HomeMy WebLinkAboutMemo - Mail Packet - 3/3/2020 - Memorandum From Delynn Coldiron And Elizabeth Blythe Re: Periodic Review For Various BoardsARTICLE III. - BOARDS AND COMMISSIONS
Division 2 - Affordable Housing Board
The duties and functions of the Board shall be:
(1) To advise the City Council on all matters pertaining to affordable housing issues of concern
to the City;
(2) To aid and guide the development of City-wide affordable housing programs to address
currently existing and potential affordable housing issues;
(3) To promote citizen participation and public education on City-wide affordable housing
issues;
(4) To be aware of and coordinate with the various other City boards and commissions
whose actions may affect affordable housing in the community; and
(5) To perform other such duties and functions and have other powers as provided by the
City Council.
(Ord. No. 84, 1993, 8-3-93)
BYLAWS AND RULES OF PROCEDURE
OF THE
AFFORDABLE HOUSING BOARD
CITY OF FORT COLLINS, COLORADO
ARTICLE I
Section 1. These bylaws and rules of procedure have been adopted by the Affordable
Housing Board and approved by the City Council. Any bylaws or rules of
procedure previously in effect are herewith superseded.
Section 2. The official title of this Board shall be the Affordable Housing Board of the
City of Fort Collins, Colorado.
ARTICLE II
Section 1. Regular meetings of the Board shall be held on the first Thursday of each
month at 4:00 p.m.
Section 2. Special meetings may be called by the Chairperson of the Board at such other
times as the Chairperson or the Board may determine to be accessible,
provided that written notice or notice by telephone of such meeting and of the
subject matter of such meeting be given to each Board member at least
twenty-four (24) hours prior to the time set for such meeting; provided further
that notice of any such meeting be filed with the City Clerk twenty-four (24)
hours before the time of such meeting. Any Board member may sign a
waiver of notice which waiver shall then be in lieu of any other notice
requirement. A Board member attending any meeting shall be deemed to have
received the necessary notice of such meeting.
Section 3. All meetings of the Board shall be held in a designated conference room in a
City facility or after proper notice as set forth in Section 2.
Section 4. All meetings shall be open to the public. The first item on the agenda shall
be noted for Open Discussion and shall allow a ten-minute time slot for
public input. Persons wanting to address the Board may also do so by
obtaining agenda item approval by both the Secretary and the Chairperson of
the Board not less than fourteen (14) days before the next regularly scheduled
meeting. Guests may also address the Board at other times by Board
invitation.
Section 5. A quorum of the Board shall consist of 4 members, which is 50% of the total
number of members of the board as specified by City Code. No official
action may be taken by the Board unless a quorum is present. However, if a
quorum is not present, the meeting may still be conducted for the purposes of
status reporting and discussion of items.
Section 6. The order of business for all meetings shall be the order as it appears in the
agenda except that the Chairperson may, under special circumstances,
rearrange the order of business unless otherwise directed by a majority of the
Board.
Section 7. Any Board member who has a personal interest in any matter before the
Board shall disqualify himself or herself from any such consideration or
discussion of or voting upon such matter. Any such disqualification shall be
noted in the official Minutes of the meeting.
ARTICLE III
Officers and Duties
Section 1. The Affordable Housing Board shall be comprised of seven regular members
who shall serve without compensation.
Section 2. At the first regular meeting in each year, a Chairperson and Vice-Chairperson
shall be elected by majority vote of the Board. That meeting shall be
designated as the Board's annual meeting.
Section 3. The Chairperson shall preside at all meetings of the Board. In the event of
the absence or disability of the Chairperson, the Vice-Chairperson shall
preside.
Section 4. A vacancy in the office of Chairperson shall be filled automatically by the
Vice-Chairperson, and a new Vice-Chairperson shall be elected at the next
regular meeting of the Board from among the regular members. A vacancy in
the office of Vice-Chairperson shall be filled at the next regular meeting of
the Board by election from among the regular members. The officers so
elected shall serve until the next annual meeting.
Section 5. The Chairperson, subject to these bylaws and rules of procedure, shall decide
all points of order or procedure, unless otherwise directed by a majority of the
Board in session at that time.
Section 6. The Secretary of the Board shall be the Board’s staff liaison, who shall be a
non-voting member of the Board. The Secretary shall keep or cause to be
kept the Minutes of each Board meeting, shall conduct all official
correspondence and generally supervise the clerical and technical work of the
Board.
ARTICLE IV
Amendments
These rules may be amended or modified by a majority vote of the Board, provided that such
amendments be presented in writing and such action be taken thereon at a subsequent regular
meeting, subject to the approval of the City Council.
Amended: March 7, 2013
City of Fort Collins
AFFORDABLE HOUSING BOARD
2019 Work Plan
Demand for affordable housing continues to outpace supply in the City. The 2015-2019
Affordable Housing Strategic Plan establishes specific goals to increase the percentage of
affordable housing units in the City. The Affordable Housing Board (AHB) will make
recommendations to Council on policy and programing to guide the City’s efforts to reach the
plan’s goals. The AHB will focus its efforts increasing the City’s affordable housing inventory
and providing support to consumers of affordable housing to promote housing retention to the
Fort Collins City Council by taking the following actions:
• Promote implementation of the strategies contained in the 2015-2019 Housing
Affordability Strategic Plan by advising staff and City Council and by prioritization of
action items.
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
• Work with staff on providing input into the development and implementation of City Plan, as
it relates to housing, to ensure affordable housing options meet the needs of all Fort Collins
citizens over the next 20 years. [Strategy 4.1; Strategy 4.3 Strategy 4.4; Strategy 4.5]
• Continue to play a critical role in the Competitive Review process by reviewing all
affordable housing proposals and meeting with the Community Development Block Grant
Commission (CDBG) to discuss the specific proposals and share priority rankings with them
and the City Council. [Strategy 4.1; Strategy 4.2; Strategy 4.3 Strategy 4.4; Strategy 4.5]
• Actively participate in the creation of the updated Affordable Housing Strategic Plan for
2020-2024.
• Continue to work with staff to review and evaluate the effectiveness of the City’s current
incentives to developers to produce affordable housing units, and recommend
modifications, or new incentives, or building code revisions to the City Council. [Strategy
4.1; Strategy 4.4; Strategy 4.5]
• Continue to investigate incentives to preserve current available stock of affordable
housing including mobile home parks, and implementation of selected rehabilitation
programs identified in the Redevelopment Displacement Mitigation Strategy. [Strategy
4.2]
• Assist staff in reviewing the land bank program implementation and potentially
recommend changes to improve the program. [Strategy 4.5.3]
• Review proposed policy, regulations, density and other issues (e.g., development fees and
requirements) and provide input to the City Council on the impact of these issues on
housing affordability, including recalibration of City fees to encourage development of
affordable market rate and subsidized housing. [Strategy 4.1; Strategy 4.4; Strategy 4.5]
• Research the potential for additional ongoing funding sources for the City’s various
affordable housing funds to provide financial resources to affordable housing programs
and projects. [Strategy 4.5]
• Advocate for the need for housing affordability for the entire spectrum of wage earners in
our community, specifically, engaging with City Council through written and oral
communication and attending other public meetings to stress the important relationship
between economic, environmental, and social vitality, using triple bottom line values as
applied to affordable housing policy, regulation, facilitation and funding. [Strategy 4.1;
Strategy 4.2; Strategy 4.3 Strategy 4.4; Strategy 4.5]
• AHB members will attend City Council meetings and address Council on matters
pertaining to housing. Also, have a detailed discussion with the Board’s Council liaison at
least twice a year.
• Monitor the community’s efforts to end homelessness. [Strategy 4.3]
• Be informed by staff of all requests for certification of affordable housing projects.
[Strategy 4.1]
• At least quarterly, review the 2019 Work Plan to assure the AHB work is accomplished.
Board members will consider liaison positions to other boards and commissions, as possible,
including:
o – Planning and Zoning Board
o – Board of Realtors
o – Economic Advisory Board
o – Transportation Board
o – Human Relations Commission
o - Commission on Disability
o - Senior Advisory Board
o - CDBG Commission
o – Sustainability Boards & Commissions Collaboration Pilot group
as well as 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.
The Affordable Housing Board (AHB) has an interest in 3 Key Strategic Outcome areas in the
City - Community and Neighborhood livability, Economic Health and Transportation. During
2019, the AHB will be guided by the following City Strategic Objectives in its work:
- Community and Livability’s key strategic objectives, including but not limited to: 1.1
Improve access to a broad range of quality housing that is safe accessible and affordable; 1.2
Preserve the significant historical character of the community;1.5 Preserve and enhance the
City’s sense of place; 1.7 Leverage and improve collaboration with service agencies to
address the prevention of homelessness, poverty issues and other high priority human
service needs; 1.8 Expand organizational and community knowledge about diversity, and
embrace cultural differences; 1.11 Maintain and enhance attractive neighborhoods through
City services, innovative enforcement techniques and voluntary compliance with City codes
and regulations; and foster positive and respectful neighbor relationships and open
communication, as well as provide and support conflict resolution.
- Economic Health’s key strategic objectives including but not limited to: 3.3 Support
workforce development and community amenities initiatives that meet the needs of
employers within the City; 3.7 Support sustainable infill and redevelopment to meet climate
action strategies; and 3.8 Preserve the City’s sense of place.
- Transportation’s key strategic objectives, including but not limited to: 6.2 Improve transit
availability and grow ridership through extended hours, improved headways, and Sunday
service in appropriate activity centers; 6.4 Improve traffic flow for all modes of transporting
people, goods and information to benefit both individuals and the business community; and
6.7 Create and implement planning, engineering and financial strategies to address adequate
infrastructure within the northeast area of Fort Collins.
AFFORDABLE HOUSING BOARD
2018 Annual Report
2018 ANNUAL REPORT Page 1
The following lists the major items the Affordable Housing Board (AHB) was involved with
during 2018:
1. COMPETITIVE PROCESS FOR ALLOCATING CITY FUNDS FOR AFFORDABLE
HOUSING
• AHB worked with the Community Development Block Grant Commission in advising
City Council on the funding for affordable housing projects in the spring cycle of the
competitive process.
• The Board reviewed 5 applications in the spring cycle and made recommendations to
the CDBG Commission.
2. LAND BANK PROGRAM
• The AHB advised staff and was kept appraised of all staff work and recommendations
related to this program.
• The Board helped staff prepare for the January Work Session and support staff
recommended Code changes.
• The Board was kept appraised of the Request for Proposals for the Kechter parcel and
the outcome of that process.
3. THE BOARD SENT MEMORANDUMS OR EMAILS TO CITY COUNCIL REGARDING
THE FOLLOWING MATTERS:
• Support for the assignment of the 2018 Private Activity Bond Allocation
• Supported expanding affordable housing fee waiver eligibility
• Supported fee waivers being awarded to the Oakridge Crossing development
• Supported using Affordable Housing Capital Fund as a direct capital assistance loan to
the Mason Place permanent supportive housing development
• Supported lifting an affordability restriction on the Timberline at Rigden Farms because
the project built did not get any incentives and was not ownership product as described
by the restrictive covenant
• Expressed a desire for more information on the cost of 100% Renewables before
forming a position on this topic.
• Sent comments on the City Manager’s proposed budget.
• Supported City infill options to improve choice and density.
4. BOARD BRIEFINGS
• Affordable Housing Capital Fund
• 2018 International Building Code Updates and Local Amendments
• Preventing concentrated poverty
• Multiple briefings on the City Plan Update project
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Commission on Disability DATE PREPARED: October 14, 2019
LIST OF MEMBERS:
1. Ashlynn Freestone Resigned
6. Michael Marr
2. Terry Schlicting Co-President
7. Amanda Morgan
3. Jan Barela-Smith
8. John Morris CO- President
4. Marilee Boylan
9. Sherri Reichow
5. Arianna Kilmer
10.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
_#1 Neighborhood Livability & Social Health ___Culture and Recreation
___Economic Health ___Environmental Health
_#3_Safe Community _#2_Transportation
The above prioritized categories are a major focus; however, Culture and recreation and economic health are
also very important focus areas. Last year we gave input and worked in conjunction with the organizers of
Bohemian Nights regarding the accessibility of the event and other public city events. We also developed a
disability awareness training for event staff. In addition, we offered input for public recreation facilities access
such as Mulberry Pool and the bike trails. Economic health is an area that needs to be addressed in the future as
people with disabilities are more likely to live in poverty. The rate at which people with disabilities are
employed as compared to people without disabilities represents a large gap. 30% of people with a disability
in Colorado are employed compared to 71% of people without a disability. We would recommend the
focus areas be chosen annually by the commission depending on the current need.
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
(1)
To develop educational programs to acquaint our citizens with issues affecting individuals with disabilities;
(2)
To form special committees including noncomission consultants or specialists to address issues affecting the
well-being of individuals with disabilities;
(3)
To communicate with other commissions in order to generate ideas helpful to the City Council;
(4)
To educate City employees about access issues affecting individuals with disabilities;
(5)
To recommend to the City design requirements that ensure accessibility;
(6)
To help the City establish conditions and practices that contribute to employing individuals with disabilities;
(7)
To serve as advocates among City employees, private businesses and the community on behalf of individuals
with disabilities.
We would add to number 5
To recommend to the city: accessible designs / code changes/ event planning and implementation that
ensure accessibility.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
Please see attached work plan.
B. How is the Work Plan aligned with the City’s Strategic Plan?
Please see attached work plan
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
We will be reviewing the 6 month agenda in the future to be able to offer input to upcoming topics
that will relate to our goals and objectives.
D. Does the board effectively accomplish its annual Work Plan?
Yes. The way in which our work plan is written is to allow flexibility. We successfully
accomplish a small number of goals annually which have big impact for people with
disabilities in Fort Collins. There are still many goals on our plan that need to be addressed
but with a small board is difficult to accomplish all within a years time frame.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
a. Meetings generally start on time, and in a timely manner.
b. Discussions are mainly focused on-topic, but periodically stray away because of difficult
situations.
c. Add time to the end of the agenda for planning next meeting agenda topics
d. Tracking ongoing projects/processes in an Excel document
e. Add sub committees/ focus groups meeting once a month with a larger board
f. receive minutes and agenda a week or two prior to meeting for timely planning.
g. add virtual meeting, or a teleconference system availability for each meeting for those unable to
attend in person. Call in number will be listed on agendas.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
a. We would like to add a few more seats to the commission so it would be easier to break into sub
committees where we could get more accomplished.
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
a. We would like to see our council liaison quarterly
b. Other comments:
We appreciate that The City of Fort Collins has a Commission on Disability that is its own entity.
The breadth and number and complexity of issues that impact people with disabilities is still
immense. Combining our commission into another would be injurious. People with disabilities
are a marginalized group which struggle to have their voice heard. Being combined into a larger
category group like the Human Rights Commission would water down what we address and
how. We recognize that the Commission on Disability has work to do on our internal processes,
however, those can be addressed and overcome. We are thankful to The City of Ft Collins for
the opportunity to serve on a Commission on Disability as a voice for change.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
City Manager’s Office
City Hall
300 LaPorte Ave.
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
MEMORANDUM
DATE: February 19, 2020
TO: Delynn Coldiron, City Clerk
FROM: Carol Thomas, City Staff Liaison to the Commission on Disability
CC: Kelly DiMartino, Deputy City Manager
RE: 2019 Periodic Review of the Commission on Disability
This memo provides a brief summary of the Commission on Disability’s (COD) 2019
Periodic Review conducted by Councilmember Ken Summers.
Bottom Line: The discussion primarily focused on transportation, employment and
housing matters, since they are especially sensitive issues within the COD’s Key
Outcome Areas of Neighborhood Livability and Social Health, Transportation and Safe
Community.
Background: Councilmember Ken Summers conducted a Periodic Review for the COD
on November 14, 2019 during the COD’s regular meeting. The COD submitted their
completed Periodic Review Questionnaire on 10/22/19.
Summary: A variety of topics were discussed with Councilmember Summers, including:
• Employment: The COD would like to see the City focus efforts specifically on hiring
people with disabilities.
• Housing: The COD advocated for an increase in the number of accessible rental
units per property, which local building codes now reflect. New units are typically not
financially accessible, however; the COD would like to see more subsidized housing,
especially for those who are on a fixed monthly income.
• Transportation: Improvements are needed for Dial-A-Ride (DAR) service:
currently, DAR only operates within the boundaries and run times of Transfort fixed
route service. The COD would like to see DAR expanded to cover all of Fort Collins.
DAR should provide technology used by other ride share services like Uber – which
is not accessible to people with physical disabilities – like sending passengers a
text 5 minutes prior to arrival instead of making folks sit outside for 30 minutes.
• Recommendation: Councilmember Summers recommended that the COD address
Council at least quarterly, regardless if there’s a Council agenda item related to the
COD’s function.
ARTICLE III. - BOARDS AND COMMISSIONS
Division 9 - Commission on Disability
Sec. 2-153. - Functions
The Commission shall have the following functions:
(1) To develop educational programs to acquaint our citizens with issues affecting
individuals with disabilities;
(2) To form special committees including noncommission consultants or specialists to
address issues affecting the well-being of individuals with disabilities;
(3) To communicate with other commissions in order to generate ideas helpful to the City
Council;
(4) To educate City employees about access issues affecting individuals with disabilities;
(5) To recommend to the City design requirements that ensure accessibility;
(6) To help the City establish conditions and practices that contribute to employing
individuals with disabilities;
(7) To serve as advocates among City employees, private businesses and the community on
behalf of individuals with disabilities.
(Ord. No. 158, 1986, § 6, 11-4-86; Ord. No. 49, 1997, 3-18-97; Ord. No. 130, 2002, § 2, 9-17-02)
Commission on Disability
By-laws
A. NAME
The name of this City of Fort Collins commission is the “Commission on Disability” as established
through City Ordinance #166 on November 3, 1981, hereafter referred to as the “Commission” or
the COD.
B. PURPOSE
The Commission will advise the City Council and the employees and residents of the City of Fort
Collins on issues concerning persons with disabilities in accordance with its functions as defined
in the City Code. Within the limit of its authority, the Commission will formulate, recommend, and
support such programs and policies as it deems important to assure compliance with Section 504
of the Rehabilitation Act of 1973, the 1990 Americans with Disabilities Act (ADA), the Fair
Housing Act and other legislation relating to persons with disabilities.
C. COMMISSION MEETINGS
1. Regular Meetings
a) Regular meetings of the Commission will be held at least once a month.
b) Rules on time, place, accommodation, and order must be established by motions adopted
by the Commission.
c) Accommodations for meetings must be made accessible to all.
d) For purposes of these bylaws, “active Commission members” means all appointed
Commission members except those who have asked to be excused from service on the
Commission for a period of three months or more.
2. Voting / Quorum
a) Only Commission members counted present at any Commission meeting may vote on
any motion considered by the Commission.
b) A quorum consists of the majority of the total number of members specified by the City
Code to comprise the Commission.
c) Motions may be adopted by a majority of a quorum of the Commission.
d) Motions must not be considered without a quorum, except for a motion to recess, adjourn,
or to accept subcommittee reports.
3. Special Meetings
a) Special meetings may be called by any Commission member with the approval of the
Commission chairperson and at least 48 hours advance notice of time and location to all
active Commission members, and public notice as required by the City Code.
b) The Commission may pass other motions to further restrict the time, place, nature, or
business of special meetings.
4. Agenda
a) All agenda items will be generated by the Commission membership with the concurrence
of the Chairperson and must be submitted no less than 24 hours prior to the scheduled
meeting.
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b) The agenda will allow for an open discussion in each meeting for the general public.
c) Unscheduled presentation by City departments or the public, when not on the established
agenda, will be requested to limit their presentation to fifteen (15) minutes or less. The
Commission will need a clear statement at the beginning as to whether their presentation
is for information or whether some action is being requested of the Commission.
d) The agenda may be amended by the chairperson alone or a one-thirds (1/3) vote of the
quorum of a Commission meeting as necessary during the meeting. The one-thirds (1/3)
vote of the quorum to amend the agenda shall override any opposing amendments made
or proposed by the chairperson alone.
e) A majority of the quorum of a Commission meeting may suspend all further amendments
to the meeting’s agenda.
5. Record Keeping and Dissemination of Information
a) The City Staff Liaison will distribute minutes and meeting agendas prepared by the
Secretary/Recorder and expedite correspondence with Commission member and
pertinent City offices.
b) The Commission will report its activities to City Council, via a written report, at least once
a year or as required by the City Code.
D. MEMBERSHIP RESPONSIBILITIES
1. Display sensitivity to and awareness of the needs, desires, and aspirations of persons with
physical, mental, or emotional disabilities.
2. Present any concerns or suggestions received from members of the community to the
Commission for consideration at the next regular meeting.
3. Submit suggestions for agenda items to the Chairperson (or other Executive Committee
member) one week prior to the scheduled Commission meeting.
4. Consult with the Chairperson and City Staff Liaison prior to making any statements or joining
in any activities specifically on the behalf of the Commission.
5. Volunteer and actively participate in a minimum of one sub-committee or other project on a
continuous basis.
6. Contact a member of the Executive Committee, or the City Staff Liaison, when unable to
attend a Commission meeting.
7. Commission members are expected to attend all regular meeting of the Commission. Failure
to comply with the City’s attendance policy for Boards and Commissions, as described in the
Boards and Commissions Manual, will cause a member’s appointment to be terminated.
E. EXECUTIVE COMMITTEE
1. Purpose
The Executive Committee leads the Commission and meets to review the progress on the
goals of the Commission and makes recommendations to the Commission for how to best
achieve their goals. Further, the Executive Committee ensures that the Commission
remains in close contact with necessary City and City Council officials and provides
reports as desired to the City Council on the business of the Commission.
2. Membership
a) The Executive Committee shall consist of four (4) members: Chairperson, Vice-
Chairperson, Secretary, and Historian.
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b) Only members of the Commission are allowed to serve as members of the Executive
Committee.
c) Only members of the Commission that have served no less than one (1) year are eligible
to serve as the Chairperson.
d) A Commission member may only hold one Executive Committee position at any given
time.
e) The term of every Executive Committee position ends on the first regular meeting in
January after the regular election of a new Executive Committee.
f) The term for every Executive Committee position shall be about one (1) year, the time
between on January regular Commission meeting and the next January regular
Commission meeting.
3. Elections
a) Nominations for the Executive Committee positions shall be held at every first regular
Commission meeting in January or February.
b) The regular election for the Executive Committee positions shall be held at the next
regular meeting after nominations have been taken. The election must occur as the first
order of business.
c) To receive a position on the Executive Committee, a nominee must receive votes from a
majority of the quorum present at the time of the election in the appointed meeting.
d) If no nominee for a given position receives a majority of the vote from the quorum, a run-
off election will be held between the two nominees that received the most votes.
e) Every member of the Commission present at the election has exactly one (1) vote for
each position. Members present at the election may not abstain from voting.
f) In the event of a tie, the current Chairperson will appoint one of the two nominees to serve
as the winner of the election.
g) A motion can be made at any time during a regular Commission meeting to take
nominations to replace a vacancy in the Executive Committee. Once nominations are in
place, a vote for the position must be immediately taken. The rules for the regular election
are followed.
4. Removal
a) Any member of the Executive Committee may only be removed from office by a vote of
two-thirds (2/3) of the members present at a regular meeting of the Commission.
b) A motion to unseat a member of the Executive Committee may be submitted at any time
during a regular meeting and must be seconded.
c) Any member that forfeits their membership to the Commission is automatically removed
from the Executive Committee.
5. Meetings
a) The Executive Committee shall meet to discuss new potential goals for the Commission,
to review the progress of the Commission in accomplishing its current goals, and to
recommend the Commission’s course of action to achieve new and remaining goals.
b) The Executive Committee is required to meet at least once every six (6) months.
c) Meetings of the Executive Committee are called by the Chairperson.
d) Notification of the time and place of any Executive Committee meeting must be given to
all acting Executive Committee members seventy-two (72) hours in advance, and to the
public as required by the City Code.
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6. Leadership Succession
a) Upon the absence of the Chairperson, the Vice-Chairperson assumes the duties of the
Chairperson until the Chairperson is no longer absent.
b) Upon the absence of the Vice-Chairperson, the Secretary assumes the duties of the Vice-
Chairperson until the Vice-Chairperson is no longer absent.
c) Upon the absence of the Secretary, the Historian assumes the duties of the Secretary
until the Secretary is no longer absent.
d) Upon the absence of the Historian, the Chairperson may appoint a temporary Historian
that will serve as Historian until the Historian is no longer absent.
e) The Chairperson may appoint Commission members to temporary positions to assist a
member of the Executive Committee that has assumed a different position due to an
absence at the request of the member. The appointee will serve until the Executive
Committee member no longer assumes the extra position.
f) In the absence of all Executive Committee members, the Commission may take
nominations and elect a temporary Chairperson according to Sections E.3.c – E.3.f that
will serve as Chairperson until a member of the Executive Committee is no longer absent.
g) A member of the Executive Committee may be considered absent under three different
circumstances:
i) The member fails to be counted as present at the most recent regular meeting.
ii) The member notifies of the inability to perform their prescribed duties to another
member of the Executive Committee or the entire Commission in writing, signed,
dated, and witnessed.
iii) The member is removed from the Commission.
h) A member of the Executive Committee may remove their absent status via two means:
i) The member is counted present at the next regular meeting.
ii) The member notifies another member of the Executive Committee or the entire
Commission that they should be considered present and able to perform their
prescribed duties in writing, signed, dated, and witnessed.
i) Any conflict that arises concerning the absence of an Executive Committee member may
be resolved by the majority of the Commission in the next regular meeting.
7. Responsibilities of Chairperson
a) Preside at Commission meetings.
b) Preside at Executive Committee meetings.
c) Develop agenda items in coordination with the Executive Committee.
d) Assure the Commission meetings adhere to the agenda.
e) Assure the Vice-Chairperson is prepared to preside at meetings in Chairperson’s
absence.
f) Be available for consultation at request of Commission members, City of Fort Collins
employees, City Council, and residents.
g) Report to the Commission all communication received by or delivered to Chairperson.
h) Maintain contact with City Liaison.
i) Oversee development of report(s) to City Council
j) Assist with sub-committees.
8. Responsibilities of Vice-Chairperson
a) Assist with developing agenda items.
b) Assist with sub-committees.
c) Assist in writing reports to the City Council.
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d) Facilitate new member orientation.
9. Responsibilities of Secretary/Recorder
a) Assist with developing agenda items.
b) Assist with sub-committees.
c) Assist in writing reports to the City Council.
d) Record and compose meeting minutes and transmit to Staff Liaison for distribution. These
transmissions should be sent to the Staff Liaison by Monday before the next scheduled
meeting.
e) Submit final, Commission approved minutes as required by the City Clerk’s office, any of
the City’s rules governing the Commission, and any other applicable city ordinances and
state statutes.
10. Responsibilities of Historian
a) Assist the Commission with project timeliness, meetings, and project planning.
b) Collect and organize newspaper articles and other write-ups concerning the COD.
c) Prepare and maintain a COD history and scrapbook.
F. SUBCOMMITTEES
1. Subcommittees are formed and discharged by a motion of the Commission.
2. The rules for establishing the Chairperson of each Subcommittee are made by a motion of the
Commission.
3. The Chairperson of a Subcommittee must be a current member of the Commission.
4. The Chairperson, or someone acting in-lieu of the Chairperson according to the rules of a
Subcommittee as established by Section F.2, will give a report at Commission meetings
according to the agenda.
5. Membership criteria and manner of placement of membership rules of each Subcommittee
are established by motions of the Commission.
a) It is not required to have uniform rules for all Subcommittees.
b) The rules may be inclusive to non-members of the Commission.
c) The rules may also establish guidelines for qualifications of non-commission consultants
or specialists to serve on a Subcommittee.
d) The Commission may establish both voting membership and non-voting membership for a
Subcommittee.
6. The quorum requirements of each Subcommittee shall be a majority of those appointed to the
Subcommittee unless the Charter, City Code, or the Commission specifies otherwise.
7. Unless otherwise established by a motion of the Commission or the By-laws, Subcommittees
are automatically discharged at the first regular meeting of a new calendar year.
G. BY-LAWS
1. Notice of Amendment
a) Notice, either written or, upon request, a reasonable alternate accessible format, of any
proposed by-laws must be provided to each member of the Commission fourteen (14)
days prior to the scheduled vote thereon.
6
b) The Commission shall not vote on an amendment unless it is able to verify that each
active member has received sufficient advance notice of the proposed amendment. This
may be accomplished in one of three ways:
i) The member is present at a meeting of the commission at least fourteen (14) days
prior to a vote where the proposed amendment is presented as reflected in the
minutes of that meeting.
ii) The member submits a signed and dated copy of the amendment to the Commission
at any time before the vote, where the date of the signature is at least fourteen (14)
days prior to a vote on the amendment. This can be done via any means, facsimile,
mail, etc.
iii) The member affirms that they have had the proposed amendment at least fourteen
(14) days prior to a vote in a Commission meeting as reflected in the minutes.
c) The way that the notice of amendment was verified for each active member shall be
recorded along with the vote on the amendment in the minutes.
2. Approval
Approval of these by-laws or any amendments may be accomplished thereto by simple-
majority vote of the entire Commission membership.
3. Review
These by-laws will be reviewed by the Commission annually for possible changes to
assure a properly functioning Commission.
4. Conformance.
a) These by-laws shall be consistent with the Charter and Code of the City of Fort Collins,
and the City’s Boards and Commissions Manual. Those documents shall control in the
event of a conflict with these by-laws.
b) Rules and other adopted motions that conflict with the by-laws are not valid.
Revised and Updated May 13, 2010
Largest Connection to Key Strategic
Outcome Areas
Secondary Connection
Third Largest Connection
Key Strategic Outcomes
COD Action Items Strategic Objectives Supported
Neighborhood Livability and Social
Health
Provide a high quality built
environment, support quality,
diverse neighborhoods and foster
the social health of the community
Collaborate with relevant Boards, Commission, and City Departments.
o Receive and respond to citizen concerns
o Ensure COD representation at major events relevant to Community & Neighborhood
Livability.
o Extend invitations to monthly COD meetings to Boards, Commissions, City
Departments and aligned organizations, when relevant.
o Identify needs and develop/pursue special projects.
o Update service agency list. Develop a message to push out on social media.
o Address affordable housing when opportunities arise.
1.1 Improve access to quality housing that is affordable to a broad range of income levels
1.3 Improve accessibility to City and community programs and services to low- and moderate-income
populations
1.4 Co-create a more inclusive and equitable community that promotes unity and honors diversity
1.6 Protect and preserve the quality of life in neighborhoods
Transportation
Provide for safe & reliable
multimodal travel to, from, and
throughout the city
Collaborate with relevant Boards, Commission, and City Departments.
o Receive and respond to citizen concerns
o Extend invitations to monthly COD meetings to Boards, Commissions, City
Departments and aligned organizations, when relevant.
o Ensure COD representation at major events relevant to Transportation.
o Identify needs and develop/pursue special projects.*
o Address paratransit education and advocacy when necessary
*Projects might include:
o Partner with Transfort to provide Ambassador/Consultant to evaluate proposed
changes.
o Work toward additional ADA accessible parking in the downtown area.
o Improve Regional Interconnectivity.
o Provide input to NFRMPO regarding draft plan
o Address winter snow removal to ensure accessibility
6.1 Improve safety for all modes of travel
6.3 Improve transit availability and grow ridership
6.7 Address parking needs Downtown, along the MAX corridor and in residential neighborhoods
Safe Community
Provide a safe place to live, work,
learn and play
Collaborate with relevant Boards, Commission, and City Departments.
o Receive and respond to citizen concerns
o Ensure COD representation at major events relevant to Community Safety.
o Extend invitations to monthly COD meetings to Boards, Commissions, City
Departments and aligned organizations, when relevant.
o Identify needs and develop/pursue special projects.*
*Projects might include:
o Develop training for law enforcement, emergency personnel, Transfort personnel for
interacting with people with disabilities.
o Partner with SAVA and Womans Commission re sexual assault prevention
Culture & Recreation
Provide diverse cultural and
recreational amenities
Collaborate with relevant Boards, Commission, and City Departments.
o Receive and respond to citizen concerns
o Ensure COD representation at major events relevant to Culture and Recreation.
o Extend invitations to monthly COD meetings to Boards, Commissions, City
Departments and aligned organizations, when relevant.
o Develop COD statement regarding the contribution/participation of people with
disabilities to our City’s culture.
o Identify needs and develop/pursue special projects.*
o Mayor’s Awards
*Projects might include:
o Collaborate with City's Special Events Coordinator as an ADA advisory committee for
special events o Support The
City of Ft Collins recreation events and facilities to increase accessiblity. ie City Park
Pool, New West Fest o o Follow up with BoNi
regarding the use the the Disability Etiquette Presentation.
2.2 Improve low and moderate income citizen access to, and participation in, City programs and
facilities.
2.3 Promote health and wellness within the community and provide sustainable access to nature.
2.5 Plan, design and implement improvements to the citywide trail system.
2.6 Develop a clear strategic description of the City’s role in culture and arts while leveraging
partnerships with other community organizations.
2.1 Develop recreational and cultural programs with pricing and marketing strategies that drive
value, attendance and cost recovery 2.2
Plan, design, implement and maintain the City’s parks and trails systems 2.3
Provide enhanced opportunities for arts and culture throughout the City
Economic Health
Promote a healthy, sustainable
economy reflecting community
values
Collaborate with relevant Boards, Commission, and City Departments.
o Receive and respond to citizen concerns
o Ensure COD representation at major events relevant to Economic Health.
o Extend invitations to monthly COD meetings to Boards, Commissions, City
Departments and aligned organizations, when relevant.
o Identify needs and develop/pursue special projects.*
*Projectsmight include:
o Continue to highlight/recognize employers who hire people with disabilities through
annual Community Recognition Awards.
o Address sub-minimum wage positions and sheltered work environments
3.2 Maintain and grow diverse employment opportunities
3.3 Enhance business engagement to address existing and emerging business needs
High Performing Government
Deliver an efficient, innovative,
transparent, effective and
collaborative city government
o Actively commit to recruit and hire people with disabilities.
o Increase # of people with disabilities hired within the City.
o Extend invitations to monthly COD meetings to Boards, Commissions, City
Departments and aligned organizations, when relevant.
o October: Promote employment for people with disabilities (October is National
Disability Employment Awareness Month)
7.1 Provide world-class municipal services to residents and businesses
7.2 Promote a values-driven organizational culture that maintains the public trust through ethical
behavior and transparency
7.3 Broaden methods of community engagement with additional consideration to diverse
backgrounds, languages and needs
7.4 Attract, retain, engage, develop and reward a diverse and competitive workforce to meet the
Commission on Disability
2018 Annual Report
2018 ANNUAL REPORT Page 1
The Commission on Disability serves as an advisor to the City of Fort Collins City Council on
issues relating to citizens with disabilities. In its role as an advocate for citizens with disabilities,
the Commission on Disability: develops educational programs to acquaint citizens with issues
affecting individuals with disabilities; forms special committees to review and address particular
issues; works together with other Boards and Commissions and the City Council to provide
recommendations to assure compliance with Section 504 of the Rehabilitation Act of 1973, the
1990 Americans with Disability Act (ADA), the Fair Housing Act and other legislation relating to
persons with disabilities; and serves as ombudsman between City departments, the private
business sector, and the community of citizens who have disabilities.
During 2018, the Commission members were as follows:
Terry Schlicting- Chairperson
Marilee Boylan
Michael Marr
John Morris- Vice Chairperson
Jan Barela-Smith
Rustin Hughes
Sherri Reichow- Recorder
Amanda Morgan
Ariana Kilmer
1. “FIVE BEHAVIORS OF A COHESIVE TEAM” TRAINING
• Members of the Commission attended 3hrs of training to increase the effectiveness of the
commission.
2. CITY EVENTS ALIGNMENT WITH ADA GUIDELINES
• The COD created and approved special event guidelines for the City to align with ADA
guidelines when planning special events.
• The COD created and approved a power point training that was requested from Doug Buffington
to be used to educate staff about disability etiquette and laws in preparation for New West Fest.
• Atlas Security, Security Contractor for New West Fest and Bohemian Foundation, made the
following changes for ADA alignment.
a) The BoNi@NWF website was updated to include an Accessibility Section that provided the
ability to download the Festival Accessibility Guide.
b) The Mountain Ave venue ADA platform was added.
c) Training from the Rocky Mtn. ADA Center was provided.
d) ADA seating was added to the Oak St. venue.
e) A Security Staff ADA Information and Etiquette Guide was developed
f) Three ADA drop off locations we added to the festival footprint.
Commission On Disability
2018 Annual Report
2018 ANNUAL REPORT Page 2
3. COMMISSION ON DISABILITY COMMUNITY RECOGNITION AWARDS
EACH YEAR, THE CITY OF FORT COLLINS' COMMISSION ON DISABILITY HOSTS AN AWARDS
EVENT, FORMERLY TITLED THE MAYOR'S AWARDS. THE PURPOSE IS TO THANK THE PEOPLE
AND BUSINESSES WHO SERVE TO ENRICH THE LIVES OF PEOPLE WITH DISABILITIES,
AFFECTING CHANGE BY EMBRACING THE SPIRIT OF INCLUSION AND RESPECT.
Employer of the Year Sam’s Club, Fort Collins
Employee of the Year April Tauer
Volunteer of the Year Justin Kerley
Educator of the Year Tara Gross
Service Provider of the Year Cooper Home
Spirit of Fort Collins Olander School for Project-Based Learning
Dorothy Lasley Memorial Award Sam Lawrence
4. CITY PARK POOL- IN PROGRESS
THE CITY’S OPERATIONS SERVICES STAFF AND COD MEMBER COMPLETED A WALK-THRU OF
CITY PARK POOL TO IDENTIFY ACCESSIBILITY NEEDS BEYOND ADA COMPLIANCE.
OPERATIONS SERVICES HAS COMMITTED TO INSTALLING THE FOLLOWING FEATURES:
• Include the word “restroom” to sign installed to indicate location of accessible restroom
• Install grab bars in the women’s restroom
• Designate both of the accessible bathrooms as unisex
• Install a 5’ changing table in one of the restrooms
5. BUILDING PERMIT CHANGES
• The City approved Ordinance #149 and implemented The COD’s recommendation
within the building permit process to require accessible units with roll in showers when
a builder constructs 26+ units.
• Ordinance #149 requires roll-in showers to be 36”x60’’ within the accessible units with
roll in showers. This dimension allows care providers to safely assist the bathing
process.
Commission On Disability
2018 Annual Report
2018 ANNUAL REPORT Page 3
ACCESSIBLE DWELLING UNITS AND SLEEPING UNITS
Total number of
units provided
Minimum required number of
accessible units without roll-in
showers
Minimum required
number of accessible
units with roll-in
showers3
Total number of
required accessible
units
1 -25 1 0 1
26-50 2 - NOW 1 0 - NOW 1 2
51 - 75 2 - NOW 3 1 - NOW 2 4
76-100 4 - NOW 4 1 - NOW 2 5
101 -150 5 2 7
151 -200
201 -300
6
7
2
3
8
10
301 - 400 8 4 12
401 -500 9 4 13
501 -1000 2% of total 1% of total 3% of total
Over1000 20, plus1 for each100, or
fraction thereof, over I000
I0, plus I for each
I00, or fraction thereof,
over
30, plus 1 for each I00, or
fraction thereof,
over 1000
1000
aRequired roll-in showers shall be a minimum of 36" by 60" interior dimension.
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Community Development Block Grant Commission DATE PREPARED: 10/10/19
LIST OF MEMBERS:
1. Amy Dondale Chair 6. Pat Hastings
2. Serena Thomas Vice Chair 7. Joshua Johnson
3. Steve Backsen 8. Margaret Long
4. Anita Basham 9. Sara Maranowicz
5. Olga Duvall 10.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
___XX Neighborhood Livability & Social Health ___ Culture and Recreation
___ Economic Health Environmental Health
Safe Community Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
• The current Duties of the CDBG Commission align well with the Neighborhood Livability & Social
Health Key Outcome area. No need to be adjusted.
o Allocating funding to various human services and housing proposals clearly aligns with
providing resources needed to meet outcomes.
o When considering funding allocations, commission constantly works to improve and sustain
high quality neighborhoods, built environment, and overall community health.
o Opportunity does exist to better address supporting diversity.
o Opportunity for more alignment with the vision of affordable housing on the front end, not
just the funding portion.
o Opportunity for the commission to be allowed some latitude (or specific direction) in setting
priorities regarding which aspects of neighborhood livability and social health, in order to be
more strategic about funding recommendations.
• Within the current Duties/Functions, the CDBG Commission is not clear on how to fulfill the
following items, given the group’s emphasis on the annual grant process, and would welcome
guidance:
o Advise the City Council on matters pertaining to the HUD-CDBG Program;
o Assess the community development needs of low- and moderate-income individuals and
families and suggest programs to meet those needs.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
• The Work Plan is largely complimentary with the Neighborhood Livability & Social Health outcome.
o The Commission designs its annual work plan based on this key outcome.
o The Commission has added a component to the scoring of proposals to address this.
o Opportunity for improved alignment on the planning side, not just to be utilized for funding
decisions.
• The CDBG Commission recognizes that there are other methods to contribute towards the NL&SH
outcome. Opportunities to expand the Work Plan in 2020 towards this end will be available if the
Commission desires to do so.
B. How is the Work Plan aligned with the City’s Strategic Plan?
• The Work Plan and the City’s Strategic Plan are primarily aligned with items 1.1, 1.2 and 1.3.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six-Month Calendar)?
• The Work Plan and the Six-Month Calendar are complimentary, but only with regard to the CDBG
Commission’s funding recommendation advancing to City Council for review/approval.
o CDBG Commission also follows City Council updates and periodically discusses at the monthly
meetings.
o Council’s Agenda Planning Calendar does not seem to offer other opportunities for
consultation or advisement from the Commission.
D. Does the board effectively accomplish its annual Work Plan?
• Yes, the Commission works to be effective and equitable with the funds available and to continually
explore methods for improvement.
• Opportunity for improvement towards Work Plan Item #5, which invites the Commission to play a
stakeholder role regarding issues surrounding poverty, human services, affordable housing, etc.
For example, the CDBG Commission was not aware of the City's plan to build a homeless service
campus.
• Work Plan only focuses on the grant funding mechanism, which is only one of many duties.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
• The Commission meetings are well run, efficient, effective and respect is given to members’ time.
o As time permits, it would be good to have more general discussion of human service and
housing issues.
o Sometimes we do go down "rat holes".
o Not optimally. It is hard to know where group discussion is leading toward an outcome.
Instead of agenda items, it would be more effective to be clear about what the group is to
accomplish during the meeting.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
• Yes, 9 Commission members is appropriate to represent a number of diverse views on supporting
community development.
o May not be as social-economically diverse as ideal.
o Composition of skills / expertise and a commitment to carrying out the CDBG duties (vs
advancing individual interest areas) is more important than the # of people. That being said, it
would be great to expand to include more members with varied expertise.
6. Please describe the effectiveness of the communications between the board and Council. What could
be done to improve these communications?
• Interaction between the Commission and City Council is limited and not in person, however; the
established protocol for communications seems to work well and is effective.
o City staff is our liaison, via written communication. This seems effective enough.
o A quarterly visit from the council liaison would be beneficial for all.
o More would be better as long as it doesn't compromise the independence of the Commission.
o Past examples include:
Issues the Commission has deemed as important and in need of Council attention, such as
the critical need for additional human service funding as the city grows.
Formal letter writing to advocate for more $ for grant funding.
Other comments:
• This is a commission with clear work and impact. It can be fairly time consuming during the
competitive process which makes it difficult to have a more inclusive membership particularly
those with low incomes.
• I appreciate this effort! Assessing and making changes is never easy and it can be tough to see
where things are working well and where objectives are not being met. From my view, staff
management of the commission has been really well done recently. Thank you!
• Given that funding decisions are made in the spring, it would be much better if new/old members
could be rotated on/off at the beginning of the fall (September), rather than January.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
Social Sustainability
222 Laporte Avenue
PO Box 580
Fort Collins, CO 80522
970.221.6757
MEMORANDUM
DATE: December 13, 2019
TO: City Clerk Delynn Coldiron
THRU: Jeff Mihelich, Deputy City Manager
Jacqueline Kozak-Thiel, Chief Sustainability Officer
Beth Sowder, Social Sustainability Department Director
FROM: Adam Molzer, City Grants and Community Partnerships Coordinator
RE: CDBG Commission Periodic Review: Dialogue with Mayor Pro Tem Stephens
This memo provides a brief summary of the Community Development Block Grant (CDBG)
Commission’s meeting on the evening of December 11, 2019 with Mayor Pro Tem Kristin
Stephens to discuss their Periodic Review.
Bottom line: The CDBG Commission does not recommend significant changes to the duties of
the Commission and believes their work is complimentary with the City’s Neighborhood Livability
and Social Health (NLSH) Outcome area. The Commission is largely satisfied with the
effectiveness of their meetings, group size and communications. Edits and updates to the
Commission’s functions as described in the City Code are necessary.
Background: A Periodic Review is conducted every four years (rotational) of the City of Fort
Collins Boards and Commissions. The Outcome area for 2019 is Neighborhood Livability and
Social Health. The CDBG Commission’s primary outcome is under this focus area. The CDBG
Commission completed their Periodic Review questionnaire in the fall of 2019 and presented
their report to the assigned Council liaison, Mayor Pro Tem Kristin Stephens, for her response on
the evening of December 11, 2019.
Summary: A variety of topics were discussed with Mayor Pro Tem Stephens, including:
• Receptiveness of Council for the Commission to communicate their thoughts and
expertise on affordable housing and human services topics, outside of their annual
funding recommendation activities.
• Council’s consideration of short-term appointments to Boards & Commissions to
temporarily fill vacancies during the ‘Reimagining Boards & Commissions’ project.
• Updates to the City’s Code language related to the CDBG Commission, and a potential
name change for the Commission. This should be part of the ‘Reimagining’ efforts.
• The City’s upcoming Budgeting for Outcomes process and how the Commission can
advocate for budget offers of interest to them.
• Council priorities that intersect with the CDBG Commission’s interests, including childcare,
and whether those should be considered during the grant funding process.
• Council’s advocacy to federal officials for HUD resources delivered to the Fort Collins
community.
Next steps:
• Staff liaison to the CDBG Commission will inquire with the City Clerk’s Office about Council’s
interest in short-term appointments to Boards and Commissions.
• Staff liaison to the CDBG Commission will consult with the City Manager’s Office about the
anticipated timing for Code language revisions to be considered.
DocuSign Envelope ID: 368B50D4-53C1-4F9F-AD81-1E0C075CE196
ARTICLE III. - BOARDS AND COMMISSIONS
Division 11 - Community Development Block Grant Commission
The Commission shall have the following functions:
Sec. 2-183. - Functions.
The duties and functions of the Commission shall be:
(1) To advise the City Council on matters pertaining to the Department of Housing and Urban
Development's Community Development Block Grant (CDBG) Program;
(2) To promote the CDBG Program within the City with special attention to the three (3) low-
and moderate-income neighborhood strategy areas of Holy Family, Laurel School, and
Buckingham, Alta Vista and Andersonville (B.A.V.A.);
(3) To assess the community development needs of low- and moderate-income individuals
and families and suggest programs to meet those needs;
(4) To provide recommendations to the City Council concerning the expenditure o
(5) f CDBG funds received from the Department of Housing and Urban Development;
(6) To perform such other duties and functions and have such other powers as may be
provided by ordinance of the City Council.
(Ord. No. 98, 1990, § 3, 9-4-90)
BY-LAWS OF THE CITY OF FORT COLLINS
COMMUNITY DEVELOPMENT BLOCK GRANT COMMISSION
ARTICLE I – NAME
The official title of this Commission shall be the Community Development Block Grant
Commission of the City of Fort Collins, Colorado.
ARTICLE II – PURPOSE AND OBJECTIVES
The duties and functions of the Commission shall be:
1. To advise City Council on matters pertaining to the Department of Housing and Urban
Development's Community Development Block Grant (CDBG) and the Home Investment
Partnerships (HOME) Programs, the City’s Affordable Housing Fund (AHF) and Human
Services Program (HSP);
2. To promote affordable housing, community development, and human service activities
within the city with special attention to the needs of low- and moderate income individuals
and families and special needs populations;
3. To assess the affordable housing, community development, and human service needs of
low- and moderate-income individuals and families and suggest programs to meet those
needs;
4. To provide recommendations to City Council concerning the expenditure of CDBG and
HOME funds received from the Department of Housing and Urban Development, as well as
the City’s Affordable Housing Fund and Human Services Program funds;
5. To perform such other duties and functions and have such other powers as may be provided
by ordinance of City Council.
ARTICLE III – COMMISSION MEMBERSHIP
1. The Commission shall consist of nine (9) members appointed by City Council. Council will
strive to appoint persons with knowledge and/or experience in areas relating to affordable
housing, economic development and/or human services. .
2. Each member shall serve without compensation for a term of four (4) years, except that
members may be appointed by City Council for a shorter term in order to achieve
overlapping tenure. Appointments shall specify the term of office of each individual. All
members shall be subject to removal by City Council. If a vacancy occurs on the
Commission, it shall be filled by City Council for the remaining unexpired portion of the
term. No member shall serve more than two (2) consecutive terms, unless a period of at
least twelve (12) months has occurred. For the purposes of this provision, a "term" shall
include the balance of an unexpired term served by a person appointed to fill a vacancy if
such unexpired term exceeds twenty-four (24) months.
ARTICLE IV – OFFICERS
1. Each year in February or March, at a regular meeting, a Chair and Vice-Chair shall be
elected by majority vote of the Commission.
2. The Chair shall preside at all meetings of the Commission. In the event of the absence or
disability of the Chairperson, the Vice-Chair shall preside.
3. A vacancy in the office of Chair shall be filled automatically by the Vice-Chair, and a new
Vice-Chair shall be elected at the next regular meeting of the Commission from among the
regular members. A vacancy in the office of Vice-Chair shall be filled at the next regular
meeting of the Commission by election from among the regular members. The officers so
elected shall serve until the next February or March meeting when officers are elected.
4. The Chair, subject to these bylaws and rules of procedure, shall decide all points of order or
procedure, unless otherwise directed by a majority of the Commission in session at that
time.
5. The Director of Social Sustainability or employee designate(s) shall act as liaison to the
Commission, shall keep or cause to be kept the minutes of each Commission meeting, shall
conduct all official correspondence and generally supervise the clerical and technical work
of the Commission. The liaison(s) shall be a non-voting member(s) of the Commission.
ARTICLE V – MEETINGS
1. Regular meetings of the Commission shall be held at least monthly, or as established by the
Commission, at a time and place agreed by its members.
2. Special meetings may be called by the Chair of the Commission at such other times as the
Chair or the Commission may determine to be admissible, provided that written notice or
notice by telephone of such meeting and of the subject matter of such meeting be given to
each Commission member at least twenty-four (24) hours prior to the time set for such
meeting; provided further that notice of any such meeting be filed with the City Clerk
twenty-four (24) hours before the time of such meeting. Any Commission member may
sign a waiver of notice which waiver shall then be in lieu of any other notice requirement. A
Commission member attending any meeting shall be deemed to receive the necessary notice
of such meeting.
3. All meetings of the Commission shall be held in a designated meeting place in a City
facility or after proper notice as set forth in Section 2.
4. All meetings shall be open to the public. The first item on the agenda shall be noted for
Open Public Discussion and shall allow a ten-minute time slot for public input. Persons
wanting to address the Commission may also do so by obtaining agenda item approval by
both the Chair and the Staff Liaison of the Commission not less than fourteen (14) days
before the next regularly scheduled meeting. Guests may also address the Commission at
other times by Commission invitation.
5. A quorum of the Commission shall consist of a majority of the total number of members
specified by City Code to comprise the Commission. No official action may be taken by
the Commission unless a quorum is present. However, if a quorum is not present, the
meeting may still be conducted for the purposes of status reporting and discussion of items.
6. The order of business for all meetings shall be the order as it appears in the agenda except
that the Chair may, under special circumstances, rearrange the order of business unless
otherwise directed by a majority of the Commission.
7. Any Commission member who has a personal interest in any matter before the Commission
shall disqualify himself or herself from any such consideration or discussion of or voting
upon such matter. Any such disqualification shall be noted in the official Minutes of the
meeting.
ARTICLE VI – AMENDMENTS TO BY-LAWS
These rules may be amended or modified by a majority vote of the Commission, provided that
such amendments be presented in writing and such action be taken thereon at a subsequent
regular meeting, subject to the approval of the City Council.
Revised and approved 10/11/2018
COMMUNITY DEVELOPMENT BLOCK GRANT COMMISSION: 2019 WORK PLAN
The Community Development Block Grant (CDBG) Commission is responsible for: overseeing the
Competitive Process for the funding of affordable housing and community development projects and
programs; reviewing related activities; and making funding recommendations to City Council. The
following items are included in the CDBG Commission’s 2019 Work Plan:
1. Competitive Funding Process: Program Development
The CDBG Commission will continue to work to improve the Competitive Process for
CDBG, HOME Investment Partnerships Program (HOME), Affordable Housing Fund
(AHF), Human Services Program (HSP) and Keep Fort Collins Great (KFCG) funds.
The Commission will continue to use a web-based Competitive Process application
process and will make adjustments and improvements as warranted.
2. CDBG FY 2019: Program Development
CDBG Program Development involves the continuation of the federally funded grant
program for activities such as affordable housing, public facilities, economic
development and public services. The process includes a review and update of the
processes for application selection, solicitation of proposals, criteria for funding, and
funding recommendations.
3. HOME FY 2019: Program Development
HOME Program Development involves the continuation of the federally funded grant
program for affordable housing and will include review of the processes for application
selection, solicitation of proposals, criteria for funding, and funding recommendations.
4. Human Services Program, Affordable Housing Fund, and General Fund and Keep Fort
Collins Great: Program Development
For these City General Fund and Keep Fort Collins Great funding streams, Program
Development will include review of the processes for application selection, solicitation
of proposals, criteria for funding, and funding selection.
5. City’s Social Sustainability Work Program and Community Initiatives
The CDBG Commission will continue to play a stakeholder role for review and input as
work continues both within the City organization and in the community regarding issues
surrounding poverty, human services, affordable housing, community development and
social sustainability.
COMMUNITY DEVELOPMENT BLOCK GRANT COMMISSION
ANNUAL REPORT: 2018
The Community Development Block Grant (CDBG) Commission met a total of twelve times
during 2018. Six were regular meetings and six were special Competitive Process-related
meetings. One funding cycle was conducted in the spring.
The Commission held six evening meetings during the spring cycle to listen to presentations by
housing and human service applicants, to consult with the Affordable Housing Board and
discuss the merits of the grant proposals, and to make funding recommendations to Council.
A subcommittee of Commission members also met for a series of five meetings in the summer
months. This group worked with staff to provide a comprehensive review and evaluation of the
Competitive Grant Process. These recommendations will be folded into improvements for the
grant process in 2019, allowing the grant process to be leaner and more effective, while
maintaining the value and integrity of the final funding recommendation.
During the regular meetings, the Commission reviewed the funding process and discussed the
status of some grantees. A presentation from members of the Economic Advisory Board also
provided information about a special project that would focus on the City’s Triple Bottom Line
approach to project evaluation and engagement of various Boards & Commissions from the
Sustainability Service Area. Discussions also occurred around the City’s Budgeting for Outcomes
process and budget offers that specifically impacted the Human Services Program and the
Social Sustainability Department. Commission members wrote a letter to the City Council
advocating for retained funding for the HSP budget. There were also topical discussions on
housing affordability, poverty, and a special presentation about issues impacting seniors in our
community.
The Commission provided recommendations to City Council as to the allocation of the City’s
FY2018 CDBG and HOME entitlement grants, CDBG and HOME program income, AHF, HSP and
KFCG funds. Funding requests were greater than available dollars so not all proposals submitted
were funded.
Funding Source Funding Totals
CDBG $ 2,170,510
HOME $ 1,752,030
AHF $ 525,047
HSP $ 758,406
TOTAL $5,205,993
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The projects and programs funded during 2018 were:
HOUSING
• DMA Plaza: Rehabilitation
• Habitat for Humanity: Poudre Build
• CARE Housing: UFAS
• Housing Catalyst: Mason Place
PUBLIC SERVICE
• Alliance for Suicide Prevention: Suicide Prevention & Mental Health Education
• B.A.S.E. Camp: Childcare Scholarships
• Boys & Girls Clubs: Great Futures Start Here
• CASA Program: Court Appointed Special Advocates
• CASA Program: Harmony House Supervised Visitation Center
• Catholic Charities: Senior Services
• Catholic Charities: The Mission Shelter
• (The) Center for Family Outreach: Scholarship Program
• ChildSafe Colorado: Sexual Abuse Treatment Program
• CO Health Network d/b/a Northern Colorado AIDS Project: Client Services
• Crossroads Safehouse: Advocacy Program
• Disabled Resource Services: Access to Independence
• Elderhaus: Community Based Therapeutic Care
• Faith Family Hospitality: Family Programs
• Food Bank for Larimer County: Kids Café
• Homeward Alliance: Murphy Center Programs
• Homeward Alliance: Program Support
• Larimer County Partners: One to One Mentoring
• (The) Matthews House: Empowering Youth Program
• (The) Matthews House: Building Employment Skills
• Neighbor to Neighbor: Housing Counseling
• Neighbor to Neighbor: Rent Assistance
• Partnership for Age Friendly Communities: A Little Help Program
• Project Self-Sufficiency: Healthy Families Program
• Respite Care: Childcare Scholarships
• SAVA Center: Sexual Assault Victim Services
• SummitStone Health Partners: Community Behavioral Health Treatment Program
• SummitStone Health Partners: Mental Health Services at the Murphy Center
• Teaching Tree Early Childhood Learning Center: Childcare Scholarships
• The Family Center/La Familia: Scholarship Program & Family Services
• The Growing Project: Youth Gardening Education
• Turning Point: Crisis Intervention Services
• Voices Carry Child Advocacy Center: Family Advocacy
• Volunteers of America: Home Delivered Meal Service
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Human Relations Commission (HRC) DATE PREPARED: 1/3/2020
LIST OF MEMBERS:
1. Julia Mackewich Chair 6. Wendy True
2. Beth Jaeger 7. Victor Smith
3. Eva Amason 8. Phil Walker
4. Cynthia Davis
5. Jean Runyon
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the
primary connection, (2) for second largest connection, and (3) for third connection:
___1 Neighborhood Livability & Social Health ___ Culture and Recreation
Economic Health Environmental Health
2 Safe Community Transportation
___3___High Performing Government
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
Our goal is to ensure Fort Collins is a welcoming, equitable and inclusive town. As well as to ensure
healthy communication and understanding of Human Relations throughout the community. The
Human Relations Commission keeps a close eye on city initiatives and local or international Human
Rights matters. The Government Relations Chair’s responsibilities include reviewing and staying up
to date on government happenings as highlighted in Sec. 2-263 Functions section D in City Code.
The HRC also works to educate community members on diversity and inclusion as outlined in
Functions Section C. The Educational Outreach Chair spearheads this effort. In section E, it is stated
that HRC members are to recommend actions to City Council in the areas of equal employment,
equal housing, equal public accommodation and positive community relations in all fields of
government.
In Functions B, it is stated that HRC members are to “Cooperate with and provide leadership and
support for other groups interested in promoting value and respect for diversity and positive
intergroup relations”. We were under the impression this verbiage would allow us to collaborate
with other boards and commissions, community groups or organizations (including schools) with
likeminded interest or purpose. Upon meeting with City Counsel, Jenny Lopez Filkins told us for the
City that this verbiage does not allow collaboration across groups. We would like to edit the code to
allow for stated purpose. HRC members feel it is integral that we are permitted and encouraged to
collaborate and include community members outside the commission in order to most effectively
serve our City.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
The work plan outlines long range goals such as cultivating relationships with the community, providing
educational outreach and advocating for an inclusive environment within city government and community.
B. How is the Work Plan aligned with the City’s Strategic Plan?
The Strategic Plan outlines a number of Neighborhood Livability and Social Health objectives that align
with our mission and work plan. Some examples that are paraphrased in our work plan include: 1) Co-
create a more inclusive and equitable community that promotes unity and honors diversity, 2) foster
positive and respectful neighborhood relationships, and 3) collaborate with other agencies to address high-
priority human service
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
We would like to be involved with the April 14th, 2020 work session item that will include an annual update
regarding homelessness in Fort Collins. This is not currently in our work plan but will be on our agenda for
our January 2020 meeting. The HRC monitors the City Council’s 6-Month Planning Calendar for upcoming
issues that may impact marginalized community members.
D. Does the board effectively accomplish its annual Work Plan?
Our work plan has historically been a two-year work plan. This longer planning range, as opposed to a one-
year cycle, provides more continuity between years and the ability to plan into the next calendar year. We
have discussed changing this process so we can make our work plan more specific. Due to the fact that our
work plan is a broad two-year vision, we are consistently aligning with the outlined vision of the plan.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are
discussions focused around the agenda topic, etc.)? What could be done to improve board
meetings?
Meetings begin on time and are conducted in an effective manner.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
The current size of the board is appropriate.
6. Please describe the effectiveness of the communications between the board and Council. What
could be done to improve these communications?
The HRC has been pleased with our experience with Emily Gorgol as our new Council Liaison. We would
like our liaison to keep our commission in mind and actively involve us when there are human relations
related matters that arise. We do try to keep up with current happenings but can miss City initiatives or are
not always informed. HRC serves in an advisory capacity to City Council and would welcome an
opportunity to be involved with and/or consulted on issues within the HRC’s scope of responsibilities.
There is often a lack of consistent communication on a particular issue. For example, part of our 2019 work
plan was to develop Principles of Community. We found out that Social Sustainability was working on this;
then there was discussion about perhaps passing it to a different City department. We have requested
multiple times to be involved in this project but have not heard an update on this matter.
7. Other comments:
The Human Relations Commission serves an important role in creating and sustaining a community that
values diversity and inclusiveness with a focus on equity-mindedness. The HRC was established by City
Council to “enhance the acceptance and respect for diversity through educational programs and activities,
and to embrace inclusion of individuals reflective of characteristics such as race, ethnicity, gender identity
and expression, physical abilities/qualities, sex, sexual /affectional orientation, age, culture, different ideas
and perspectives, familial status, immigration status, geographic background, marital status, national
origin, religious and spiritual beliefs, socioeconomic status, and veteran status.” The members of this
commission look forward to opportunities to lead and support the efforts.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
City Manager’s Office
City Hall
300 LaPorte Ave.
PO Box 580
Fort Collins, CO 80522
970.221.6505
970.224.6107 - fax
fcgov.com
MEMORANDUM
DATE: February 19, 2020
TO: Delynn Coldiron, City Clerk
FROM: Carol Thomas, City Staff Liaison to the Human Relations Commission
CC: Kelly DiMartino, Deputy City Manager
RE: 2019 Periodic Review of the Human Relations Commission
This memo provides a brief summary of the Human Relations Commission’s (HRC) 2019
Periodic Review conducted by Councilmember Emily Gorgol.
Bottom Line: The discussion primarily focused on HRC duties and creating alignment
between the HRC’s bylaws and City Code. The HRC’s Key Outcome Areas are
Neighborhood Livability and Social Health, Safe Community and High Performing
Government.
Background: Councilmember Emily Gorgol conducted a Periodic Review for the HRC
on January 9, 2020 during the HRC’s regular meeting. The HRC submitted their
completed Periodic Review Questionnaire on 1/06/20.
Summary: A variety of topics were discussed with Councilmember Gorgol, including:
• HRC Duties: The HRC keeps a close eye on City initiatives and local, national and
international Human Rights matters; provides educational outreach about diversity
and inclusion awareness; and, recommends actions to City Council in the areas of
equal employment, housing, public accommodations, and positive community
relations in all fields of government. There were no requests for assistance with
filing a complaint about police officers or through Chapter 13 of the Code.
• Alignment of Code and HRC Bylaws: The HRC would like to create a “student
liaison” role to help them understand concerns within that demographic and dedicate
a space for that perspective. This type of role is referenced in the HRC’s current
bylaws but not in the Code, so they would like to explore changes to the Code that
will include these types of relationships. Councilmember Gorgol advised them to wait
until the Reimagining Boards and Commission initiative is completed.
• Currently: The HRC would welcome any opportunity to work directly with City staff
on Council initiatives pertaining to equity and inclusion.
ARTICLE III. - BOARDS AND COMMISSIONS
Division 17 - Human Relations Commission
Sec. 2-263. - Functions.
The Commission shall have the following functions:
(1) To promote positive interaction among all City residents and to discourage all forms of
discrimination based upon the diversified values and individual differences of such
residents by:
a. Developing and promoting educational programs and activities that advocate
awareness and respect for diversity;
b. Cooperating with and providing leadership and support for other groups interested
in promoting value and respect for diversity and positive intergroup relations;
c. Educating City residents about existing local, state and federal laws dealing with
discrimination and diversity;
d. Reviewing proposed legislation, policy changes or other governmental action at
the federal, state or local level which may affect human rights in the City and
making recommendations to the City Council regarding the same; and
e. Recommending to the City Council such actions as may be necessary or
advisable to achieve:
1. Equal employment opportunities for all persons;
2. Equal housing opportunities for all persons;
3. Equal public accommodation opportunities for all persons; and
4. Positive community relations in all fields of governmental endeavor.
(2) 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 Subsection13-23(b) of the Code; provided, however, that any members of the
Commission who have rendered assistance to particular complainants shall refrain from
participating in the Commission's review of any decisions of the City Manager related to
such complainants.
(3) To facilitate the review of citizen complaints concerning the actions of City police officers
or community service officers by:
a. Designating volunteers from the public or from the Commission's own
membership to assist individual citizens who wish to file such complaints;
b. Assisting citizens who have language barriers in the completion of complaint
forms;
c. Soliciting assistance from other social agencies in notifying the public about the
complaint process; and
d. Communicating with other similar Commissions in order to share experiences and
become more sensitive to potential problems.
(4) To make periodic reports to the City Council concerning the activities and
recommendations of the Commission; and
(5) To perform such functions as are committed to it by other ordinances or resolutions of the
City.
(Ord. No. 158, 1986, § 11, 11-4-86; Ord. No. 83, 1992, § 3, 7-21-92; Ord. No. 103, 1993, 9-21-93;
Ord. No. 76, 1998, § 3, 8-4-98; Ord. No. 151, 2001, 10-16-01)
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FORT COLLINS HUMAN RELATIONS COMMISSION BYLAWS
(Revised 4/11/2013)
Section I - Purpose of the Commission
The Commission is assigned the following functions by City Ordinance:
A. To develop and promulgate an educational program to acquaint Fort Collins residents with all
local, state and federal civil rights ordinances, statutes and laws.
B. To recommend to the City Council such actions as may be necessary or advisable to achieve
the following:
1. Equal employment opportunity for all persons.
2. Equal housing opportunities for all persons.
3. Equal public accommodation opportunities for all persons.
4. Best possible Fort Collins government-community relations in all fields of
governmental endeavor.
C. To supplement the foregoing purposes by the following means:
1. Formation of special subcommittees, including non Human Relations Commission
member specialists;
2. To make a continuing study of ways to support the laws concerned;
3. To solicit aid from other social agencies in educating the public;
4. To communicate with other similar commissions in order to share experiences and
become more sensitive to potential problems.
D. To perform such functions as are committed to it by other ordinances or resolutions.
Section II – Membership and Attendance
Upon application for acceptance of appointment, HRC members have demonstrated
their intention and ability to attend meetings. HRC’s regularly scheduled meetings
include: monthly HRC meetings; periodic meetings of the Standing Committee on
which the HRC member has volunteered to serve; attendance at City Council on
designated previously agreed upon dates; recommended special event meetings for
attendance by all HRC members including but not limited to the annual HR Awards
Breakfast, Educational Outreach public events, other occasional public meetings and
HRC training and development.
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Consistent with the Attendance Policy in the Boards and Commissions Manual Revised
January 2013: either of the following shall automatically cause a member’s appointment
to be terminated:
Three consecutive absences from regularly scheduled HRC meetings, if prior to the
meeting where the absences occurred, no written notification of any such absence has been
submitted to the staff liaison, or the chair, or if the chair is the person experiencing
attendance problems, then to the vice chair.
Four absences from regularly scheduled HRC meetings in any calendar year, without
written notification to the staff liaison or the chair or, if the chair is the person experiencing
the attendance problems, then to the vice chair.
In the event that a vacancy occurs by reason of this policy, the chair and/or vice chair shall
work with the staff liaison consistent with current Boards and Commissions Manual policy
so that the vacancy can be filled in a timely manner by Council.
Section III - Offices. Tenure and Duties
The commission shall elect from its membership a Chair and Vice Chair, each for a
one- year term and they will be eligible for re-election. Their duties shall be those generally
assigned by the nature of their offices. Interim elections may be held if any such office is
vacated.
Section IV - Committees
Standing Committees of the Commission shall be appointed by vote of the Commission
after discussion by the Commission. Each Committee shall annually elect appropriate
officers from among its membership. Interim elections may be held if any such office is
vacated. The following shall constitute the Standing Committees with responsibilities as
described under each:
Standing Committees:
1. Executive Committee:
- To provide problem resolution of urgent issues brought to HRC.
- To delegate issues for resolution to standing or to special committees.
- To become informed about possible human relation issues within Fort Collins in order to
take appropriate preventative action.
- To draw up monthly meeting agenda.
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2. Educational Outreach Committee:
- To promote the commission’s vision and mission to the local community and to heighten
awareness to create a better understanding of issues regarding specific cultural , ethnic,
racial, gender, age, disability or diversity specific issues through the use of forums, talk
shows, articles, speaker bureau or other communication venues.
- To collaborate and continue to develop liaisons with other organizations to present
cultural, educational activities to the Fort Collins community.
3. Media and Community Recognition Committee:
- To present annual HRC awards which recognize and commend deserving individuals
groups, companies or organizations for inspiring contributions and leadership on behalf
of minority or disadvantaged citizens and betterment of the community.
- To foster cooperative relations with local media regarding HRC's vision, mission and
consequent events and activities.
- To draft necessary articles or communication pieces to support the work of the HRC
4. Government Relations Committee:
- To manage the Citizen Liaison Program.
- To foster cooperative relations with the Citizen Review Board.
- To monitor City Council agendas and attend meetings as appropriate.
- To review proposed legislation , policy changes or other governmental action at the
federal , state or local level which may affect human rights in the city and make
recommendations regarding the same.
- To research and recommend actions necessary to achieve 1) equal employment
opportunity; 2) equal housing opportunities; 3) equal public accommodations
opportunities and 4) the best possible Fort Collins government/community relations in
all fields of governmental endeavor.
5. Other Committees as formed by the Commission:
The Chair of the Commission shall establish any other committees prior to the next
Commission meeting for the length of time needed to accomplish stated purposes as need
shall arise in order to carry out Commission functions.
Section V – Conduct of Business
A. Quorum - A quorum for the official conduct of business shall consist of a majority of
Commission members.
B. Business shall be conducted in accordance with Robert's Rules of Order.
C. Meeting Time
1. The Commission shall hold regular monthly meetings which shall be conducted on the
second Thursday of each month at 5:30 p. m. in the CIC Room , 300 W. LaPorte
Avenue.
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2. Meeting times or location can be changed by a majority vote, or in case of emergency by
the Chair.
3. Additional meetings as needed shall be called by the Chair.
D. Time Commitment - members have agreed to a minimum time commitment of 6 hours
per month (2 hours for the regular meeting and 2 hours for committees).
Section VI Changes and Amendments
The Bylaws may be changed and amended by motion passed by a majority of the entire
Commission.
Section VII- Continuing Relation of the Commission to the City Council
Reports - The Commission shall provide an annual report to the City Council in January, and an
annual work plan in November. It shall also provide other reports at such time as requested by
the Council when deemed advisable by the Commission.
Adopted by the Human Relations Commission this 11th day of April, 2013.
Myles W. Crane, Chair April 11, 2013
FORT COLLINS HUMAN RELATIONS COMMISSION
2019/2020 WORK PLAN
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.
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.
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:
• Determine meeting agendas for monthly and special HRC meetings
• Maintain regular communication with the HRC’s City Council Liaison and City Council
• Delegate issues for resolution to standing or special committees
• Provide support to HRC standing committees as needed
• Call special meetings as needed
THE MEDIA/COMMUNITY RECOGNITION COMMITTEE SHALL:
• Plan, coordinate and execute an annual HRC Awards event
• Update and refine the HRC website content so that its message and branding are clear
• Build HRC’s community and media relations by maintaining an updated contact list and building
a far-reaching communications platform.
• Act as a liaison to the HRC Community Advisors
• Report monthly to the HRC
THE EDUCATION OUTREACH COMMITTEE SHALL:
• Create a better understanding of equity and inclusion through educational programs and events
• Collaborate with new/existing community organizations, boards or commissions
• Propose outreach collaboration opportunities as response to new or long standing community
issues or topics
• Recruit speakers and facilitators
• Plan and deliver interactive public forums or discussion sessions
• Report monthly to the HRC
THE GOVERNMENT AND COMMUNITY RELATIONS COMMITTEE SHALL:
• Monitor City Council activity and attend meetings as needed
• Work with the HRC, City Council and all citizens to develop Principles of Community that will
serve as a guide for our community
• Educate citizens and recommend actions that promote positive relationships within our City
• 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
• Research and recommend actions necessary to achieve equity and inclusion
• Advocate for Persons of Color to join City Boards, Commissions and Government
• Align HRC’s priority objectives with local and state priorities as appropriate
• Report monthly to HRC
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Landmark Preservation Commission DATE PREPARED: October 9, 2019
LIST OF MEMBERS:
1. Meg Dunn Chair 6. Kevin Murray
2. Kristin Gensmer Vice Chair 7. Anne Nelson
3. Alexandra Wallace Vice Chair 8. Anna Simpkins
4. Michael Bello 9. Mollie Bredehoft
5. Katie Dorn 10.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the
primary connection, (2) for second largest connection, and (3) for third connection:
___1 Neighborhood Livability & Social Health ___ Culture and Recreation
___2 Economic Health ___3 Environmental Health
Safe Community Transportation
_______High Performing Government
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
The duties in the City Code align well with and directly support the Key Outcome Areas of Neighborhood
Livability & Social Health, Economic Health, Environmental Health, and High Performing Government.
The LPC helps to protect and promote the historic resources that enrich our community. These
resources are essential to creating a sense of place for Fort Collins residents (and visitors) and adding
value to their daily lives through tangible and cultural experiences.
By providing professional determinations of a resource’s significance and integrity, the commission
helps evaluate properties to identify which resources warrant preservation. These determinations help
council to make decisions that will benefit not only individual properties and owners, but will bolster
local history, economy, and education.
Economic vitality is promoted through financial incentive programs, ensuring quality, energy‐efficient
housing and providing owners with additional disposable income.
Environmental stewardship is enhanced, and greenhouse gases and energy use are reduced by
adaptively retaining, retrofitting, and reusing historic buildings.
The LPC further supports the Design Assistance Program and Landmark Rehabilitation Loan program,
funding programs for owners of locally designated homes to fix / maintain their homes. It makes it
possible for owners to stay in their homes.
And, through Friends of Preservation awards and other outreach efforts, the LPC encourages the
community to ‘see’ and appreciate their shared culture.
Specifically, the Commission’s duties are:
The Commission is the Final decision‐maker on:
o Requests for alterations to properties designated on the National Register, Colorado State Register,
and as Fort Collins Landmarks
o Determinations of eligibility for Fort Collins Landmark designation
o Allocation of Landmark Rehabilitation Loan funds
The Commission makes recommendations to:
o Council, on Fort Collins Landmark designations;
o The Colorado State Review Board, on nominations to the National and State Register
o Decision Makers, on compatibility of developments adjacent to historic properties
The Commission advises Council and staff on:
o The identification and significance of historic resources, threats to their preservation, and methods
for their protection;
o Policies, incentives and regulations for historic preservation.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
B. How is the Work Plan aligned with the City’s Strategic Plan?
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
D. Does the board effectively accomplish its annual Work Plan?
E. Does the board effectively accomplish its annual Work Plan?
The Work Plan is developed to directly support the City’s Strategic Plan in the Key Outcome Areas of
Neighborhood Livability and Social Health, Economic Health, Environmental Health, and High Performing
Government. The LPC’s on‐going duties and goals further align the Commission’s strategic objectives
with those of City Council:
Supports Neighborhood Livability and Social Health by:
Enhancing the community’s sense of place by protecting historic character through landmark
designation; and through design review and development review, helping to ensure compatible
alterations and new development;
Celebrating historic resources through a wide variety of community recognition and appreciation
opportunities, such as the Friends of Preservation Awards; tours, signage and brochures; and
partnerships with community history organizations;
Supporting Housing Affordability goals by retaining and rehabilitating historic building stock,
promoting more affordable options in housing;
Developing a community‐wide survey plan and identifying priorities for historic survey.
Supports Economic Health by:
Allocating Landmark Rehabilitation Loans and promoting Design Assistance Program, State Tax
Credits, State Historic Fund grants, and other financial incentives to eligible properties;
Supporting Housing Attainability and Affordability through revisions to the Rehabilitation Loan
Program and the Design Assistance Program to address financial equity issues, and better assist low
and moderate‐income citizens with cost‐effective repairs and improvements to their homes.
Ensuring a smooth, integrated Development Review process by providing early comments to
developers and staff on Land Use Code projects; and by providing decision makers with
recommendations on development near historic properties
Promoting and subsidizing the use of Fort Collins’ specialized skills and tradespeople to keep more
financial resources in the community.
Assist staff in the performance of two State Historic Fund grant‐funded projects: the survey of 50
properties in Old Town Fort Collins between Mulberry Street and Laporte Avenue; and the
comprehensive Historic Structure Assessment of Fort Collins Water Treatment Plant No. 1 at
Gateway Park.
Supports Environmental Health by:
Incentivizing sustainable building practices and energy conservation measures in older homes
through historic preservation review processes;
Promote sustainability, retention of embodied energy, and waste‐steam reduction by encouraging
the reuse of existing buildings and materials
Facilitating safe, cost‐effective building rehabilitation and energy retrofitting and resource
sustainability through 0%‐interest loans, free professional advice, and the City’s Design Assistance
Program;
Promoting the Historic Preservation Division’s Costs Calculator, an on‐line tool that enables area
contractors and residents to understand the cost, longevity and energy trade‐offs in material
choices.
Supports High Performing Government by:
Overseeing the implementation of the new historic preservation codes and processes and
continuing to identify improvements, recommending appropriate code revisions as needed;
Providing the best service to Council and the residents of Fort Collins by identifying and
implementing innovative solutions and best practices through partnerships, continuing education,
and professional trainings;
Building capacity, increasing productivity, and facilitating the career training and growth of young
professionals by working with CSU students in Historic Preservation, Archeology, Construction
Management, Heritage Tourism and other related fields of study;
Furthering Council’s and the City’s goals and objectives through the performance of the
Commission’s duties.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Board meetings are conducted in an effective manner. Discussions may outwardly appear lengthy at times,
but the complex topics discussed warrant a thorough, methodical, and code‐driven approach. It was noted
that discussions could be more organized and stay on topic, rather than bounce back and forth as they
sometimes do. City staff and board members work together to ensure that time management is respected.
Meetings consistently begin on time, which is appreciated by applicants and residents. The consistent
structure of requesting questions / info at the work session, and the actual discussion in the meeting is
effective and consistent. This has resulted in meetings are far more productive, and the decisions far more
supported and defensible.
One item of improvement identified by Commission members is motions. While staff provides sample
language both for and against in the packet (which was noted as extremely beneficial), members are
hesitant to make motions, and bog down when required to craft motions that deviate from the language
provided by staff. At the upcoming retreat Commission members will spend time with the Attorney’s Office
talking about how to structure motions, when to disagree or have discussions / friendly amendments etc.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
The LPC has nine members. Commission members agree that the current size is of the board is appropriate.
Having a board of this size allows members to recuse themselves without negatively effecting the quorum.
Fewer members would make it more difficult to ensure a quorum and increases the potential for project
delays. Another strength of having a larger board is the increased diversity of members backgrounds and
experience.
One Commission member recommended that a set number of board positions be reserved for historic
architects.
Commission members comments on recent suggestions by some to reduce terms for board members. While
the quick turn‐over could increase community involvement, board members noted the lengthy and steep
learning curve for quasi‐judicial boards. Members expressed concern that reducing terms would lead to a
loss of understanding of the code and good decision‐making through turnover.
6. Please describe the effectiveness of the communications between the board and Council. What could
be done to improve these communications?
Commission members acknowledged the tremendous workload and amount of information that Council
must deal with in an average packet and appreciated Council’s desire to do more. The Commission first
identified ways that it could promote communication with Council, including adding a summary section to
each meeting minutes; and providing an onboarding packet to new Council members on historic
preservation in Fort Collins.
Members noted that they feel like the City Council doesn’t really have a clear sense of what the LPC does.
One member commented that, in sitting in on work sessions and regular meetings of Council, they can tell
from some of the comments that are made that Council doesn’t fully understand the LPC’s role or grasp the
entire reason why the LPC exists.
The LPC’s council liaison typically attends the Commission’s annual retreat. Having time for discussion and to
get to know the council liaison better is greatly appreciated. Attendance at the retreat was viewed as
making the council member seem more approachable and more interested in better understanding the
commission’s work.
The Commission would appreciate opportunities for additional communication with Council. It would be
helpful to receive direct feedback regarding recommendations (whether positive or negative). Council
members are also encouraged to attend the LPC work sessions or regular meetings.
7. Other comments:
Every year our city council liaison has joined us for at least a short time at our annual retreat. This
has always been a great time of talking and is probably the most positive, successful example of
communication between city council and the LPC that I can think of.
How can we help council more? What do you need from us? What’s the best way to deliver this?
Thank you for funding the City‐wide survey person. Please continue this funding in the upcoming
budgets. There has been a noticeable reduction in controversy since the city hired this position.
Professional survey is the foundation of everything we do as a commission.
Our services and regulatory responsibilities in the twenty‐first century are increasingly dependent
on technology and effective data and records management. Capturing historic property data,
analyzing it, and sharing it with the public are CLG priorities, but require adequate staff resources.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
ARTICLE III. - BOARDS AND COMMISSIONS
Division 19 - Landmark Preservation Commission
Sec. 2-278. - Functions.
(a) The Commission shall perform all duties relating to preservation of historic landmarks as set
out in Chapter 14 of this Code, including the designation of sites, structures, objects or
districts as landmarks and the review and approval or rejection of plans for the construction,
alteration, demolition or relocation of any such site, structure, object or district. Decisions of
the Commission are final unless appealed to the City Council.
(b) The Commission shall also perform the following additional functions:
(1) To promote awareness and understanding of, and appreciation for, the value of
historic resource preservation in contributing to the quality of life in the City and
actively encourage property owners to voluntarily designate their properties as
historic landmarks;
(2) To advise the City Council and City staff with regard to the identification and
evaluation of historic resources within the Growth Management Area and provide
information regarding the significance of the resources, the nature and degree of
threat to their preservation and methods for their protection;
(3) To advise the City Council and City staff with regard to appropriate policies,
incentives and regulations for encouraging and/or requiring preservation and
rehabilitation of historic resources;
(4) To coordinate with the various other City boards, commissions and City staff
members whose actions may affect the preservation of historic resources in the
community;
(5) To establish a committee of its members to provide advice and, if required under
§ 2.10.2(H) of the Land Use Code, written recommendations to the owners of
eligible historic properties, and of properties located near eligible historic
properties, regarding historically appropriate design and site planning for
additions, alterations and new construction in the City; provided, however, that
any members of such committee who provide such advice or recommendations to
property owners under this provision shall refrain from participating in any
subsequent decisions of the Commission related to such properties;
(6) To provide advice and written recommendations to the appropriate
decision maker and/or administrative body regarding plans for properties
containing or adjacent to sites, structures, objects or districts that:
(a) have been determined to be individually eligible for local landmark
designation or for individual listing in the State or National Registers of
Historic Places;
(b) are officially designated as a local or state landmark or are listed on the
National Register of Historic Places; or
(c) are located within an officially designated historic district or area; and
(7) To perform such other duties and functions as may be provided by the City
Council by ordinance or resolution.
(c) In order to better perform the foregoing functions and to coordinate the activities of the
Poudre Landmark Foundation or such other privately funded nonprofit corporations as the
Commission may approve that are organized for the primary purpose of furthering the
preservation of the community's historic resources.
(Ord. No. 158, 1986, § 12, 11-4-86; Ord. No. 78, 1988, § 3, 6-7-88; Ord. No. 66, 1995, 6-20-95;
Ord. No. 24, 2005, § 3, 3-1-05; Ord. No. 002, 2011 § 2, 2-1-11; Ord. No. 058, 2014 , 4-15-14)
BOARDS AND COMMISSIONS
IN PROCESS preliminary RESPONSE PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Senior Advisory Board DATE PREPARED: October 9, 2019
LIST OF MEMBERS:
1. Myles Crane Chair 6. Janet Sanders
2. Jason Brabson 7. Sarah Schilz Vice Chair
3. Suzanne King 8. Gregory Wells
4. David Kovach 9. Vacant
5. Nancy Luttropp
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
___XX Neighborhood Livability & Social Health ___ Culture and Recreation
___ Economic Health Environmental Health
Safe Community Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
The current duties of SAB are fully aligned with City Code and all eight functions specified
Under Section 3. We recommend no duties be added or deleted.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
The SAB Work Plan is fully aligned with the City’s Key Outcome areas
for Neighborhood Livability and Social Health, Transportation and Housing.
B. How is the Work Plan aligned with the City’s Strategic Plan?
The SAB Work Plan is prepared after comprehensive review of the City’s Strategic Plan and it is fully
aligned with the City’s Strategic Plan in each of the three
Key Outcome areas specified in 3 A above.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
Prior to preparing the SAB Work Plan, Board members review the latest APC for relevant
Issues in the three specific outcome areas as well as any other relevant topics pertaining to
the Senior population as identified in the Six Month Calendar. We ensure that these
matters are appropriately addressed in the SAB Work Plan.
Does the board effectively accomplish its annual Work Plan?
Yes, the Senor Advisory Board effectively accomplishes its annual work plan. Please refer to the 2018
Annual Report.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Board meetings are consistently conducted in an effective manner, Discussions are focused around
A published agenda and an SAB Activities Calendar updated for the current month. We have no
recommendations at this time to improve Board meetings.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
The current size of 9 seems to be appropriate, with a current actual membership of 8. As with all
boards, recruiting and keeping engaged members is at times challenging. Our current 8 members are all
in good standing and quite engaged.
6. Please describe the effectiveness of the communications between the board and Council. What could
be done to improve these communications?
Communications are balanced effectively in those instances when the board presents information to
Council or when Council requests feedback from the board. The board would value more interaction
with its Council Liaison and Council.
B&C’s in general are interested in building the best possible relationship with Council and would
welcome clearer expectations about what Council wants from each B&C – including the format and
basis on which B&C’s can maintain accountability with Council. At its meetings, this board gathers
information about the senior community. The board invites Council’s input on any specific matters that
Council would like the board to address or track with appropriate creation of timelines, ownership and
closure on the issues.
7. Other comments:
As Fort Collins continues its vibrant growth demonstrating why it was the recipient of the Malcolm
Baldridge national quality award in 2017, it is a key consideration for Council to acknowledge its
expanding older adult population and their economic and other important contributions to our city’s
current well‐being and future success. it is critical for Council that the voices of older adults are heard,
respected and considered especially in areas of Neighborhood Livability and Social Health,
Transportation, and Safe Community including affordable housing and overall community health all of
which are key issues for Council’s focus.
The board has and plans to continue representing the interests of older adults in Fort Collins through its
monthly meetings, conversations, alignment and support of other service agencies and organizations in
Larimer County. The board is comprised of a dynamic group of men and women with diverse
backgrounds who dedicate their time and energy to learn about and place senior issues on the table for
City Council’s consideration. The board is committed to continue serving Council in this manner.
As Council is in process of reimagining the organization of B&C’s, if such restructure were to involve
more periodic meetings with Council such as at joint evening sessions with other B&C’s convened to
discuss Super Board issues, it is this board’s opinion that such a restructure would likely result in
reduced time and attention regularly focusing on the specific needs, challenges and concerns of our
growing senior demographic. We request Council to be cognizant of this concern.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
City of Fort Collins
Senior Advisory Board
Minutes
Wednesday November 13, 2019 11:30 a.m.
Fort Collins Senior Center
1200 Raintree Drive
Fort Collins, Colorado 80526
Mission: The Senior Advisory Board shall serve in an advisory capacity y to the Fort Collins City
Council on programs and policies that help aging citizens live full and interesting lives and continue to
contribute, participate, and share in the life of the community.
NOTE: light lunch will be served
I. Call to Order 11:32am
II. Guest introductions: Deanna O’Connell
III. Administrative Items
a. Attendance: Excused: Jason Brabson, Greg Wells In Attendance: Nancy Luttropp,
Jan Rossi, Suzanne King, Sarah Schilz, David Kovach, Myles Crane. Staff Katie Stieber
b. Approval of Minutes: David Kovach moved; Sarah Schilz seconded. Approved
unanimously
c. Correspondence
d. SAB September Activities Update:
e. SAB 2019 Annual Calendar Update: Speakers rescheduled to later date
f. Public Participation: none
g. SAB Member Autobiography – David Kovach
IV. Today’s Speaker
Councilmember Ken Summers: history of his careers and public involvement. Focus on
affordable housing and transportation boards.
V. Ongoing initiatives
a. City Council Periodic Review Discussion with Councilmember Ken Summers
Ideas from members: more communication between boards and council, transportation
discussion, speak out at public comment portion of Council meetings, Skype comments from
public in home to Council live? Discussion by members to continue to fill empty board
positions, to continue to have a full board. Agreed by Councilmember Summers. Discussion
around the importance of this specific board in representing seniors and their needs.
Supported by Councilmember Summers and ideas on reaching out to seniors.
b. Intergenerational Conversations Debrief: every other month, Fort Collins and Loveland
well attended, learned from each other
VI. Updates
a. Transportation: City & PAFC - Jason
b. Affordable Housing Board & PAFC– Nancy & Sarah
c. Other PAFC: H&W & Culture of Aging: Volunteers of America work with United Way
looking into grant; mental health self-directed volunteer team
d. Larimer County Office on Aging Annual Report
VII. New Business
a. “Oh Boomer!” - discussion, handout
b. 2020 Speakers send ideas to Myles and Sarah for next year; one meeting will be at
Loveland Housing Society facility,
c. 2019 SAB Annual Report Planning due soon. Myles and Sarah to create draft.
d. Officers for 2020
e. December meeting out to lunch, where, FoCo Café provide cater meal, TBD
UPCOMING EVENTS and OTHER ANNOUNCEMENTS
ARTICLE III. - BOARDS AND COMMISSIONS
Division 30 - Senior Advisory Board
Sec. 2-398. - Functions.
The Board shall have the following functions:
(1) To serve as a supporting agency for all senior citizen services and activities in the City;
(2) To publicize and support present senior citizen services and activities in the community;
(3) To investigate and make recommendations regarding new senior citizen services and
activities;
(4) To encourage new senior citizen programs as need is indicated and, when appropriate, to
participate in the planning and development of such programs if asked to do so;
(5) To encourage and support widespread opportunities for more meaningful and useful
participation of senior citizens in community activities and programs;
(6) To establish and maintain communication with local, state and national groups and
government agencies concerning senior citizens;
(7) To advocate policies and practices within the community that respect and consider the
needs and interests of senior citizens;
(8) To work to dispel stereotypes about aging through education and awareness activities.
(Ord. No. 158, 1986, § 22, 11-4-86; Ord. No. 104, 1996, 8-20-96; Ord. No. 199, 2004, 1-4-05)
Fort Collins Senior Advisory Board
2019 Work Plan
Summary Statement: Consistent with our Mission and the City of Fort Collins’ Strategic
Budgeting for Outcomes, the Senior Advisory Board will serve in an advisory capacity to the
Fort Collins City Council on programs and policies that help older residents live full and
interesting lives and continue to contribute, participate, and share in the life of the community.
[Suggested changes in orange]
Summary Statement: Consistent with our Mission and the City of Fort Collins’ Strategic
Budgeting for Outcomes, the Senior Advisory Board serves as advisors to the Fort Collins City
Council on programs and policies that help older residents live full and interesting lives
continuing to contribute and participate in our vibrant community.
Primary Functions of the Senior Advisory Board:
Engaging with other organizations and/or relevant organizations pursuing similar goals by
attending meetings and keeping the board apprised of their activities.
Larimer County Office on Aging Advisory Council (LCOA)
Partnership for Age Friendly Communities (PAFC)
Transportation and Housing (staff and boards
Communicating information describing the Senior population and its value and benefits to the
community.
Communicating information describing our ever-changing senior population - as different
generations re-invent what it’s like to be a senior – and highlighting the value and benefits of our
seniors to the community.
Keeping current on critical issues so that we can inform council and community members of
programs and activities occurring which are of benefit to seniors.
[change to put the word ‘informing’ first]
Informing city council and community members of programs, activities and issues that involve
seniors or benefit our senior population.
Participating in events within the community (Senior Law Day, Elder Care Resource Day and
Bridging the Gap)
Participating in special events important to seniors throughout the year within the community.
Senior Law Day
Elder Care Resource Day
Bridging the Gap
Work Areas for 2019 Prioritization
1. Neighborhood Livability and Social Health
a. Education: We will learn and engage in discussion to help the council towards
solutions for the senior community’s housing needs by attending the Affordable
Housing Board’s and the Partnership for Age Friends Community’s Housing
Priority Group’s meetings. We will also remain open and receptive to the general
voice of seniors 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 Seniors.
b. Advocacy: We will work on ways to educate all members of the housing needs of
seniors. We will share with council our consideration regarding improvement to
senior housing options on a timely basis.
c. Outreach: We will share with other boards 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 towards
solutions for the senior community’s transportation needs by attending the
Transportation Board’s meetings. We will also remain open and receptive to the
general voice of seniors in the community and their thoughts and opinions on
local transportation needs.
b. Advocacy: We will share our concerns and thoughts with the Transportation
Board and City Council on ways the city can improve transportation for seniors
and ways the city has made great strides in providing seniors with reliable
transportation.
c. Outreach: We will compile and disseminate what we have learned about the
senior community’s transportation needs and we will share that with the
Transportation Board and City Council.
3. Safety
a. Education: We will learn and engage in discussion to help the council towards
solutions for key safety issues Fort Collins seniors 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 any safety concerns we have with City Council and we
will suggest areas of improvement and the potential pros and cons of our
suggestions based on our research and knowledge.
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
senior population.
[proposed new section below]
Timely Information to Assist with Council’s Strategic Budgeting for Outcomes Focus
Senior Board Members will provide information more frequently to City Council regarding
upcoming agenda items for council meetings as per council request and our observance of
important items approaching deliberations that may involve our senior population. For example:
any new city broadband changes, decisions on adding new requirements to older dwellings that
might affect seniors and more.
We have implemented a bi-annual review of our activities for Council due to new changes
happening in this area of our population. It’s important that seniors are considered in decisions
regarding our community. The ‘norms’ for this older generation are changing (as family
dynamics change) and retirement years last longer.
We recognize the important elements of our work and will inform the council so that the City of
Fort Collins remains a healthy, vibrant community with active members from our entire
population.
City of Fort Collins Senior Advisory Board
2018 Annual Report
January 9, 2019
City of Fort Collins Senior Center
2018 ANNUAL REPORT Page 1
The Senior Advisory Board assumed responsibility for involvement in a network of
senior agencies and organizations to remain aware of issues, needs and occurrences
that are relevant to our work for city council.
Our primary focus was to educate our 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.
In 2018 the Senior Advisory Board achieved its goals per our 2018 Work Plan as
indicated in the items and bulleted notes below.
1. EDUCATION
• 16 leaders from our community informed the Board on the following senior issues:
o Housing Considerations
o Mental Health
o Physical Health
o City Utilities and Resources
o Social Engagement
o Safety Concerns
o Mobility Concerns
• Also, a former city mayor gave us her views on board effectiveness
• Provided continuous learning to raise awareness about senior issues which we shared
with the community
2. OUTREACH
• Participated in a network of community agencies and organizations including the
following:
o Larimer County Office on Aging
o Partnership for Age-Friendly Communities in Larimer County
Affordable Housing Priority Group
Health and Wellness Group
PAFC Steering Committee
o Senior Center Council Meetings
o Senior Transportation Coalition
o City of Fort Collins Affordable Housing
o City of Fort Collins Transportation Board
o Transfort, Bustang, RTD Coordinated Transportation Educational Initiative
o Senior Day at the Capital
o Senior Law Day
Senior Advisory Board
2018 Annual Report
2018 ANNUAL REPORT Page 2
o Elder Care Resource Day
o Professionals for Seniors
o Elder Care Network
o Bridging the Gap
o Various City Board and Commission Meetings and Programs
3. ADVOCACY
• Provided Council with a semiannual progress report
• Emailed various communications to Council throughout the year
• Represented the Senior Advisory Board in various city-sponsored activities
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Women’s Commission DATE PREPARED: 10/16/19
LIST OF MEMBERS:
1. Hannah Little Chair 6. Alyssa de la Torre
2. Shana Ryken Vice Chair 7. Kori Wilford Secretary
3. Lexie Kuznick 8. Erma Woodfin
4. Nadine Nehme 9. Vacant
5. Melanie Potyondy 10.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
1 Neighborhood Livability & Social Health Culture and Recreation
3 Economic Health Environmental Health
2 Safe Community Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
Women’s Commission Duties
The Commission is created for the purpose of enhancing the status of and opportunities for all
women in the City. We have currently identified some key areas to be women’s health, safety, and economic
stability.
The Commission shall have the ability to:
(1) Document issues of importance to the status of women in the City;
(2) Conduct educational programs in the Fort Collins community to increase public awareness and
sensitivity to the needs and capabilities of all women;
(3) Cooperate with other organizations and individuals interested in issues affecting women in the
Fort Collins area;
(4) Review proposed legislation, policy changes or other governmental action at the federal, state
or
a. local level that would enhance or otherwise affect the status of women in the City and
make
b. recommendations to the City Council regarding the same.
(5) Recommend to the City Council the adoption of local legislation or policies that would enhance
the status of women in the City.
We don’t have any duties to add.
Neighborhood Livability and Social Health ‐ provide a high quality built environment, support quality,
diverse
neighborhoods and foster the social health of citizens.
Our duties include providing educational programing, collaborating with other agencies, and documenting issues
of importance on the status of women as it relates to
1.1 Improve access to quality housing that is affordable to a broad range of income levels
1.2 Collaborate with other agencies to address poverty issues and other identified high‐priority human service
needs, and to make homelessness rare, short lived and non‐recurring
1.3 Improve accessibility to City and community programs and services to low‐ and moderate‐income
populations
1.4 Co‐create a more inclusive and equitable community that promotes unity and honors diversity
1.5 Foster positive and respectful neighbor relationships and open communication
Safe Community ‐ provide a safe place to live, work, learn and play
Documents important issues (proclamations)
Educational programs
Reviewed and weighed in on policy changes
5.1 Improve community involvement, education and regional partnerships to increase the level of public trust
and keep the community safe
Economic Health ‐ promote a healthy, sustainable economy reflecting community values
3.2 Maintain and grow diverse employment opportunities
Homelessness and Housing Panel, Health, Transportation Safety, Mental Health
Proclamations ‐ see the 2019 proclamation schedule
Coordinating with other commissions and boards
Reviewing council documents: sexual harassment, BFO
Cracking the Codes ‐ partnership with HRC, educational program around inclusion
WomenGive Luncheon ‐ networking with local philanthropy
Women’s Foundation Luncheon
Affordability Index ‐ educational program ‐ self‐sufficiency standard
Speaking on behalf of Commission
Joint Boards and Commissions Breakfast
Intergenerational Conversations
Marcile N. Wood Award
Council Communications Committee and regularly attend
CEDAW ‐ promoting equity
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
a. The women’s commission uses our annual planning meeting in Feb to plan ahead for the
year as such, see current work plan.
B. How is the Work Plan aligned with the City’s Strategic Plan?
a. The women’s commission uses our annual planning meeting in Feb to plan ahead for the
year as such, see current work plan. Specifically we look for the top three places of
alignment in both plans.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
a. This is something we would like to prioritize more in the future. We have members attend
and/or watch each city council meeting so that we have a read on current info and can keep
an eye out for best opportunities to inform city council.
D. Does the board effectively accomplish its annual Work Plan?
a. Yes. We also discuss the previous year’s work plan in our annual retreat so that we can
assess goals and success.
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
Mostly yes. Here are some areas we believe we can improve and grow in:
Focus time on advising and recommending policies to City Council.
Decline presentations that are not most relevant to our work plan and focus areas.
Create a standing agenda item to determine topics to advise City Council on.
Develop a “memo” to send updates to City Council that gets sent along .
5. Is the current size of the board appropriate? If not, what suggestions would you make?
If all vacancies can be filled, the size is ok.
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
We are ever attempting to facilitate effective communication. We believe a more effective way to enforce this
would be to set‐up a monthly correspondence or standing check‐in with council liaison.
7. Other comments:
The re‐imagining of boards and commissions was a flop. Positions were offered and then put on hold.
There was not good communication.
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
ARTICLE III. - BOARDS AND COMMISSIONS
Division 35 - Women's Commission
Sec. 2-443. - Functions.
The Commission is created for the purpose of enhancing the status of and opportunities for all
women in the City. The Commission shall have the ability to:
(1) Document issues of importance to the status of women in the City;
(2) Conduct educational programs in the Fort Collins community to increase public
awareness and sensitivity to the needs and capabilities of all women;
(3) Cooperate with other organizations and individuals interested in issues affecting
women in the Fort Collins area;
(4) Review proposed legislation, policy changes or other governmental action at the
federal, state or local level that would enhance or otherwise affect the status of
women in the City and make recommendations to the City Council regarding the
same.
(5) Recommend to the City Council the adoption of local legislation or policies that would
enhance the status of women in the City.
(6)
(Ord. No 158, 1986, § 7, 11-4-86; Ord. No. 001, 2011, 1-18-11)
Fort Collins Women's Commission Bylaws
Revised March 2017
Article I - Commission Title
The name of this Commission shall be the Fort Collins Women's Commission.
The Commission shall seek:
Article II - Purpose
• To develop and foster relationships with members of the Fort Collins Community
which results in the exchange of ideas.
• To further the legal, social, political, economic and educational opportunity and
advancement of all women.
• To identify and promote the elimination of discrimination against women on the basis
of sex, race, age, religion, sexual orientation, disability, national origin or marital
status.
• To encourage the promotion of equal participation of all women in the community
regarding decisions which affect their well-being.
Article III - Objectives
The objectives of the Commission shall be generally as outlined herein:
• To identify and document issues of importance to the well-being of women in
Fort Collins.
• To review legislation policy changes and other actions that may affect women in the
community.
• To promote or conduct educational programs in the Fort Collins community to
increase public awareness and sensitivity to the needs and capabilities of all women.
• To partner with other organizations and individuals interested in issues affecting
women in the Fort Collins area.
Article IV - Board Composition
The Board shall consist of nine (9) members appointed by the Fort Collins City Council.
The Larimer County Commissioners and Colorado State University officials may each
appoint one non-voting ex-officio liaison who shall function as a resource person for the
Committee.
Permanent members shall serve for four (4) years or until their successors are appointed.
The initial appointments shall be staggered so that members have overlapping tenure.
Article V - Attendance
Commission member’s appointments will automatically
be terminated if either of the following Sections apply:
Section 1: Two (2) unexcused absences from regularly scheduled meetings of the
Commission in any calendar year not approved by the Commission. (note: The first
absence is considered a warning.)
Section 2: Four (4) excused and/or unexcused absences from regularly scheduled
meetings of the Commission in a calendar year.
Note: An excused absence is a call/contact to the Chairperson before the meeting in
which the member will be absent.
Article VI - Officers
The Commission shall elect from its membership a chairperson, a vice chairperson and a
secretary, each for a one (1) year term and eligible for re-election.
See Article VI.
Article VII - Nominating Committee
Article VIII - Election of Officers
Elections of Officers shall take place at the February meeting.
Article IX - Duties of Officers
Section 1: The chair shall be responsible for: being the spokesperson to the City Council
and to the community at large; agenda development; chairing regular official meetings;
appointing task force members as needed; reviewing minutes on a quarterly basis for
attention to timelines and task accomplishments; and along with the staff liaison,
monitoring the commission's budget. The chair shall also sign all official commission
communications except wherein individual members' signatures are deemed appropriate
by the Commission. The chair can delegate any responsibility to other officers or
members.
Section 2: The vice chair shall be responsible for: assisting the chair in agenda
development as necessary; acting as liaison to City Council; developing and providing
reports to the Commission on Council activities; acting in the role of chair in the chair's
absence; providing orientation to newly appointed members; monitoring committees and
task forces; handling all incoming and outgoing official correspondence ( ); and assisting
the chair in the quarterly review of minutes.
Section 3: The corresponding secretary will be responsible for: recording and working
with the staff liaison to distribute meeting minutes (in case of absence the vice chair will
take minutes); preparing resolutions for commission consideration monitoring Council’s
6 month planning calendar; and tracking Commission’s Action Items as part of the
minutes document.
)
Article X - Committees / Task Forces
Committees / Task Forces shall be established as needed for specific tasks. Committees /
Task Forces shall be dissolved upon completion of the assigned tasks. Task Forces shall
be responsible for: reporting to the Commission anddeveloping reports and
recommendations for the Commission that reflect consensus and minority positions of task
force members. The Commission shall support or deny support for recommended actions
of the task force. (Refer to procedural guide on functioning of Task Forces.)
In the absence of designated officers of the Commission and in the existence of a
quorum, the Commission has the right and privilege of delegating responsibility for
action in dealing with discrete specific tasks.
Article XI - Meetings
Section 1: Meetings shall be held on the third Wednesday of each month or as
established by the Commission. Committees shall meet once a month prior to the
regularly scheduled Commission meetings.
Section 2: Special meetings may be called by the chairperson, provided notice is given to
all members at least 24 hours in advance.
Section 3: All meetings of the Commission at which formal action is taking place shall be
open to the public.
Article XII - Conduct of Business
Section 1: A quorum shall consist of a majority of seated Commission members. No
official action may be taken unless a quorum is present.
Section 2: Decision making shall be by consensus whenever possible. If 2/3 of the voting
members present agree to suspend consensus, decision making shall be by majority of
the vote.
Article XIII - Amendments to the Bylaws
Amendments to these bylaws may be proposed by any member at any regularly
scheduled Commission meeting. Proposed amendments shall be voted upon at the next
regularly scheduled Commission meeting. Amendments must be approved by a majority
of the voting members of the Board.
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Women’s Commission
2019 Work Plan and Meeting Schedule
2019 WORK PLAN Page 1
For the year 2019, the Fort Collins Women’s Commission will continue to focus its
efforts on three key areas affecting women in Fort Collins: Safety, Health, and Poverty.
The Commission is focused on becoming a stronger voice to the City Council and the
community on behalf of the women of Fort Collins.
1. MEETING SCHEDULE
2. GOALS
• Continue to align the work plan and monthly agendas with the city of Fort Collins’ seven
key strategic outcomes.
• Review and capitalize on the research available from existing sources to provide a
picture of the status of women in the community, foster dialogue and create the forums
and synergies necessary for problem solving.
• Collaborate and network with local organizations and law enforcement to highlight
issues such as domestic violence, sexual assault, homelessness, gender discrimination
and poverty.
• Bring to the attention of city council and identify and utilize key events/media outlets in
the community where the materials and messages of the women’s commission can be
effectively communicated and leveraged.
• Continue to develop and leverage relationships with other city of Fort Collins’ boards and
commissions around issues that impact the key focus areas of the women’s
commission, i.e. attend super meetings and collaboration meetings.
• Continue to develop and leverage relationships in the community, i.e. presentation of the
Marcile N. Wood Award in conjunction with other community recognition events.
• Focus and align women’s commission activities and work with the key outcome of
community & neighborhood livability, especially as related to the women’s commission
periodic review in 2019.
Jan 16 Apr 17 Jul 17 Oct 23
Feb 20 May 15 Aug 21 Nov 20
Mar 20 Jun 19 Sep 18 Dec 18
Women’s Commission
2019 Work Plan and Meeting Schedule
2019 WORK PLAN Page 2
• Spearhead and collaborate with other community and organizational entities to craft a
recommendation to city council for the adoption of a CEDAW resolution.
• Continue to vet the names of Fort Collins women for the city street naming project.
3. WORK PLAN
GOAL 1: Continue to align the work plan and monthly agendas with the city of Fort Collins’
seven key strategic outcomes, with the key outcome of community & neighborhood
livability, especially as related to the women’s commission periodic review in 2019.
o Track the Council’s policy agenda and, in the Commission’s advisory role,
provide information and appropriate comments to the City Council on issues of
information gathered by the commission.
o Monitor City Council 6-month planning calendar
GOAL 2: Review and capitalize on the research available from existing sources to provide a
picture of the status of women in the community, foster dialogue and create the forums and
synergies necessary for problem solving.
o Identify and reach out to community experts and resources to inform the work of
the Women’s Commission
GOAL 3: Bring to the attention of city council and identify and utilize key events/media outlets
in the community where the materials and messages of the women’s commission can be
effectively communicated and leveraged.
o Attend and present material at City Council meetings
GOAL 4: Continue to develop and leverage relationships within the community and with other
city of Fort Collins’ boards and commissions around issues that impact the key focus areas of
the women’s commission,
• Attend super meetings and collaboration meetings. Presentation of the Marcile N. Wood
Award in conjunction with other community recognition events
• Maintain an inclusive process to vet the names of Fort Collins women for the city street
naming project. Collaborate and network with local organizations and law enforcement
to highlight issues such as domestic violence, sexual assault, homelessness, gender
discrimination and poverty.
GOAL 5: Spearhead and collaborate with other community and organizational entities to craft a
recommendation to city council for the adoption of a CEDAW resolution.
Women’s Commission
2018 Annual Report
Summary statement
The City of Fort Collins Women’s Commission promotes decisions and actions that address the needs
and positively impact women in our community. We do this by listening to the voice of women,
advising city council, promoting community events, and educating ourselves and others about safety,
health, and poverty as they relate to the City of Fort Collins Key Strategic Outcome of Community and
Neighborhood Livability. During 2018, the Fort Collins Women’s Commission continued to focus its
efforts on three key areas affecting women in Fort Collins: Safety, Health, and Poverty. The
Commission focused on becoming a stronger voice to the City Council and the community on behalf
of the women of Fort Collins.
1. ITEM 1 - Continue to align the Work Plan and monthly agendas with the City of Fort Collins
seven Key Strategic Outcomes.
● Women’s commission members attend and/or watch each City Council meeting and report
back at the monthly meeting
● Members elect to participate in public comment on behalf on the Women’s Commission as
is relevant
2. ITEM 2 - Review and capitalize on the research available from existing sources to provide a
picture of the status of women in the community, foster dialogue and create the forums and
synergies necessary for problem solving.
● Provided feedback on BFO that reflect the priorities and the well-being of women in the
communities
● A staff person from the Colorado Health Network spoke with the Commission about the
opioid epidemic and how it uniquely impacts the lives of women
● Organized and hosted Homelessness Panel
● Member attended the Colorado Women’s Small Business Conference in November
● Members attended and hosted a table at the WomenGive Luncheon in Loveland
● Members attended and invited other community members to attend the Women’s
Foundation of Colorado Luncheon in Denver on October 10
3. ITEM 3 - Collaborate and network with local organizations and law enforcement to highlight
issues such as domestic violence, sexual assault, homelessness, gender discrimination and
poverty.
● Sponsored refreshments ($200) for a “Community Conversation focused on empowering
women: tackling exploitation, assault, and other issues” put on by a young teenager in Fort
Collins
2018 ANNUAL REPORT Page 1
BOARD NAME
2018 Annual Report
● The Commission submitted and hosted proclamations preceding City Council meetings on
the following: Domestic Violence Awareness Month, Women’s History Month, Gun Violence
Awareness Month, Sexual Assault Awareness Month, Hunger and Homelessness Week,
and Recovery Awareness.
4. ITEM 4 - Bring to the attention of City Council and identify and utilize key events/media outlets
in the community where the materials and messages of the Women’s Commission can be
effectively communicated and leveraged.
● City Councilwoman Kristin Stephens invited to attend Women’s Foundation of Colorado
Luncheon
● City Councilwoman Stephens attended the presentation of the Marcile N. Wood Award
breakfast for the SAVA Center. Staff was able to provide an overview of their work and
have a meaningful conversation with Councilwoman Stephens about sexual assault in Fort
Collins
● Attended a meeting and spread word on the Fort Collins Chapter of Zonta “Legends”
Project
5. ITEM 5 - Continue to develop and leverage relationships with other City of Fort Collins’ Boards
and Commissions around issues that impact the key focus areas of the Women’s commission,
i.e. attend super meetings and collaboration meetings.
● Hosted and coordinated a Boards and Commission Networking/Collaboration Breakfast
May 8
● Initiated a joint presentation of annual awards with Human Relations Commission on
December 4
● Coordinated Youth Advisory Board members attending a monthly meeting and presentation
by Moms against Gun Violence and a Fort Collins Police officer representative on gun
control
6. ITEM 6 - Continue to develop and leverage relationships in the community, i.e. presentation of
the Marcile N. Wood Award in conjunction with other community recognition events.
● SAVA Center awarded 2017 Marcile N. Wood award during breakfast presentation in 2018.
Councilwoman Stephens attended and presented the award to SAVA.
● Araceli Newman and other nominees awarded in joint award ceremony with Human
Relations Commission
7. ITEM 7 - Focus and align Women’s Commission activities and work with the Key Outcome of
Community & Neighborhood Livability, especially as related to the Women’s Commission
Periodic Review in 2019.
● Homelessness panel with Holly LeMasurier, Director of Homeward 2020; Marla Cleary,
2018 ANNUAL REPORT Page 2
BOARD NAME
2018 Annual Report
Housing First Initiative Director at Murphy Center; Annette Zacharias, Director of Faith,
Family, Hospitality; and Lisa Dunworth, Behavioral Health Clinician at Summit Stone.
● Conversation with Councilwoman Stephens during her attendance at monthly meeting
8. ITEM 8 -Spearhead and collaborate with other community and organizational entities to craft a
recommendation to City Council for the adoption of a CEDAW resolution.
● Worked with City Council liaison to develop a recommendation memo. The next step is to
present that to other boards and commissions for feedback and present to City Council in
2019.
9. ITEM 9 - Design an inclusive process to vet the names of Fort Collins women for the City Street
Naming Project.
● Worked with Zonta Project, Fort Collins Museum of Natural Discovery and other
community sources to gather and sort names to be collected and stored on the
Women's Commission Drive as a name archive resource for the City of Fort Collins
● Name were collected into a spreadsheet in May
● CBS News Denver showcased the work the Fort Collins Women’s Commission has
done in partnership with others in Fort Collins on this project. The story aired April 6,
2018
ONGOING ANNUAL COMMISSION ACTIVITIES
● Attend and present material at City Council meetings
● Organize collaboration meetings with other Boards and Commissions
● Participate in and/or arrange community events that highlight issues pertinent to women in Fort
Collins
● Create collaborative relationships with individuals and entities who address the community’s
issues of poverty, health, and safety
● Identify and reach out to community experts and resources to inform the work of the Women’s
Commission
● Professional development and training for Women’s Commission members
● Quarterly evaluations of progress
● Participate in city budget discussions as appropriate
● Produce materials related to annual goals which will be available in both electronic and paper
form
● Monitor City Council 6-month planning calendar
2018 ANNUAL REPORT Page 3
BOARDS AND COMMISSIONS
PERIODIC REVIEW QUESTIONNAIRE
BOARD/
COMMISSION NAME: Zoning Board of Appeals DATE PREPARED:
LIST OF MEMBERS:
1. Ralph Shields Chair 6. Ian Shuff
2. Shelly LaMastra Vice Chair 7. Butch Stockover
3. Robert Long 8.
4. John McCoy 9.
5. Taylor Meyer 10.
1. Please indicate the Key Outcome Areas this Board/Commission is aligned with, using (1) for the primary
connection, (2) for second largest connection, and (3) for third connection:
___XX Neighborhood Livability & Social Health ___ Culture and Recreation
(all boardmembers chose this one area)
___ Economic Health Environmental Health
Safe Community Transportation
_______Transportation
2. How do the current duties of the board, as defined by City Code, align with the Key Outcome Areas
identified above? What duties would you suggest be added and/or deleted?
Being new to this Board, I do not have much experience at this point to provide an evaluation of
the duties. That being said, the duties seemed to be aligned wit the Key Outcome Areas.
Hearing variance requests to allow property owners flexibility outside of defined Land Use Code
standards, in attempt to improve the built environment. None.
The duties of the board align very well to the above Key Outcome Area in that many of the
variances impact the overall livability and perception of a well ordered urban context. At this
time the duties seem to be well covered and I see no further duty changes being required.
Managing land uses and potential reasonable exceptions for valid issues and unique situations is
a foundational piece of maintaining neighborhood livability and social health!
Deciding and authorizing appeal requests allows property owners to deviate from the strict
interpretation of the Land Use Code while maintaining a reasonable response to the intent of the
code. I wouldn’t suggest any duties be added or deleted.
They align as they should.
3. Regarding the board’s annual Work Plan:
A. How is the Work Plan aligned with the Key Outcome(s) identified above?
These appear to be aligned.
The work plan is aligned with neighborhood livability.
The purpose of the LUC is to ensure a safe livable and consistent urban context, variations to this
should meet the intent or be nominal and/or inconsequential in nature. The Work Plan could be
more specific in what types of variances can be heard.
Perfectly.
Deciding and authorizing appeal requests allows property owners to deviate from the strict
interpretation of the Land Use Code while maintaining a reasonable response to the intent of the
code. A monthly meeting to accomplish this is an appropriate recurrence for this task.
It provides a consistent structure for managing land uses and potential reasonable exceptions for
valid issues and unique situations that citizens can rely on.
B. How is the Work Plan aligned with the City’s Strategic Plan?
These appear to be aligned.
The work plan is aligned with the City's strategic plan.
It is too vague in nature to answer how it aligns with the Strategic plan.
No issues.
Deciding and authorizing appeal requests provides the opportunity to review how each case
affects the cities intent to provide a high quality built environment and support quality, diverse
neighborhoods.
It provides a consistent structure for managing land uses and potential reasonable exceptions or
valid issues and unique situations that citizens can rely on.
C. How is the Work Plan aligned with the Agenda Planning Calendar (Six Month Calendar)?
These appear to be aligned.
I am not clear on this
No issues.
I’m not sure how the work plan aligns with the Agenda Planning Calendar; the ZBA meetings do
not show on the 6 month calendar.
Our primary focus is a less than 6 month period, and generally address 30‐60 day cycles; and can
be lied upon to be consistent in 6 months!
D. Does the board effectively accomplish its annual Work Plan?
I believe that is has.
Yes.
Yes.
Yes, it does!
Yes.
Yes, very much so
4. Are board meetings conducted in an effective manner (do the meetings start on time? Are discussions
focused around the agenda topic, etc.)? What could be done to improve board meetings?
From my brief experience, it appears meeting are conducted effectively.
Yes.
More focus need to be code issue at hand, if the request meets a justification for a variance and
then debate over that. Too much emphasis is on personal opinion.
Meetings start on time and stay on topic.
The board meetings are conducted in an effective manner. The meetings start on time and the
discussions are focused around the agenda topic. An improvement that could be made to save
the board’s time would be to introduce a section in the Land Use Code that addresses unique
setback requirements for corner lots. Many of our discussions revolve around requests to vary
from the setback requirements of corner lots and often the reaction is the same and that is that
corner lots should be allowed less constraining setbacks.
Meetings are consistently on time, and if there are concerns about time constraints due to a
heavy workload, board members work collaboratively to serve the public in an effective manner.
5. Is the current size of the board appropriate? If not, what suggestions would you make?
The current board size seems adequate.
Yes.
Yes.
It is appropriate.
Yes.
Yes, there is an adequate number of members so that in a “worse case scenario” with one or
several members out for a meeting and other potentially recusing themselves we still have a
quorum. The number and diversity of our board feels like it can thoroughly explore and discuss
an agenda item without becoming cumbersome.
6. Please describe the effectiveness of the communications between the board and Council. What could be
done to improve these communications?
I’m not aware of communication between the board and Council and would assume it would
only exist if the Council liaison to the P&Z Board were present at board meeting.
Not applicable in my time on the board.
There is none. Anything would improve it.
Very little communication is required from the requests we have received.
Meeting minutes from the ZBA meetings are recorded for the Council to review. This seems
effective and appropriate.
There tends to be limited communication between the board and council, however our structure
and bylaws provide a good framework to do our jobs and limited board input is required.
7. Other comments:
The board members are excellent, very thoughtful, reasoned and determined to do a good job!
Attachments:
a. City Code description of duties
b. Current Work Plan
c. Current Annual Report
d. Current Bylaws
281 North College Avenue
P.O. Box 580
Fort Collins, CO 80522.0580
970.221.6376
970.224.6134 - fax
Planning, Development & Transportation
MEMORANDUM
DATE: January 9, 2020
TO: Delynn Coldiron, City Clerk
FROM: Noah Beals, Senior City Planner-Zoning
RE: November 14, 2019 Periodic Review – Zoning Board of Appeals
____________________________________________________________________
At the November 14 meeting of the Zoning Board of Appeals (ZBA), Councilmember
Cunniff attended to participate in the periodic review of the board.
Board members present at the periodic review were Chair Ralph Shields, Vice Chair
Shelley LaMastra, John McCoy, Taylor Meyer, Ian Schuff and Butch Stockover.
Summary of the discussion:
During the meeting Councilmember Cunniff facilitated a discussion related to concerns,
questions and comments from Zoning Board of Appeals members:
• A desire was expressed for more involvement during Land Use Code Changes. It
was suggested that the ZBA offer a recommendation to Planning and Zoning
Board and City Council for proposed Land Use Code changes. City staff will
follow up on this item and include ZBA in future outreach. Additionally, the ZBA
could suggest possible changes that relate to standards or variances that are
frequently heard by the ZBA.
• The board requested additional training for quasi-judicial boards and their roles in
the City development review process. Concern was expressed about training of
ZBA and Planning and Zoning Board members related to their area of influence
and decision parameters. It was suggested that the criteria under which boards
review proposals be defined and shared to ensure decisions are clear, consistent
and fair.
• The importance of diversity on the board was expressed. Board recruitment
should ensure a balance of professionals in development and residents with
other expertise.
• The board requested that staff reports include more information about the
general purpose of code standards to ensure they have a complete understand
-2-
the intent behind code requirements and to provide greater context and
background.
• ZBA members were encouraged to review City Council’s 6-month calendar. If
there are Council items of interest to the ZBA, then they can provide input as
appropriate.
ARTICLE III. - BOARDS AND COMMISSIONS
Division 37 - Zoning Board of Appeals
Sec. 2-453. - Functions.
The Board shall have the following powers and duties:
(1) To hear and decide appeals from and review any order, requirement, decision or
determination made by an administrative official charged with enforcement of the regulations
established by the Land Use Code or, if applicable, Articles I through IV of the Transitional
Land Use Regulations in accordance with the provisions of Division 2.10 of the Land Use
Code.
(2) To authorize upon appeal in specific cases, and in accordance with the provisions of
Division 2.9 of the Land Use Code, variances from the terms of Articles 3 and 4 of the Land
Use Code or, if applicable, Chapter 29, Articles I through IV of the Transitional Land Use
Regulations.
(Ord. No. 158, 1986, § 25, 11-4-86; Ord. No. 154, 1987, § 13, 10-20-87; Ord. No. 29, 1992, 3-3-
92; Ord. No. 51, 1997, § 7, 3-18-97; Ord. No. 113, 1997, § 2, 8-5-97)
ZONING BOARD OF APPEALS
2019 WORK PLAN
The Zoning Board of Appeals (ZBA) will meet on the second Thursday of every month,
providing that there are discussion items appearing on the regular monthly agenda. The
Board may also meet as needed in order to convene special meetings.
The primary purpose of the meetings will be to hear and decide appeals of certain
administrative decisions made by City staff and to authorize variances from the
requirements of the Land Use Code. It is estimated that the Board will consider
approximately 45 variance requests in 2019.
The Board will review proposed Land Use Code revisions that may be necessary as the
City continues refinement of the Code through the annual code update ordinance and will
also explore updating the By-Laws for the Zoning Board of Appeals.
No other special projects or issues are anticipated at this time.
Zoning Board of Appeals
2018 Annual Report
December 26, 2018
281 N. College Ave
2018 ANNUAL REPORT Page 1
BACKGROUND:
The Zoning Board of Appeals (ZBA) consists of seven members. Meetings were held the
second Thursday of every month in the Council Chambers at City Hall. The Board may also
meet as needed in order to convene special meetings.
The Boardmembers who served in 2018 were: Daphne Bear, Robert Long, Cody Snowdon,
Ralph Shields, Heidi Shuff, Butch Stockover, and Karen Szelei-Jackson. The annual election
of officers resulted in Heidi Shuff being elected as chairperson and
Ralph Shields as vice-chairperson.
City Council liaison to the Board during 2018 was Ken Summers. Staff support was provided
by Noah Beals, Marcha Hill, Kacee Scheidenhelm, and Christopher Van Hall.
2018 YEAR IN REVIEW:
Forty-seven (47) applications for variances to the Land Use Code were submitted to the ZBA
in 2018. In comparison, the number of applications for variances was thirty-eight (38) in 2017;
forty-one (41) in 2016; fifty-one (51) in 2015; thirty-five (35) in 2014; twenty-seven (27) in
2013; twenty-six (26) in 2012; and seventeen (17) in 2011.
Thirty (32) of the variance requests were approved; four (4) were denied; eight (8) were
approved with specific conditions; two (2) were withdrawn before the meeting; and one (1)
was tabled and has not been heard at this time.
needs of the community now and in the future
7.5 Foster a culture of safety and well-being across the City organization
7.6 Leverage data, technology, metrics and benchmarks to guide decisions, improve results, and
enhance service delivery
7.9 Proactively influence policy and legislative development at all levels
General • Review COD Bylaws annually
• Develop Annual Work Plan
• Host Community Recognition Awards
• Plan recognition for outgoing COD members
o Develop education for landlords regardingmaking reasonable accommodation to
ensure safety for vulnerable populations.
o Explore current emergency preparedness systems and make appropriate suggestions
for improvement. List Resources on FCGOV website?
o Maintain involvement with special events staff: develop an education plan for event
staff, security and volunteers regarding visitors with disabilities
o Meet with New Police Chief
5.1 Improve community involvement, education and regional partnerships to increase the
level of public trust and keep the community safe
5.2 Meet the expected level of core and specialized police services as the community grows
5.3 Partner with Poudre Fire Authority to provide high-quality fire prevention, community
risk reduction and emergency response services
5.4 Improve emergency management and preparedness
COD 2019 Work Plan
Rev. 5/09/2019