services issues of concern to the City; and community development needs of low- and
moderate-income individuals and families, and suggesting programs to meet those needs. The HSHF
Board also provides recommendations to the City Council and City staff concerning expenditure of
federal and City funds for human services and affordable housing, in accordance with the Competitive
Process framework developed by City staff. The following items are included in the HSHF Board’s 2025
Work Plan:
1. Competitive Funding Process: Process Improvement Support
The HSHF Board will continue to work with City staff to improve the Competitive Process for
federal CDBG and HOME programs, the Affordable Housing Fund (AHF), and the Human
Services Program (HSP).
2. CDBG FY 2025: Funding Recommendations
CDBG Program funding recommendations involve the review and endorsement to City Council
of project/program proposals eligible to receive the City’s federally funded CDBG program
dollars for activities such as affordable housing, public facilities, economic development and
public services.
3. HOME FY 2025: Funding Recommendations
HOME Program funding recommendations involve the review and endorsement to City Council
of project/program proposals eligible to receive the City’s federally funded HOME program
dollars for affordable housing.
4. Human Services Program and Affordable Housing Fund: Funding Recommendations
HSP and AHF funding recommendations involve the review and endorsement to City Council of
project/program proposals eligible to receive the City’s general fund dollars for human services
and affordable housing.
5. City’s Social Sustainability Programs and Community Initiatives
The HSHF Board will continue to play a stakeholder role for review and input as work continues
both within the City organization and in the community regarding issues surrounding poverty,
human services, affordable housing, homelessness, community development and social
sustainability.
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Adopted by the LCSB November 13, 2024
2025 Land Conservation and Stewardship Board
Key Initiatives and Work Items
Acquisition and Future Opportunities
• Advocate for accelerated land conservation through partnerships, land
acquisitions, and conservation easements.
• Advocate for funding mechanisms that make possible land conservation at a faster
pace than can be supported by current funding, in recognition of future land
unavailability and higher price.
• Advise Natural Area Department staff and City Council regarding Natural Area
Department land conservation opportunities, priorities, and future direction.
• Advise Natural Areas Department, other City Departments, and City Council on
appropriate long-term strategies for conserving Meadow Springs Ranch and the
Hughes Stadium site.
• Review City and Growth Management Area plans for Natural Area opportunities
and impacts.
Management of Current Natural Areas Properties
• Advise Natural Areas Department staff and City Council on matters affecting
Natural Areas Department land, water, and other real property interests.
• Advise Natural Areas Department staff on Natural Areas Department strategic
plans, management plans, and other management initiatives.
• Review the Natural Areas Department’s budget re-appropriation requests. Provide
recommendations to City Council as needed.
• Advise City Council on policies and procedures which affect native flora and fauna
on Natural Areas properties.
External Forces
• Advise on proposed projects that may potentially impact Natural Area conserved
properties, for example NISP and oil and gas development. Advise on policies to
protect these properties and other City-owned lands that have conservation value.
• Proactively advise Natural Areas Department staff and City Council on projects
and policies that potentially impact Poudre River health.
• Advise on planning for and mitigating against the effects of climate change on
natural areas as well as the role of natural areas in a changing climate.
Values
• Consider potential underrepresented voices and community members when
advocating, reviewing, and advising.
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2025 Land Conservation and Stewardship Board
Values
Advocacy and Outreach
• Advocating for the value of natural areas
• Add ethics and etiquette to our mission and outreach
• Equity (DEI)
• Advocate/educate policy makers on impacts of possible decisions (minimize “policy
damage”, maximize “policy benefit”)
Land Conservation
• Seeking permanent protection for natural areas
• Expanding number of acres of conserved land, including easements, locally and
regionally
• Accelerate land conservation as opportunities continue to disappear
• Prioritize habitat quality in acquisition
Protect Existing Assets
• Protecting Natural Areas from infrastructure encroachment
• Minimize human-caused damage to Natural Areas and wildlife
• Prioritize wildlife habitat and land conservation over human access and impact
• Holding back overdevelopment
• Focus on impacts from NISP and oil and gas regulations in the near term
• Maximize conserved habitat in perpetuity
Restoration and rehabilitation
• Land rehabilitation and restoration
• Poudre River ecological “health”
Connectivity
• Habitat corridors, establishing and preserving them
• Promote continuity and compatibility of adjoining uses to maintain habitat value
Funding
• Establishing and expanding the regional context
• Identifying additional funding mechanisms so we are competitive in offers and for
acquisition and operation and maintenance
• Look for and/or advocate for a permanent funding source for Natural Areas
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Work Plan
City of Fort Collins
Land Use Review Commission
2025 Work Plan
The Land Use Review Commission (LURC) will meet on the second Thursday of every
month, providing that there are discussion items appearing on the regular monthly agenda.
The Commission may also meet as needed in order to convene special meetings. All regular
Land Use Review Commission meetings are scheduled for 8:30am and are typically held at
Council Chambers, 300 Laporte Avenue. The Land Use Review Commission 2025 meeting
schedule is as follows:
January 9 May 8 September 11
February 13 June 12 October 9
March 13 July 10 November 13
April 10 August 14 December 11
The primary purpose of the meetings will be to hear and decide appeals of certain
administrative decisions made by City staff and to authorize variances from the
requirements of the Land Use Code. It is estimated that the Commission will consider
approximately 35 variance requests in 2025.
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NRAB 2025 Work Plan
The Natural Resources Advisory Board serves as an advisor to the Fort Collins City Council regarding
sustainability policy and programs to achieve the goals and visionary "Big Moves"for Our Climate
Future.This board advises on many aspects of community resilience and sustainability with a focus on
water quality and availability for fish,wildlife and people,greenhouse gas mitigation,waste reduction and
recycling,sustainable behavior change,and supporting the City's commitment to environmental justice.
With an understanding that environmental processes (e.g.,photosynthesis,the water cycle,etc.)are the
building blocks of life and that human behaviors are leading to an expanding human footprint and
accelerating climate change effects on our natural and social environments,the NRAB works to ensure
the sustainability of the Fort Collins community.Utilizing the perspective that the natural environment
provides life sustaining services,which is not exclusive to human life,the NRAB prioritizes sustaining
ecosystem health and function,as well as building social resilience,to maximize positive systems-level
impacts in our approaches and recommendations.The NRAB is particularly interested in and supportive
of programs and initiatives that recognize:
●the interconnectedness of social and ecological systems and taking bold action to prioritize
environmental health,
●the importance of identifying community vulnerabilities and implementing approaches to increase
the capacity to adapt to change,
●and that inequity acts as a driver of climate change.
To address these priorities,the NRAB will also collaborate with other boards by actively engaging in joint
board initiatives to encourage the goals of high functioning government and high impact civic
engagement as they pertain to the natural resource management challenges and opportunities faced by the
community.
Regarding those challenges and opportunities,NRAB has identified the following areas of specific
interest in 2025,with an overall view of integrating the principles of sustainability in each target area:
●City Planning
○City Council Priority #8:Advance a 15-minute city by accelerating our shift to active
modes
○OCF Big Move:Live,Work and Play Nearby
○Nature in the City
○Land Use Code Updates -Phase 2
●Climate Change and Sustainability
○City Council Priority #6:Reduce climate pollution and air pollution through best
practices,emphasizing electrification
○OCF Big Move:Climate Resilient Community
○OCF Big Move:Electric Cars and Fleets
○OCF Big Move:Efficient,Emissions Free Buildings
○OCF Big Move:100%Renewable Electricity
○OCF Big Move:Local,Affordable and Healthy Food
○Urban Agriculture Promotion
●Equity and Environmental Justice
○Public Health
○Oil and Gas /Well Abandonment and Remediation
○Issues of Access
●Waste Reduction and Recycling
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○City Council Priority #5:Accelerate zero waste infrastructure and policies
○OCF Big Move:Zero Waste Economy
○OCF Big Move:Zero Waste Neighborhoods
○Circular Economy
○Regional Wasteshed Matters
●Water Resources and Quality
○City Council Priority #7:Protect community water systems in an integrated way to ensure
resilient water resources and healthy watersheds
○Halligan Reservoir
○River Health Assessment
○Water Efficiency Plan
●Wildlife and Forestry
○OCF Big Move:Healthy Natural Spaces
○Resilient Urban Forest
○Night Sky Protection and Outdoor Lighting Requirements
○Monarch Butterfly Habitat Conservation
○Impact of City Projects on Natural World
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Work Plan
City of Fort Collins
Parks and Recreation Advisory Board
2025 Work Plan
The Parks and Recreation Board acts as an advisory board. The Board advises and makes
recommendations to Community Services and the City Council for their approval as to the
rules, regulations, policies, and administrative and budgetary matters pertaining to the Parks
and Recreation Departments, including matters relating to the operation and maintenance of
City-owned golf courses. The Board assists the City in cooperating with Poudre School
District and other organizations and individuals interested in the City’s Parks and Recreation
programs.
Advocacy
Work with staff to promote awareness and stewardship of the City’s parks, trails, and
recreation facilities as part of a holistic public space network
o Implement ways to regularly share the story of Parks and Recreation in the
community
o Focus on improving communication with other Boards to achieve common
goals
o Assist with the development of youth programs and increased outreach to the
youth and student populations in partnership with Poudre School District and
CSU
o Encourage continued dialogue and awareness of safety, vandalism concerns,
and emergency preparedness
o Encourage and review efforts to improve access to, and participate in, City
programs and facilities for historically under-served populations
Deepen the understanding and collaboration with the diverse populations of the
region and provide a platform for community feedback
o Support Parks and Recreation staff in evaluating facilities and programs to
promote increased access and inclusion
Collaborate on communication with Neighborhood Services, City departments, and
external partners for available activities with Parks and Recreation
Support collaboration between various departments to better align their strategic
plans such as Parks, Recreation, Urban Forestry, Trails, Active Modes,
Transportation, and Natural Areas
Review information relating to Parks, Recreation, Trails, Forestry, and Golf to share
opportunities and concerns with the community and Board
Review and support the Youth Golf Scholarship program and periodically review the
financial status of the Golf fund
Continue to collaborate with FC Moves for an integrated, regional, and local
transportation network of parks, trails, bike facilities, pedestrian walkways, and
accessible recreational facilities
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Promote environmental stewardship practices that conserve natural resources
Work with staff to support their efforts to provide a wide variety of high quality of
services in partnership with clubs and partner organizations
Encourage continued support and review of the infrastructure replacement for Parks
and Recreation assets, including pools and aquatics, through continued
communication and community education
Work with staff to ensure consistent level of service standards for all Parks and
Recreation assets and amenities
Funding
Review sustainable funding initiatives to address Parks, Trails, and Recreation
opportunities that lack long-term funding and encourage continued discussions of
ways to diversify the revenue base and find new revenue sources
Advocate for long-term consistent funding for Parks, Trails, and Recreation
Encourage proposals to accelerate funding and land acquisitions to build new trails
Operations & Development (New Facilities &
Infrastructure Replacement)
Provide feedback and support on matters related to the development of new Parks
and Recreation facilities and projects
o Southeast Community Center
o CAPRA reaccreditation
o New park development (Schoolside Park near Bacon Elementary & future park
near Mosaic neighborhood)
o Strategic Trails Plan
Review matters associated with Parks and Recreation operations and maintenance
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Community Development & Neighborhood Services
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.416.2740
970.224.6134- fax
fcgov.com
Planning, Development & Transportation
TO: Delynn Coldiron, City Clerk
FROM: Julie Stackhouse, Chair
Planning & Zoning Commission
DATE: March 26, 2025
SUBJECT: Planning and Zoning Commission 2024 Summary & 2025 Work Plan
Planning & Zoning Commission at a Glance
•The Planning and Zoning Commission’s responsibilities include making recommendations to the
City Council regarding zoning, annexations, land use code amendments, major public and private
projects and any legislative or long-range planning activities (such as City Plan or subarea plans)
that require Council approval.
•The Commission is the final decision-making authority regarding land use proposals, including
overall development plans, project development plans, major amendments and planned unit
development master plans for projects under 640 acres in size.
•The Commission is composed of seven volunteer members, with interest or expertise in land use
planning, architecture, engineering, construction, historic preservation, real estate, and related
fields.
2024 in Review
The Planning & Zoning Commission held 11 regular hearings acting on an average of 2-3 items per
meeting. The Commission also held 11 work sessions.
The Commission continued to make adaptations to transition to a hybrid meeting format. With the
adoption of Ordinance 143, 2022 in December of 2022, the Municipal Code was amended to allow
remote participation by applicants and the public, and for Commissioners during non-quasi-judicial items.
The Commission conducted all its meetings in a hybrid format in 2024.
In addition to all regularly scheduled meetings, one additional special meeting was held in August 2024 to
dedicate an entire hearing to one development project.
The following projects were reviewed by the Commission in 2024:
•Hub on Campus Vested Rights Extension Request
•Brick Stone Apartments Vested Rights Extension Request
•Prospect Sports Club
•Mason Street Infrastructure Overall Development Plan
•Union Park
•Willox Farm Continuation
•East Oak Townhomes
•Fort Collins Rescue Mission
•117 Mason St. – Seasonal Overflow Shelter
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• Hub on Campus Vested Rights Extension
• Tapestry Project Development Plan w/Addition of a Permitted Use
• Liberty Common Junior High, SPA240002
• Carnegie Building Renovation Lighting Update, MA230137
• Schoolside Park, BDR240009
• Heritage Annexation, ANX240001
Under the authority granted to Boards and Commissions by City Council, P&Z adopted Public Rules
of Procedure for Public Participation to ensure consistency in the way public comment is managed at
hearings.
The following decisions of the Commission were appealed to City Council in 2024:
• Ziegler/Corbett PDP
• Fort Collins Rescue Mission PDP
In addition to project reviews within the Commission’s decision-making authority, the
Commission also made recommendations to City Council on the following projects:
Annexations, Plan Amendments, and Rezonings:
• Mulberry & I-25 Annexation
• Traffic Operations Xeriscape
Plans, Policies, and Code Updates:
• 2023 Three-Mile Plan Update
• East Mulberry Plan Recommendation
• Land Use Code Updates
o Foundational Improvements
o Amendments Related to Occupancy
o Amendments Related to State Requirements for Accessory Dwelling Units and Parking
Regulations
o Soil & Xeriscape Landscape Standards
• East Mulberry Structure Plan Map Change
• Proposed Soil & Xeriscape Landscape Standard Updates
• Water Supply Requirement Fee, Excess Water Use Surcharges and Non-Residential Allotments
2025 Initiatives and Ongoing Projects
In addition to evaluating development proposals, the Commission anticipates committing time to a
number of important policy issues in 2025, including:
• The Future of Commercial Corridors and Centers: Land Use Code Updates – The Commission
will discuss and provide input on Land Use Code amendments, with the goal of implementing
policy direction from City Plan, the Active Modes Plan, Our Climate Future, and other plans and
policies. Priorities include calibrating the mix of employment and industrial land uses, promoting
transit-supportive development, evolving forestry and water conservation requirements, updating
building and site design standards, refining standards for the protection of historic and natural
features, and improving the efficiency of review processes.
cc: Planning and Zoning Commission Members
Emily Francis, Mayor Pro Tem, Council Liaison
Kelly DiMartino, City Manager
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Caryn Champine, Planning, Development and Transportation Director
Lori Schwarz, Community Development and Neighborhood Services Director
Clay Frickey, Planning Manager
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Work Plan
City of Fort Collins
Senior Advisory Board (SAB)
2025 Work Plan
Summary Statement:
To help older residents live full and interesting lives, continuing to contribute and
participate in our vibrant community.
Primary Functions of the Senior Advisory Board:
Sharing a concern for aging members of our community, the Board assumes
responsibility for involvement in a network of senior agencies and organizations to
remain aware of issues, needs, and occurrences that are relevant to older/aging adults:
• Larimer County Office on Aging Advisory Council
• Partnership for Age-Friendly Communities in Larimer County (PAFC)
• Columbine Health Systems Center for Healthy Aging at CSU
• Various City Boards and Commissions and other relevant organizations pursuing
similar goals with focus on neighborhood livability issues including but not limited
to affordable housing, transportation access and mobility, and safety.
Our priorities are to provide education to this community about the aging process, to
inform and be informed, to advocate for a good quality of life and to encourage
networking among the various groups that deal with senior issues.
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We participate in important community events throughout the year.
We communicate information describing the needs and challenges of our older
population and highlight the value and benefits of older people to our community.
Work Areas for 2024 Prioritization
1. Neighborhood Livability and Social Health
a. Education: We will learn and engage in discussion to help the Council
work towards solutions for the senior community housing need by
periodically attending the Affordable Housing Board’s and the PAFC’s
Housing Priority Group’s meetings, as appropriate. We will also remain
open and receptive to the general voice of older people in the community
and their thoughts and opinions on local housing needs. We will actively
seek out speakers from various industries, non profits, health, and
lifestyle advocates and others to give us a broad perspective in this and
other areas regarding older people.
b. Advocacy: We will work on ways to educate all members about the
housing needs of seniors. We will share with Council our deliberations
regarding improvement to senior housing options.
c. Outreach: We will share, as appropriate, with the Affordable Housing
Board and other organizations what we know and have learned regarding
the housing needs of seniors.
2. Transportation
a. Education: We will learn and engage in discussion to help the Council
work towards solutions for the senior community’s transportation needs.
We will work to understand plans, projects, and information about
Transportation that might impact older adults by periodically attending
and/or monitoring Transportation Board, Active Modes Board, Transfort
Board, North Front Range MPO.
b. Advocacy: Influence the City Council, Transportation staff, Active Modes
staff, Transfort staff about ways the City can improve transportation for
older adults.
c. Outreach: Engage with and assist PAFC’s Transportation Priority Group,
sharing our knowledge about older adults and their transportation needs.
3. Safety
a. Education: We will learn and engage in discussion to help the Council
work towards solutions for key safety issues that Fort Collins older adults
encounter. We will remain an open and receptive group where the
community can voice their concerns and encourage citizen attendance of
our meetings.
b. Advocacy: We will voice safety concerns with City Council and suggest
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areas for improvement based on our deliberations.
c. Outreach: We will share potential safety issues with the community and,
when necessary, we will request that the City make major safety issues
known to our older population. Examples may include air quality, water
availability, emergency plans in place for seniors, etc.
4. Timely Information to Assist Council Senior Board Members will provide timely
information, as appropriate, to City Council regarding upcoming agenda items for
Council meetings per Council request and our observance of important items
approaching deliberations that may involve the older population.
It is important that older adults are considered in decisions made by Council regarding
the community. The ‘norms’ for the older generation are changing (as family dynamics
change): as older adults become an increasingly greater segment of the workforce, as
retirement years last longer, as older people contribute to the City’s economy and in the
coming years will represent upwards of 20% of Colorado’s population.
The SAB recognizes the importance of our work and we will inform Council so that the
City of Fort Collins remains a healthy, vibrant community for people of all ages, with
active members from the entire population.
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Ed Peyronnin, Chair
Alexa Nickoloff, Vice Chair
Transportation Board
2025 WORK PLAN
The goal of the Transportation Board is to promote the implementation of a balanced transportation
system that is consistent with the City sustainability goals and provides choice, mobility, access,
congestion mitigation and safety for all people while achieving:
1) Efficient and effective movement of people and goods throughout the community;
2) Advocacy for per capita reduction in Vehicle Miles Traveled;
3) Enhanced and widespread mobility for people of all ages and abilities;
4) Emphasis of modal shifts;
5) Support for the City’s Climate Action Plan.
I. Advise City Council and City Staff on transportation and mobility issues by proactively
raising concerns and recommending solutions.
II. Advise City Council and City Staff on City plans. Including City Plan, Our Climate Future,
the Transportation Plan, Transit Plan, the Master Street Plan, Vision Zero and City Council
2024 - 2026 priorities related to transportation.
III. Support innovative mobility solutions that use creative ways of thinking about parking,
transportation, and development.
IV. Coordinate periodically with the Active Modes Advisory Board (AMAB) to support the
City’s efforts to create a balanced transportation network. This coordination is intended to
provide an integrated review of transportation issues.
V. Examine financing options to address transportation needs, including, but not limited to,
dedicated funding mechanisms. Actively participate in and provide input for the City
Budgeting for Outcome (BFO) process.
VI. Continue to be an avenue to hear citizens’ concerns regarding transportation needs and issues
and communicate them to staff and Council.
VII. Continue to reach out to and participate with other City boards and commissions to solicit
input and provide information on transportation issues.
VIII. Maintain communication links as appropriate with other agencies interested in transportation
issues in Fort Collins and throughout the region. Including the North Front Range
Metropolitan Planning Organization, CDOT, Downtown Development Agency, the Chamber
of Commerce, CSU, Poudre School District, Larimer County, and other various business
associations.
IX. Promote transportation safety and congestion mitigation as it affects all modes of
transportation, via consideration of the “6 e’s” which include engineering, education,
enforcement, evaluation, encouragement and equity.
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X. Advocate for greater education on alternative means of transportation and transit related
resources provided by the City and provide feedback to city staff to help increase the impact
and visibility of these resources to Fort Collins’ residents.
XI. Promote equitable access to and expansion of all sustainable modes of travel, with emphasis
on growing transit ridership (locally with Transfort and on regional transit as well such as
Bustang) and increased active transportation, supporting first – last mile trips.
XII. Review Emergency Preparedness, Response, and Mitigation planning for the City’s
transportation system as needed.
XIII. Consider the impact and interaction of transportation on the triple bottom line, which includes
environmental health, economic health, and social well-being of Fort Collins residents.
XIV. Support the implementation of transportation related recommendations within the Our
Climate Future plan, specifically Big Moves #4 Convenient Transportation Choices, Big
Moves #5 Live, Work and Play Nearby, and Big Move #13 Electric Cars and Fleets. This
includes the related next moves for each.
XV. Explore and promote the equitable and inclusive provision of transportation services to senior
citizens, people with disabilities in the community, and others experiencing difficulty
accessing transportation services.
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Work Plan
2025 Water Commission Annual Work Plan
The 2025 Water Commission Work Plan is focused on specific topics of interest the commissioners believe
are important to the Fort Collins Water Utilities and City Council over the next year. The purpose is to dig
deeper into topics of interest, keep City Staff resources allocation limited to matters of current relevance, and
allow time for commissioners to learn about water-related subjects relevant to City Staff and City Council.
Several recurring annual activities are described below in the Water Commission’s specific topics of interest.
On an as-needed basis, the Water Commission also provides input on quasi-judicial matters such as
floodplain variances, easement dedication, and property acquisition or disposition.
Specific topics of interest to the Water Commission in 2025 include:
1. One Water
a. Updates on the One Water initiative implementation.
2. Infrastructure and Environment
a. Given predicted frequency and severity of flooding events, how is the City addressing the
challenges posed by climate change, post-fire conditions, and the limitations of the National
Flood Insurance Program? Specifically, what steps are being taken to update flood risk
assessments, improve infrastructure resilience, protect water supply/quality, and ensure adequate
flood protection for residents and businesses?
b. Impacts to the City by State bill SB24-127: Regulate Dredged & Fill Material State Waters.
3. Halligan Water Supply Project
a. Provide periodic project updates that include project staffing, cost, public messaging,
Environmental Impact Statement (EIS) and general permitting status, and property and easement
acquisition status
4. Water Conservation
a. Impacts to the City by State bill SB24-005: Prohibit Landscaping Practices for Water
Conservation.
b. Residential, Commercial and City landscaping standards. Consideration of if and how turf grass
should be used in city owned right of ways.
5. Northern Integrated Supply Project
a. Provide updates on City interactions with NISP and NISP stakeholders. How might NISP
contribute to or detract from Primary Outcome goals?
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6. Provide City point of view on the EPA report, “Risk Assessment for PFOA and PFOS [in Biosolids]”
that is expected to be published in 2024. Are there any potential impacts to the City’s biosolids
management strategy?
The 2025 Water Commission reoccurring annual subjects and activities are as follows:
Water
1. Provide input on planning and policies related to raw and treated water supply, such as the Water
Supply and Demand Management Policy and raw water acquisition policies.
2. Provide input and guidance on regional water supply collaboration opportunities.
3. Provide input on ditch company share rentals and other surplus raw water rental rates.
4. Review and provide input on water conservation programs and activities.
5. Address educational topics that prepare the Water Commission for business related to water.
6. Participate in educational and public outreach efforts related to water.
7. Review and provide input on annual capital projects and Capital Improvement Plans.
8. Provide input on programs that protect water sources and improve watershed health.
9. Provide input on specific topics that are relevant to the Water Commission.
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Wastewater
1. Provide input on planning and policies related to wastewater, such as wastewater strategic plans
dealing with infrastructure financing, workforce development, nutrient regulations, tertiary treatment,
and public/private financing options.
2. Provide input on annual business such as wastewater rates and capital improvements.
3. Address educational topics that prepare the Water Commission for business related to wastewater.
4. Participate in educational and public outreach efforts related to wastewater.
5. Review and provide input on annual capital projects and Capital Improvement Plans.
6. Provide input on specific topics that are relevant to the Water Commission.
Stormwater
1. Provide input on planning and policies related to stormwater, such as revisions to the
Stormwater Master Plans and Low Impact Development (LID) guidelines.
2. Provide input on annual business such as stormwater rates, MS4 (Municipal Separate Storm
Sewer Systems) reporting and program accomplishments.
3. Provided input on stormwater infrastructure resilience related to climate change related risks.
4. Address educational topics that prepare Water Commission for business related to stormwater.
5. Participate in educational and public outreach efforts with emphasis on improving and
enhancing customer awareness and understanding of stormwater programs.
6. Review and provide input on annual capital projects and Capital Improvement Plans.
7. Provide input on specific topics that are relevant to the Water Commission.
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Work Plan
City of Fort Collins
WOMEN AND GENDER EQUITY
ADVISORY BOARD
2025 Work Plan
For the year 2025,the Fort Collins Women and Gender Equity Advisory Board will focus its
efforts on rebuilding the Advisory Board,and collecting information and resources to
establish our work moving forward.The Women and Gender Equity Advisory is focused on
becoming a strong voice to the City Council and the community on behalf of women,
transgender,and gender non-binary and gender non-conforming persons (all genders).
1.MEETING SCHEDULE
Jan 22,Feb 26,Mar 26,Apr 23,May 28,Jun 25,Jul 23,Aug 27,Sep 24,Oct 22,
Nov 19,&Dec 17
2.GOALS
1.Align our work plan and monthly agendas with the city of Fort Collins’key strategic
outcomes that align with women and gender equity.
2.To review proposed legislation,policy changes or other governmental action at the
federal,state or local level that would enhance or otherwise affect all genders in the
City and make recommendations to the City Council regarding the same.
3.Review the research available from existing sources to document,understand,and
prioritize issues of importance for all genders in the city.
4.To research,coordinate with,and advocate with other organizations,Advisory
Boards,and Commissions,etc.interested in issues affecting all genders.
5.To research and compile information and resources from other gender equity related
boards,commissions,groups,etc.outside of Northern Colorado to inform the types
of work,projects and initiatives we can pursue.
6.To coordinate and facilitate educational events in the Fort Collins community to
broaden awareness of gender equity issues.
7.Research prior efforts regarding a CEDAW (Convention on the Elimination of All
Forms of Discrimination against Women)resolution and potentially spearhead an
effort to craft a recommendation to City Council for the adoption of a CEDAW
resolution.
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3.WORK PLAN
GOAL 1:Align our work plan and monthly agendas with the city of Fort Collins’key
strategic outcomes that align with women and gender equity.
●Track the Council’s policy agenda and,in the Advisory Board’s advisory role,provide
information and appropriate comments to the City Council on issues of information
gathered by the Advisory Board.
●Infuse a strong focus on equity and an emphasis on the focus areas of the City’s
strategic objectives and plans.A focus on preparing comments,input,and
reinforcement for policies that impact women and people of all genders related to the
City’s six-month work session plans.
●Research and propose proclamations and resolutions to the City Council that
support and bring awareness to issues facing women and people of all genders.
GOAL 2:To review proposed legislation,policy changes or other governmental action at
the federal,state or local level that would enhance or otherwise affect all genders in the City
and make recommendations to the City Council regarding the same.
●Review legislation for its potential effects on key areas of concern to the Board,
including economic opportunity,safety and wellbeing,access to public resources,
and compliance with national and international gender equity standards.
●Assess and recommend policies that ensure all genders have equal opportunities to
participate in local government decision-making processes,including voting,
representation on boards and commissions,and involvement in public hearings and
community initiatives.
GOAL 3:Review the research available from existing sources to document,understand,
and prioritize issues of importance for all genders in the city,to inform the work of the
Women and Gender Equity Advisory Board’s activities.
●Review the City’s Equity Indicators and Dashboard,and work with the City’s Equity &
Inclusion Office to inform the work of the Women and Gender Equity Advisory Board.
●Identify and reach out to community experts to inform the work of the Women and
Gender Equity Advisory Board.
●Collect local information and data on domestic violence,sexual assault,
gender-based violence,homelessness,gender discrimination and/or poverty.
●Collect information on workforce,practices promoting gender equity,and LGBTQ+
initiatives both in the City and at larger anchor institutions.
●Establish a list of specific goals,including shorter term initiatives (to be completed
within 2025),and longer term goals of the Advisory Board.
GOAL 4:To research,coordinate with,and advocate with other organizations,Advisory
Boards,and Commissions,etc.interested in issues affecting all genders.
●Research and compile information on other organizations within the city,county and
Northern Colorado with overlapping interests and missions.
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●Research and compile
●Establish connections and relationships with these organizations to aid in potential
collaborations and shared work.
●Attend Super Issues meetings and collaboration meetings.
GOAL 5:To research and compile information and resources from other gender equity
related boards,commissions,groups,etc.outside of Northern Colorado to inform the types
of work,projects and initiatives we can pursue.
●Research and compile a list of resources from similar organizations.
●Compare and contrast information gathered from different organizations.
●Research and compile a list of initiatives,goals,projects,events,etc.taken by
similar organizations,and determine which,if any,should be pursued by the Women
and Gender Advisory Board.
GOAL 6:To coordinate and facilitate educational events in the Fort Collins community to
broaden awareness of gender equity issues.
●Host/co-host at least three (3)educational events -this can include guest speakers
at the Women and Gender Equity Advisory Board monthly meeting,Super Issue
meetings,collaborative events with other Advisory Boards and Commissions,etc.
●Establish a list of potential guest speakers/organizations for educational events.
●Review the duties and goals of City Advisory Boards and Commissions to identify
relevant opportunities for possible collaborative events (e.g.,Affordable Housing
Board,Senior Advisory Board,etc.).
GOAL 7:Research prior efforts regarding a CEDAW (Convention on the Elimination of All
Forms of Discrimination against Women)resolution and potentially spearhead an effort to
craft a recommendation to City Council for the adoption of a CEDAW resolution.
●Research the prior efforts by the Women’s Commission to understand what steps
have been taken towards achieving this goal.
●Meet and discuss with members of council,and appropriate city staff (e.g.,Equity
and Inclusion Office)to explore the viability for a CEDAW resolution in the near term.
●Potentially spearhead,and work with other organizations to craft a CEDAW
resolution and work to have it passed by the City Council.
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Work Plan
City of Fort Collins
YOUTH ADVISORY BOARD]
2024-2025 School Year Work Plan
The Youth Advisory Board gathers information from local youth, other groups, and organizations and
agencies regarding youth-oriented issues and makes recommendations to City Council about these
issues. The Youth Advisory Board meets the first Thursday of each month from 7-9 PM, (no meetings
held June – August). Meetings are held at various locations and will be posted on the month’s agenda.
1. MEETING SCHEDULE:
September 5, 2024
October 3, 2024
November 7, 2024
December 5, 2024
January 9, 2025
February 6, 2025
March 6, 2025
April 3, 2025
May 1, 2025
2. GOALS:
Attend and make recommendations at city council meetings on regular intervals and when
discussion topics have a youth special interest
Create an environment that engages and increases the youth voice in decision making for our
community
Prioritize innovation, equity, and sustainability in every facet of our board and community.
Increase accessibility to our community for people from all walks of life
Support intergenerational connection
Focus on sustainability, environmental protection and stewardship
Emphasize the importance of alternative methods of transportation (bike, transit, walk)
Prioritize health and wellness initiatives for youth in the community.
3. WORK PLAN
1. E bikes/e scooters at high schools (Charlotte, Maia, Sam) - Everyone
2. Stop the bleed campaign and/or training (Neena, Hope, Sophie, Brooke)
3. Transportation (Scarlett, Ava, Hope, Vince)
a. Support for and Input into bus routes
Example: seasonal bus to Horsetooth
Example: routes to and from places of interest to youth
Example: bus route to mall
Make bus stops safer
b. Support for and Input into safe routes to school – FC Moves
Example: trail connectivity
Example: reduced speed limits around schools and adjacent parks
Example: safer pedestrian crossings
4. Branding/Marketing of YAB (Everyone)
a. Social media (Kacy, Maia, Charlotte, Sophie)
b. T-shirts/swag (Scarlett, Ava, Hope, Maia)
c. Branding (Kacy, Sam)
d. Middle school (Neena, Scarlett, Sam, Brooke)
e. Bring the collective youth voice for issues in Fort Collins (Everyone)
5. Intergenerational Connection
a. Pickleball tournament (Kacy, Ava, Hope, Vince)
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