HomeMy WebLinkAboutCOUNCIL - COMPLETE AGENDA - 01/23/2018 - COMPLETE AGENDACity of Fort Collins Page 1
Wade Troxell, Mayor Council Information Center (CIC)
Gerry Horak, District 6, Mayor Pro Tem City Hall West
Bob Overbeck, District 1 300 LaPorte Avenue
Ray Martinez, District 2 Fort Collins, Colorado
Ken Summers, District 3
Kristin Stephens, District 4 Cablecast on FCTV Channel 14
Ross Cunniff, District 5 and Channel 881 on the Comcast cable system
Carrie Daggett Darin Atteberry Delynn Coldiron
City Attorney City Manager City Clerk
The City of Fort Collins will make reasonable accommodations for access to City services, programs, and activities
and will make special communication arrangements for persons with disabilities. Please call 221-6515 (V/TDD: Dial
711 for Relay Colorado) for assistance.
City Council Work Session
January 23, 2018
6:00 PM
• CALL TO ORDER.
1. Larimer County Behavioral Health Update. (staff: Jackie Kozak Thiel, Beth Sowder; 15 minute
staff presentation; 45 minute discussion)
The purpose of this item is to provide information about Larimer County’s plans for needed
behavioral health services across the county. It includes information about the background, current
need, local data, local solutions, and next steps. This is a continuation of work done in the past with
updated data and options for collaborative solutions. Studies identified major gaps in critical
behavioral health services, suggested recommendations for what services are most needed, at what
levels, and for what cost. Unfortunately, the local ballot initiative failed in 2016, but work is
continuing. Because these gaps have a significant impact on local residents and their families,
government, health, and social services, this is an educational presentation to discuss where the
County is now as well as ideas for collaborative local options moving forward.
Larimer County Commissioner Steve Johnson and Larimer County Behavioral Health Director Laurie
Stolen will present to Council with City staff.
2. North I-25 Express Lanes Project Update. (staff: Mark Jackson; 10 minute staff presentation; 20
minute discussion)
The purpose of this item is to update Council and the community on plans and schedule for the North
I-25 Express Lanes Project to begin construction in summer 2018. City of Fort Collins and Colorado
Department of Transportation Project staff will provide background and project information and
resources.
City of Fort Collins Page 2
3. The Affordable Housing Capital Fund. (staff: Sue Beck-Ferkiss, Jackie Kozak Thiel, Dean
Klingner; 15 minute staff presentation; 45 minute discussion)
The purpose of this item is to gain direction from Council for the use of the Affordable Housing
Capital Fund and update Council on the work of the City’s Internal Housing Task Force. The voters
approved an Affordable Housing Capital Fund (AHCF) as part of the Community Capital
Improvement Program (CCIP) to be used for the capital costs of one or more affordable housing
community. Over ten years the fund will accumulate $4 million. Staff will present suggested
strategies for the use of this fund for Council direction and feedback. Council Finance Committee
provided guidance at their October 2017 meeting. Staff will also update Council on the work of the
Internal Housing Task Force.
• OTHER BUSINESS.
• ADJOURNMENT.
DATE:
STAFF:
January 23, 2018
Beth Sowder, Director of Social Sustainability
Jackie Kozak-Thiel, Chief Sustainability Officer
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Larimer County Behavioral Health Update.
EXECUTIVE SUMMARY
The purpose of this item is to provide information about Larimer County’s plans for needed behavioral health
services across the county. It includes information about the background, current need, local data, local
solutions, and next steps. This is a continuation of work done in the past with updated data and options for
collaborative solutions. Studies identified major gaps in critical behavioral health services, suggested
recommendations for what services are most needed, at what levels, and for what cost. Unfortunately, the local
ballot initiative failed in 2016, but work is continuing. Because these gaps have a significant impact on local
residents and their families, government, health, and social services, this is an educational presentation to
discuss where the County is now as well as ideas for collaborative local options moving forward.
Larimer County Commissioner Steve Johnson and Larimer County Behavioral Health Director Laurie Stolen will
present to Council with City staff.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have direction for how the City should collaborate with the County on regional behavioral health
solutions?
2. Does Council have any additional insights about this issue or proposed solution?
BACKGROUND / DISCUSSION
The Need Is Real
The local need for behavioral health services in Larimer County is real.
• Mental illness is more common than cancer, diabetes, or heart disease. - U.S. Surgeon General
• Depression is the leading cause of disability worldwide. - World Health Organization
• 20% of youth ages 13-18 live with a mental health condition. - National Alliance on Mental Health
• Every year, 1 in 5 Larimer County residents struggle with mental illness. - State of Mental Health in America
• In 2016, 83 Larimer County residents dies by suicide. - Larimer County Coroner
The need is evident, but many Larimer County residents are not able to receive mental health care when it is
needed. In fact, according to the Colorado Health Access Survey, 2017, 26,686 Larimer County residents did not
get needed care for the following reasons:
• 31% could not afford it or did not have insurance
• 23% were concerned about what would happen if someone found out
• 45% had difficulty getting an appointment
• 19% were uncomfortable discussing personal problems
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The Need Is Local
The lack of critical behavioral health services has a direct impact on major City of Fort Collins concerns.
Community residents, their families, and workplaces, are all directly significantly impacted by the lack of adequate
depth and continuum of mental health and substance use disorder treatment. The gaps in services also has a
substantial impact on services and issues with a direct relationship to the City, including police services, the
criminal justice system, businesses, poverty, homelessness, Outreach Fort Collins, and Support Services for
those living in Permanent Supportive Housing.
City Alignment and Impacts
The City has representatives from Police Services and Social Sustainability who are active members of the
Mental Health and Substance Use Alliance of Larimer County. This involvement, along with many other
community agencies represented, has been critical in the collaborative and comprehensive approach to the
recommendations for expanding critical behavioral health services in Larimer County.
When looking at how expanding critical behavioral health services in Larimer County will impact the City
organization, there will likely be both quantitative and qualitative results.
Strategic Alignment
The expansion of critical behavioral health services in Larimer County is in alignment with Council priorities and
some of the City’s stated goals:
• Council Priority - Behavioral Health/Detox Facility
• The City’s 2016 Strategic Plan includes the following strategic objectives:
o Neighborhood Livability & Social Health: Leverage and improve collaboration with other agencies to
address homelessness, poverty issues, and other high priority human service needs.
o Safe Community: Improve community involvement, education and regional partnerships to make our
community safer and stronger.
• The Social Sustainability Department Strategic Plan has a goal that states: Foster increased availability and
access to mental and behavioral healthcare through:
o Work with local organizations to ensure 24-hour availability of mental and behavioral health care and
treatment.
o Encourage and support programs providing mental and behavioral health care for low-income persons
and persons experiencing other barriers.
o Through education, outreach, partnerships, and collaboration, increase the community’s general
awareness/acceptance of mental and behavioral health and illness.
o Support education, outreach, partnerships, collaboration, and prevention/intervention efforts, increasing
the community’s general awareness regarding substance abuse.
o Support increased discharge coordination and planning, improving continuity of mental and behavioral
health care and recovery for people leaving hospitals, correctional facilities, and other similar situations.
o Support development of halfway housing and permanent supportive housing for persons with mental and
behavioral illness.
o Partner with other community entities to create a residential treatment facility for people with drug and
alcohol addictions.
o Support creation and operation of a detox facility in Larimer County.
• The Social Sustainability Gaps Analysis also included the following goals:
o Residents are able to rapidly access and receive the depth of treatment needed for mental health,
physical health, and substance abuse needs.
o High quality health care is delivered across the continuum of care: therapy, outpatient care, inpatient
care, residential treatment for addictions, mental health care.
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Quantitative Data and Projections
Fort Collins Police Services
Looking at Fort Collins Police Services calls for service (alcohol, drug, suicide, and welfare calls), there would be
a potential reduction in calls varying by call type by 5-15% (chart provided in PowerPoint presentation,
Attachment 3). This could realize efficiencies that would be the equivalent of almost a half-time police employee;
however, it would be expected that these efficiencies would be effectively used rather than an actual reduction in
workforce.
Additionally, it is expected that more of an impact would come from calls for service for the most frequent and
heavy consumers of multiple services (Police, Mental Health, Medical, etc.). Of a group of 131 high service
utilizers monitored by the Interagency Group convened by Fort Collins Police Services, 92 (70%) had contacts
with a police officer between January 1, 2015 and June 30, 2016. For those 92 individuals, there were:
• A total of 1,125 police contacts (ranging from 1 to 178 contacts per individual)
• 1,584 officer hours spent
o Top 25 individuals’ cases used nearly 1,100 of the total 1,585 officer hours
• Costs for these contacts include officer time, dispatch, booking, and court costs, if needed
This data led to a collaborative effort in 2017. Fort Collins Police Services partnered with UC Health and
SummitStone Health Partners to create a Mental Health Co-Responder position that would be housed in Police
Services. This position is currently in the hiring process. Reasons for this include:
• Calls for people in mental health crisis continue to increase with police being the main point of contact
• Such calls are often unpredictable and volatile putting police officers at risk
• Repeated calls to police and dispatch divert law enforcement resources from their primary mission
• While many officers are trained in mental health crisis management skills they do not have the level of
expertise as a mental health professionals
• The Mental Health Co-Responder on scene will provide the most accurate assessment and then referral to
the most appropriate treatment facility due to familiarity with all available community resources
• The Mental Health Co-Responder will provide follow-up as well as assessment in an effort to reduce
recidivism
• The Mental Health Co-Responder will respond to officer and dispatch alerts of new frequent callers with a
mental health disorder in an effort to prevent escalation and use of police resources and intervene effectively
• The Mental Health Co-Responder will coordinate efforts with Outreach Fort Collins, Fort Collins Police
Interagency Group and Police Psychologist, and three additional county Co-Responders funded by a state
grant
• Fort Collins is one of the last two police departments on the Front Range to adopt this best practice
Poudre Fire Authority
In addition to Fort Collins Police Services, Poudre Fire Authority (PFA) is also impacted significantly with calls for
service regarding mental health or substance use disorders. Over the last five years, Poudre Fire Authority has
seen a call volume increase of 27%. A more granular analysis reveals the majority of the increase in requests for
service occurred in downtown Fort Collins, resulting in a 48% increase in the response area of PFA Station #1.
This increase in call volume can have a dramatic impact on response reliability for higher acuity calls and
projections for increases in call volume over the next five years will result in decreased service levels with PFA’s
current deployment strategy. To ensure PFA’s continued ability to provide prompt, skillful and caring service,
innovative response models such as the Roving Alternative Medical (RAM) unit are being explored.
The data from the RAM trial demonstrated a significant impact in addressing the increasing volume of low acuity
medical responses, provided a better response reliability for downtown Fort Collins, and allowed Engine #1 to
respond to the higher acuity calls for which that unit is designed. Beyond increased operational efficiencies the
RAM unit was also able to integrate PFA into the regional Inter-Agency Treatment Group (IATG). This group
involves 24 regional entities focused on addressing frequent users of the 911 system and seeks to address the
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underlying issues that result in activation of the response system for non-emergent calls. The ability to integrate
programs such as the RAM and the IATG into resources such as those described by the Community Mental
Health and Substance Use Alliance of Larimer County would create unprecedented opportunities for collaboration
and care in our community.
Additional minor efficiencies could be realized in Parks, Municipal Court, and Natural Areas.
Qualitative Benefits
Potential benefits for Housing and Human Services Programs include:
• The expansion of behavioral health services will also offer greater ability for residents of permanent
supportive housing have access to support services they need to retain their housing. There is a high
incidence of mental illness and substance use disorder in the homeless population. Evidence shows that
overall the population of those who were formerly homeless who became housed and receive behavioral
health treatment make significant health and functional improvements, and have significantly less use of
emergency service.
• The Homeward 2020 Community Collaborative guides strategy and long-term solutions to address
homelessness through our community’s 10 Year Plan to Make Homelessness Rare, Short-Lived and Non-
Recurring. The plan focuses on Housing First approaches to provide permanent pathways out of
homelessness in Fort Collins. Housing First approaches prioritize efforts and investments in housing and
community services leading to rapid rehousing and supportive housing, homelessness prevention, and
ultimately, support for individuals to achieve stability, wellness and housing retention.
A Larimer County Behavioral Health Services Facility would provide treatment for many people experiencing
chronic homelessness Homeward 2020 strives to permanently house and positively reintegrate into the
community. Homeward 2020 recognizes the inextricable relationship between housing and healthcare
provision to effectively serve our entire community, and specifically people experiencing chronic
homelessness. Recent Housing First Initiative data shows over 70% of chronically homeless individuals in
Fort Collins self-identify as having a disability. Many have diagnosable substance use and mental health
disorders which can be effectively treated and could support long-term housing and health stability.
Homeward 2020 supports efforts to provide world-class, comprehensive behavioral healthcare in our
community.
• The Coordinated Assessment and Housing Placement System (CAHPS) focuses on assisting households
experiencing homelessness to find permanent housing that will work best for them. To make these moves into
housing successful, supportive services are often needed, particularly for individuals who are living with
disabilities, including mental health and/or substance use disorders. A Behavioral Health Facility will aid in
these efforts to house individuals experiencing homelessness. For those who have been housed (or who are
still seeking housing), if behavioral health treatment or recovery support are services identified that would
benefit the individual and help them retain their housing, this facility could provide easier, swifter access to the
type of behavioral health treatment someone made need. Currently, the range of treatment options that would
be beneficial may not always be available to someone in Larimer County, or a long wait may be required.
Nobody should have to go without treatment if they are seeking it, and nobody should have their housing put
at risk because they are unable to access appropriate care.
Those who are actively working to implement CAHPS also recognize that there may be funding from this
effort allocated to supportive services for individuals living in permanent supportive housing. Permanent
supportive housing is designed to serve individuals who are disabled -- many with severe mental illness or co-
occurring disorders -- and who have experienced homelessness, often because of their disabilities. Those
agencies implementing CAHPS are actively working to address the lack of housing units available by
expanding landlord engagement efforts and applying for new housing vouchers and rental assistance as
those opportunities become available. What is currently missing are flexible, customized supportive services
that assist individuals to access and retain their housing. With additional resources directed towards those
supportive services, greater progress will be made in addressing homelessness and helping those
experiencing homelessness -- specifically individuals living with disabilities who may require greater support --
to access housing.
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• The expansion of behavioral health services will positively impact the coordination of services for many of the
non-profit service providers who receive funding from the City’s Human Service Program funds.
• The expansion of behavioral health services will positively impact Municipal Court, Special Agency Sessions,
and Outreach Fort Collins by providing an immediate referral option.
The Solution is Local
The work done has been informed by national experts and local professionals - see attached executive summary
of What Will It Take? Solutions for Mental Health Services Gaps in Larimer County. (Attachment 2)
The solution will require a dedicated funding stream, and is 2-pronged:
1. Expanded and enriched local behavioral health services across the county.
2. A regional behavioral health facility to coordinate those integrated services.
Larimer County is uniquely positioned because of lessons learned from the unsuccessful November 2016 ballot
initiative. The two primary lessons include:
• More countywide collaboration is needed
• Increased clarity in intent and of messaging
Larimer County’s revised efforts are to facilitate the most economic and effective mental health care to meet the
needs of our residents:
• At the right level
• At the right time
• At the right cost
Next Steps
Larimer County is in the process of working with the communities within the county to understand the role each
community would like to play and to identify opportunities for collaboration. Through this work, the County seeks
to understand the answers to these questions:
1. What role does the City of Fort Collins want to play?
2. What are the City of Fort Collins’ top priorities for behavioral health services?
3. What gaps and duplication of services exist between communities?
4. Do opportunities exist to enrich and expand services into regionally coordinated mental health care?
ATTACHMENTS
1. How Did We Get Here? Larimer County Timeline (PDF)
2. What Will It Take? Solutions for Mental Health Service Gaps in Larimer County Executive Summary (PDF)
3. PowerPoint Presentation (PDF)
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Larimer County is 2,640 square miles with a population of more than 330,000 residents who live in diverse geographic locales, including rural,
suburban and unincorporated areas. Mental illness recognizes no boundaries and 1 in 5 residents—over 66,000 people—in our County struggles
with mental illness.
Pubic Safety and Community Health are core to the mission & mandate of Larimer County.
• People with mental illness are 5 times more likely to be arrested than the general population, impacting law enforcement,
jails, courts, and the District Attorney’s office.
• 75% of women in local jails have mental illness, if mothers, the impact ripples through County Department of Human
Services, Child Protection, and Child Welfare offices.
Mental Health and
Substance Abuse Alliance
20+ organizations and service
providers form a membership
group to locally influence a
well-coordinated, well-funded
continuum of mental health
and substance abuse services.
Today, the Alliance continues its
collaborative effort to improve
the lives of those impacted
by behavioral health.
Larimer County Board
of Commissioners
approve funding and
staffing for a Wellness
Court, which ensures
community safety while
providing an alternative
to incarceration for
people whose mental
health issues affect
their criminal behavior.
Community Health Survey,
Health District of Northern
Larimer County
Results show cost and lack
of health insurance continue
to be the major barriers to
accessing mental healthcare.
Nearly 3 in 4 (71%) uninsured
respondents reported
having put off mental health
care in the past 2 years.
A Concerned Community
Poudre High School hosts
a mental health event for
middle school and high
school families open to
the Northern Colorado
community. Breakout
sessions address topics
including anxiety, body
image, depression,
self-harm, substance
abuse, grief and more.
1999 October 2013 November 2015
May 2013 February 2016
What Will It Take? Solutions
for Mental Health Service
Gaps in Larimer County
The Health District of Larimer
Larimer County is uniquely positioned to facilitate the most economic and effective ways to address this complicated social issue. From Estes
Park to Berthoud, from Wellington to Loveland, from Fort Collins to Red Feather, the County seeks to create quality mental health care to meet
the needs of our residents, at the right level, the right time, and at the right cost.
Public Information &
Shareholder Engagement
The failed ballot measure
to fund mental health
services brought to light
a critical call to action:
more County-wide
engagement is necessary
to develop and build
solutions to this growing
community challenge.
Defeated by less than
8,000 votes, Larimer
County ballot issue 1A
sought a tax increase to
expand service provision
and build a new mental
health and detox facility.
The campaign generated
months and months
of robust community
engagement and
campaign outreach.
83 Larimer County
residents died by
suicide in 2016.
- Larimer County Coroner
A Concerned Community
“Mental health care is
critical to the health of our
community,” said Erica
Siemers, the senior director
of the foundation. With
over 600 attendees, PVH
and MCR Foundation’s
38th annual Spring Benefit
focuses on the critical need
for mental health care in
northern Colorado.
May 2016 November 2016 May 2017
July 2016 Ongoing
Larimer County, in
collaboration with local
partners, is working
diligently to assess
resources, foster
coalitions with dedicated
providers, and engage
our community in a
committed effort to
identify lasting solutions.
January 2017
Larimer County Live
Telephone Town Hall:
Mental & Behavioral Health
Over 80,000 calls were
made to County residents.
in Larimer County
Executive Summary
Community Mental Health and Substance Abuse
Partnership of Larimer County
An Unincorporated Non-Profit Association
February 23, 2016
REVISED 3/31/2016
What Will It Take?
Solutions for Mental Health
Services Gaps
ATTACHMENT 2
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Attachment: What Will It Take? Solutions for Mental Health Service Gaps in Larimer County Executive Summary (6394 : Larimer County
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Community Mental Health and Substance Abuse
Partnership of Larimer County
An Unincorporated Non-Profit Association
Executive Summary
What Will It Take?
Solutions for Mental Health Services Gaps in Larimer County
February 23, 2016
Introduction
While many quality behavioral health treatment and support services are being provided in
Larimer County, the current continuum of services being offered is not sufficient to meet the
needs of the many people who have mental illnesses and/or substance use disorders. As a result,
these people often simply can’t get the level of care that they need to address their illness.
Awareness of the gaps in behavioral health services has been growing over time to the point that
several major community organizations have mentioned the need for an improved behavioral
healthcare system in their strategic planning, including Larimer County, the City of Fort Collins,
and the Health District of Northern Larimer County. The Community Mental Health and
Substance Abuse Partnership of Larimer County, a collaborative effort between over twenty
organizations, consumer and family advocates, and treatment and service providers, established
creating a plan for the expansion of critical behavioral health services as its highest priority in
2015. This document is the result of this priority area and the work of a sub-group of Partnership
Members known as the “Plan Guidance Team” and is intended to inform the planning process.
To aid in data collection, analysis and development of recommendations, the Partnership
engaged the services of the NIATx group, a multidisciplinary team of consultants with a unique
blend of expertise in public policy, agency management, and systems engineering that has
worked with 1000+ treatment providers and 50+ state and county governments.
The purpose of this document is to help citizens and service providers understand existing
challenges, garner commitment to making changes and improvements, and stimulate significant
development and expansion of critical behavioral health services in Larimer County. The
ultimate goal is to guarantee Larimer County’s capacity to meet the growing behavioral health
needs of its citizens. This document seeks to accomplish the following:
1. Delineate what is needed for a more complete continuum of care capable of providing
adequate levels of affordable care for those with behavioral health needs (focusing on the
best evidence, high quality, and access to care), understand what actually exists in our
community, and determine the gaps.
2. Determine a cost estimate for filling the gaps, potential revenue sources, and the
remaining need for funding.
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Attachment: What Will It Take? Solutions for Mental Health Service Gaps in Larimer County Executive Summary (6394 : Larimer County
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The Need
Behavioral health disorders, including mental illness and substance use disorders are serious,
chronic health issues that can be potentially life-threatening, similar to other chronic health
disorders such as diabetes and heart disease. These disorders of the brain are common and can
affect anyone at any age or socioeconomic status. It is estimated that there are approximately
44,300 adults who have mental illness and 31,000 who are dependent on alcohol or drugs living
in Larimer County, although many have both disorders and the impact of the disorders varies.
Behavioral health disorders are treatable and treatment effectiveness is improving. However, the
majority of those with these disorders never receive the treatment they need to help restore their
functioning. Though these conditions are treatable health disorders, consumers and families
regularly report great difficulty in getting access to the recommended range of services – a
situation that is quite different than access to care for other chronic illnesses such as heart disease
and diabetes.
Lack of treatment is particularly true for those with substance use disorders (thus this study
focused heavily on estimating unmet need for these disorders). NIATx estimated that of the
approximately 31,000 people meeting the criteria for needing treatment for substance use
disorders, only 2,800 people actually receive that care each year in Larimer County, leaving over
28,000 people needing, but not receiving, treatment annually. Of those 28,000, it is estimated
that approximately 1,400 actually want or would seek treatment but do not receive that treatment.
Providing an improved continuum of care for the 4,200 people needing and seeking treatment
(2,800 who currently seek treatment and an additional 1,400 who need but don’t receive that
treatment) is critical to their recovery.
When people with behavioral health disorders do not receive appropriate, timely, or adequate
treatment the result is often greater suffering from symptoms, poor quality of life, reduced ability
to function and use of more intensive and higher cost levels of treatment. People with behavioral
health disorders are also at risk for unstable employment, poverty, chronic health conditions,
early death, and suicide. Many people who don’t get the right treatment enter a cycle of repeated
use of the highest cost services in our community such as emergency departments, law
enforcement or criminal justice, including jail.
While many quality services are being provided here, the key finding of this investigation is that Larimer
County does not have a continuum of behavioral health treatment and support services that is sufficient
to meet the needs of the many people with mental illnesses and/or substance use disorders. As a result,
these people often simply can’t get the level of care that they need to address their illness.
Recommended Solutions to Meet the Need
Specifically, this planning process recommended that four key levels of care and a range of support services be
added or expanded in order to provide adequate standards of care in Larimer County.
A full complement of Withdrawal Management (Drug/Alcohol Detoxification) services
Residential Treatment for Substance Use Disorders (SUDs)
Acute Treatment Unit (ATU) for just-under-hospitalization level of care
Intensive Outpatient Treatment Services (IOP)
Support Services (moderately intensive to intensive care coordination, medications, and support services
for those living in Permanent Supportive Housing, assessment, and client assistance funds).
The study also recommended that many of these services be provided in a 24-7 Services Center providing a
new state-of-the-art model of care and enabling more seamless transitions between levels of care. Part of the
new model would include a more thorough, formal, patient-centered assessment process in order to better
guide transitions into and between the levels of care.
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Attachment: What Will It Take? Solutions for Mental Health Service Gaps in Larimer County Executive Summary (6394 : Larimer County
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Specific recommendations to create and support adequate services in each of these areas include:
1. Expand treatment capacity to accommodate the estimated need for services for up to 4,700
adults. This includes an estimated 2,800 people currently receiving some level of treatment,
plus an additional 1,400 adults estimated to need and seek treatment in Larimer County but
who are currently unable to receive that treatment, plus an allowance of 500 people for
anticipated growth. The total annual utilization of all services included in the recommended
model is estimated at approximately 12,000 admissions (defined broadly).
2. Create a more complete continuum of care and the ability to place patients into
appropriate levels of care based on assessment and re-assessment. Provide most
services in one facility, with specific services supported and provided in the community.
3. Create a medically monitored Withdrawal Management Center (Drug/Alcohol
Detoxification) in Larimer County with 12 beds and the capacity for up to 822 ASAM
level 3.7 admissions in order to support detoxification from alcohol or drugs and transition
individuals into treatment. Two additional levels of withdrawal management services would
be available in the community (but are not included in the funding recommendations
included in this document): Ambulatory (ASAM level 2.0) managed on an outpatient basis,
and Intensive Inpatient (ASAM level 4.0) provided in a hospital setting.
4. Create or support several levels of residential care to support up to 500 short-term and
long-term supported residential admissions as follows:
Create Short-Term Intensive Residential Treatment (IRT) designed to provide a safe
therapeutic environment where clinical services and medications are available to treat
patients who are medically stable and withdrawn from substances. Capacity: 11 beds,
average length of stay (ALOS) of 12 days, and 305 admissions.
Support Low Intensity Residential (LIR) services designed to build and reinforce a
stable routine in a safe and supportive context for residents who lack a stable living
environment. Capacity: 52 beds (in the community, not part of facility), ALOS of 90 days,
and 190 admissions.
Encourage the development of independent, voluntary sober housing, like “Oxford
Houses” in the community to provide safe and supportive living environments for those
who choose and can pay for this type of residence. No external financing is
recommended for this type of housing.
5. Encourage the development of community capacity for Intensive Outpatient Services
(IOP) for individuals who require a more structured substance use disorder outpatient
treatment experience than traditional outpatient treatment. Capacity: 1,089 IOP admissions,
an average of 30 visits per admission, and an average daily census of 50. (Note: Since health
insurance is likely to cover these services, the only amount included in the budget
recommendations in this document is client assistance for up to 218 uninsured or
underinsured individuals.)
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6. Encourage the development of community capacity for Outpatient (OP) Substance Use
Disorder Treatment to provide up to 3,800 admissions, with 30 FTE providing 10 sessions
per admission for people who can benefit from outpatient treatment. (Note: Since health
insurance is likely to cover these services, the only amount included in budget
recommendations is client assistance for up to 780 uninsured or underinsured people.)
7. Create an Acute Treatment Unit in Larimer County to provide short-term crisis
stabilization for individuals whose symptoms and treatment can be managed in non-hospital
settings. Capacity: 12 beds, ALOS of five days and capacity to provide up to 986 admissions.
8. Provide specific behavioral health support services to include:
Moderately intensive to intensive care coordination for up to 250 clients
Client assistance fund to help cover needs such as transportation, co-pays (including IOP
and OP), medications, and personal emergencies for up to an estimated 1,620 clients
Approximately 7,650 patient-centered, intensive assessments to ensure placement in
appropriate levels of care
Support services in Permanent Supportive Housing for up to 100 clients with chronic
health conditions who lack family/social supports, and are disconnected from
employment and other community functions. (Housing to be provided by other sources.)
Financial Resources Needed to Provide These Services
After NIATx completed a preliminary report with a first round of cost, revenue and facilities
estimations, local experts in behavioral health, budgeting and facilities amended these figures to
represent local circumstances and input. The annual costs to provide these services have been
estimated at $15.77 million. Available revenues from client fees and insurance are estimated at
approximately $4 million. The remaining need for funding is estimated at $11.77 million.
Projected Overall Operating Budget
Personnel $8.58 million
Client Assistance $2.40 million
Operational (operational costs,
maintenance, equipment, contracted
services, etc.)
$4.79 million
TOTAL: $15.77 million
Less Revenues $ 4.00 million
Needed Annual Funding: $11.77 million
Facilities Needed and Associated Costs
Estimates for facility space and costs are currently estimated based on providing most services in
one facility. Based on current estimates, a 51,000 square foot facility would be required to
provide these services. The total facility and land costs are estimated at $20.42 million. Facility
costs have not been estimated for Low Intensity Residential services.
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Attachment: What Will It Take? Solutions for Mental Health Service Gaps in Larimer County Executive Summary (6394 : Larimer County
5
Benefits and Value to the Community
There is ample evidence to demonstrate significant value and benefits of behavioral health
disorder treatment. Patients and families benefit from increased health, well-being and ability to
function in their family, work, community and society (similar benefits as those seen for
managing symptoms of diabetes or hypertension). Communities realize reductions in related
costs. Additionally, the National Institute of Health estimates that every dollar spent on addiction
treatment yields a return of between $4 and $7 in reduced drug-related crime, criminal justice
costs, and theft. When healthcare related savings are included, total savings can exceed costs by
a ratio of 12 to 1.
Summary, Estimated Increased Capacity for Critical Services
To Be Developed Under Proposed Budget
Capacity Utilization
Assessments 7,655 assessments
Acute Treatment Unit (ATU) 12 beds 986 admissions
Withdrawal Management (medically monitored detox) 12 beds 822 admissions
Short-term Intensive Residential Treatment (IRT) 11 beds 305 admissions
Low-intensity Residential (LIR) (funding for staff, not facility; beds to
be outside of facility)
52 beds 191 admissions
Client Assistance (transportation, medication, co-pays, etc.)
Includes client assistance for IOP and OP for un- & under-insured
1,620 clients
Care Coordination (moderately intensive to intensive) 250 clients
Support Services (for those in Permanent Supportive Housing (PSH)) 100 clients
TOTAL 11,929
Additional Substance Use Disorder Treatment Capacity Needed and to Be Encouraged
(Insurance Coverage Available)
Intensive Outpatient (IOP)
Treatment
1,089 (capacity needed; 220 clients included in client assistance, above)
Outpatient (OP) 3,800 (capacity needed; 780 clients included in client assistance, above)
TOTAL 4,889
For more information contact:
Lin Wilder
Community Mental Health and Substance Abuse Partnership of Larimer County
lwilder@healthdistrict.org
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Attachment: What Will It Take? Solutions for Mental Health Service Gaps in Larimer County Executive Summary (6394 : Larimer County
Larimer County Behavioral Health
January 2018
Steve Johnson, Larimer County Commissioner
Laurie Stolen, Larimer County Behavioral Health Project
Director
1
ATTACHMENT 3
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
Presentation Overview
1. Introduction
2. Thank You for the Opportunity
3. The Need is Real
4. The Need is Local
5. A Shared Solution
6. How Can We Partner? An Invitation to Collaborate
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
Direction Sought
1. Does Council have direction for how the City should
collaborate with the County on regional behavioral
health?
2. Does Council have any additional insights about this
issue or proposed solution?
3
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
The Need is Real
• Mental Illness is more common than Cancer, diabetes or heart disease.
‐ U.S. Surgeon General
• Depression is the leading cause of disability worldwide.
‐ World Health Organization, 2017
• 20% of youth ages 13 –18 live with a mental health condition
‐National Alliance on Mental Health
• Every year, 1 in 5 Larimer County residents struggle with mental illness.
‐State of Mental Health in America
• In 2016, 83 Larimer County residents died by suicide
‐Larimer County Coroner
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
Barriers
Why not? Barrier due to cost or insurance: 31.2%
Concerned about what would happen if someone found out: 22.7%
Difficulty getting appointment: 45.2% (Colorado average: 35.2%)
Uncomfortable discussing personal problems: 18.8%
26,686 Larimer County
resident didn't receive
mental health care when
needed.
Source: Colorado Health Access Survey, 2017
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
The Need is Local
• Impact on City Services, residents, families, workplaces
• City Alignments and Impacts
• Alignment with City’s Stated Goals
• Fort Collins Police Services
• Poudre Fire Authority
• Housing and Human Services
6
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
Larimer County Behavioral Health
7
Council
Priority
Neighborhood
Livability & Social
Health
Safe
Community
SSD Strategic
Plan
Police
PFA
Human
Services
Collaboration
Leadership Strategic Alignment Service Delivery
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
• Potential reductions in
calls vary by type from 5‐
15%
• Efficiencies could be
realized within police for
avoided calls
• Most impact would come
from time saved
responding to frequent
utilizers
8
Quantitative Benefits
FCPS Response Hours & Cost
-
2,000
4,000
6,000
8,000
2013 2014 2015 2016 2017
Annual Call Volume
Alcohol Drug Suicide Welfare
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
-
200
400
600
800
1,000
1,200
2013 2014 2015 2016 2017
BH/SU Patients Evaluated
Transported to ED Not Transported to ED Other
• Call volume for all types
increased 27%
• Majority increase (48%)
Station 1 – downtown
• Impacts reliability for higher
acuity calls
• Projections for increase in
call volume next 5 years
9
Quantitative Benefits
PFA Evaluations
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
Housing and Human Services Programs
• Residents of Permanent Supportive Housing
• Homeward 2020 Collaborative
• Coordinated Assessment & Housing Placement System
• Human Service Programs
• Municipal Court, Special Agency Session
• Outreach Fort Collins
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
The Solution is Local
Our work is informed by national experts and local professionals: What Will
It Take? Solutions for Mental Health Service Gaps in Larimer County.
The solution will require a dedicated funding stream, and is 2‐
pronged:
1. Expanded & enriched local behavioral health services across
the County.
2. And, a regional behavioral health facility to coordinate those
integrated services.
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
Larimer County is Uniquely Positioned
Lessons Learned from November 2016:
• More County‐wide Collaboration
• Increased Clarity in Intent and of Messaging
Our revised efforts are to facilitate the most economic and effective
mental health care to meet the needs of our residents:
• At the Right Level
• At the Right Time
• At the Right Cost
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
Direction Sought
1. Does Council have direction for how the City should
collaborate with the County on regional behavioral
health?
2. Does Council have any additional insights about this
issue or proposed solution?
13
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
Laurie Stolen
Larimer County Behavioral Health Project Director
200 West Oak, Fort Collins, CO 80521
970.498.7144
14
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Attachment: PowerPoint Presentation (6394 : Larimer County Behavioral Health Update)
DATE:
STAFF:
January 23, 2018
Mark Jackson, PDT Deputy Director
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
North I-25 Express Lanes Project Update.
EXECUTIVE SUMMARY
The purpose of this item is to update Council and the community on plans and schedule for the North I-25
Express Lanes Project to begin construction in summer 2018. City of Fort Collins and Colorado Department of
Transportation Project staff will provide background and project information and resources.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
This is an opportunity for Council to learn more about the upcoming construction project and provide feedback
and ask questions directly of CDOT Project staff.
BACKGROUND / DISCUSSION
Interstate 25 (I-25) is the key interstate linkage in Northern Colorado, and serves as a major freight route as well
as a key general travel connection between the Denver metro area to the south. Current infrastructure
deficiencies, combined with increasing travel demand on the corridor result in safety and congestion issues along
the Northern Colorado I-25 Corridor. Numerous efforts, initiatives, and actions have been taken or are underway
to accelerate improvements to I-25.
The City of Fort Collins has collaborated with the Colorado Department of Transportation (CDOT), Larimer
County, and other regional agencies, organizations and private interests to identify funding assistance and pursue
long-term, sustainable funding for transportation needs in Northern Colorado.
Fort Collins’ participation in I-25 related efforts include:
• (2011) Fort Collins participation in the I-25 North Environmental Impact Statement. This multi-year,
multiple-agency transportation and environmental planning effort identified roadway capacity and transit
needs and solutions for the northern I-25 Corridor. City of Fort Collins staff participated on the project
Technical Committee and its subcommittees. Significant community outreach was performed as part of the I-
25 EIS.
• (2012) City of Fort Collins partnered with Windsor and CDOT to rebuild and improve the I-25/SH-392
interchange. Local contribution was $2.5 million and included urban design elements.
• (2013-2017) I-25 North Project Design (CDOT). City staff coordinated with CDOT for design work on the
northern I-25 Corridor from SH-402 to SH-14.
• (2013-current) Fort Collins participation in I-25 Coalition. In the fall of 2013, elected officials and their
designees from three counties and fourteen communities along the I-25 Corridor in Northern Colorado formed
the I-25 Coalition. The I-25 Coalition has grown steadily, with a current distribution list of almost 90 including
representatives. The Coalition’s primary goal is to accelerate construction of a third lane in each direction of I-
25 as identified in the I-25 North Project (from State Highway 6 to State Highway 14).
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January 23, 2018 Page 2
• (2014) North Front Range Metropolitan Planning Organization (NFRMPO) votes to allocate $5 million in
regional transportation funds to two I-25 related projects:
o I-25 truck climbing lane on Berthoud Hill ($3M)
o Improvements to I-25 bridge over Crossroads Boulevard ($2M)
• (October 2015) Council adopted Resolution 2015-089 (7-0) and a letter to Governor Hickenlooper urging
support and submission of CDOT’s application for National Disaster Resilience Competition funds.
• (November 2015) Council adopted Resolution 2015-100 (7-0) supporting Larimer County’s proposal to
temporarily reallocate a portion of their General Fund Mill Levy to the County Road and Bridge Fund with the
express purpose of making improvements to northern I-25.
• (December 15, 2015) Council adopted Resolution 2015-112 (7-0) supporting the I-25 Coalition efforts
urging the Colorado legislature to make timely improvements to northern I-25.
• (February 2016) Council appropriates $30,000 in contribution to contract with a lobbying and
communications firm to advocate for solutions to Interstate 25 traffic congestion.
• (April 2016) Council adopted Resolution 2016-035 supporting TIGER and FASTLANE grant applications
seeking improvements to I-25 and authorizing the Mayor to write a letter of support.
• (September 2016) $2.25 million in local funds included in City Manager’s recommended 2017-2018
budget in contribution to regional local match for I-25 improvements.
• (October 2016) Council authorizes the Mayor to enter into an intergovernmental agreement (IGA) with
Larimer County and other local agencies to remit funds equal to an increase in local share of County road and
bridge funds for a period of five years. Fort Collins contribution is estimated at $2.2 million over five years.
• (February 2017) City of Fort Collins makes year one remittance to Larimer County as part of five-year
agreement ($440,000)
• (April 2017) Council continues its financial contribution to Capitol Solution lobbying firm to continue
lobbying and communications efforts related to I-25 funding ($30,000)
• (January 2018) Council approves amending IGA with CDOT to cost share $19 million towards the
improvement of Prospect/I-25 interchange as part of North I-25 Express Lanes Project (in partnership with
Town of Timnath and private property interests)
• (January 2018) Council approves Memorandum Of Understanding (MOU) to enter into a cost-sharing
agreement with private interests representing the land proximate to the Prospect/I-25 interchange
CDOT North I-25 Express Lanes Project (Attachments 1, 2, 3)
CDOT is finalizing a $300+ million contract with Kraemer/IHC to construct the North I-25 Express Lanes Project.
The project will begin construction in 2018 and be complete in late 2021. The project boundaries are SH-14 (Fort
Collins) on the north, and SH-402 (Johnstown) to the south. The project will make the following improvements:
• Increase highway capacity by adding an Express Lane in both directions, serving multiple occupant vehicles,
transit and toll users
• Replace aging bridges and widen others
• Improve bus service performance and reduce each total trip time by 15 minutes by adding new bus slip ramps
from I-25 to the new Park-n-Ride at Kendall Parkway
• Create new pedestrian and bicycle access under I-25 at Kendall Parkway
• Connect the Cache la Poudre River Regional Trail under I-25 and network to 100 miles of trails; will also
serve as a wildlife corridor
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January 23, 2018 Page 3
In addition, local agencies and private property interests have agreed to supplement CDOT project funding,
allowing for key interchanges along the corridor to be improved as part of the Corridor Project. Including the
interchanges as part of the overall project scope and scale offers numerous benefits in terms of time and costs
savings. These additional improvements include:
• Improved interchange at Prospect/I-25: City of Fort Collins, along with Town of Timnath, and private
property interests near the interchange have agreed to share $19 million of interchange improvement costs
with CDOT.
• Improved interchange at SH-402/I-25: City of Loveland, Town of Johnstown, and Larimer County are
participating in cost sharing to improve the aging interchange.
• Additional lane capacity at US-34/I-25: City of Loveland is participating in cost sharing to add an additional
lane each direction to the US-34 bridge over I-25.
Next Steps:
CDOT, private business interests, and public agencies in the region continue to seek funding to complete the I-25
corridor improvements in Northern Colorado. It is anticipated that Segment 6 to the south of Loveland will be the
next piece of I-25 in Northern Colorado to be improved. Grant funding as well as State funds are sought to
complete improvements all the way south to SH-66 in Longmont.
ATTACHMENTS
1. North I-25 Express Lanes, Johnstown to Fort Collins (PDF)
2. North I-25 Express Lanes-Johnstown to Fort Collins FAQs (PDF)
3. I-25 Corridor at a Glance: Denver to Wyoming (PDF)
4. Staff powerpoint presentation (PDF)
5. CDOT powerpoint presentation (PDF)
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FACT SHEET
North I-25 Express Lanes: Johnstown to
Fort Collins
Project Details
Overview
Communities along the North I-25 corridor are
expanding rapidly, contributing to major economic
growth in Northern Colorado. The Colorado
Department of Transportation will support this growth
by delivering the North I-25 Express Lanes: Johnstown
to Fort Collins project, which will:
• Increase highway capacity by adding an Express
Lane in both directions
• Replace aging bridges and widen others
• Improve bus service performance and reduce each
total trip time by 15 minutes by adding new bus
slip ramps from I-25 to the new Park-n-Ride at
Kendall Parkway
• Create new pedestrian and bicycle access under I-
25 at Kendall Parkway
• Connect the Cache la Poudre River Regional Trail
under I-25 and network to 100 miles of trails, and
also serve as a wildlife corridor
Benefits
This project brings critically important benefits for the
economy, environment and quality of life for Northern
Coloradans. The project will:
• Include much-needed safety improvements that
will ultimately reduce crashes and fatalities
• Decrease travel time and increase trip reliability
• Reduce emissions and improve freight efficiency
• Employ congestion management and safety
technology to improve travel experience
• Reconstruct aging and obsolete infrastructure
• Improve bicycle, pedestrian and transit connectivity
Timeline
This project is expected to begin construction in the summer of 2018, ending in 2021.
ATTACHMENT 1
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Attachment: North I-25 Express Lanes, Johnstown to Fort Collins (6393 : North I-25 Express Lanes Project Update)
FACT SHEET
Funding
The U.S. Department of Transportation awarded CDOT and local partners a $15 million TIGER grant, assisting
them in funding this $302 million expansion of North I-25. The project is supported by all of the communities
and counties served by this corridor who have contributed significant funds for the original project scope,
totaling more than $25 million, and as much as $28 million in other additional project scope improvements.
Using traditional funding, this stretch would not have happened until 2035. With local support and direction
from state officials and representatives in D.C. as well as the TIGER grant, the project will be complete in at
least 2021.
By delivering the project to the community earlier than outlined in the CDOT 2040 Long-Range Transportation
Plan, the benefits will be implemented 15 years or more years sooner and at a fraction of the cost.
Local Support and Partnership
This project has the full support of all of the communities and counties served by this corridor. Local partners
include the City of Fort Collins, City of Loveland, Town of Berthoud, Town of Johnstown, Larimer County, Weld
County, Town of Timnath, Town of Windsor and McWhinney (private developer) who have contributed
significant funding totaling more than $25 million. Additionally, Colorado Senators Michael Bennett and Cory
Gardner, as well as three Colorado U.S. Representatives: Jared Polis, Ken Buck and Ed Perlmutter endorsed the
TIGER grant application, which reflects the critical need of this project.
The Towns of Berthoud and Johnstown have contributed close to $100 per man, woman, and child in their small
town. Additionally, McWhinney, a private developer, contributed $6 million to ensure enhanced bus access and
highway crossing, which serves a hospital and the largest commercial, residential, and retail metropolitan
district in Northern Colorado. The benefits this project brings in the near term were all key contributing factors
to this broad support.
History
According to the State Demography Office, the population of Larimer County—currently 316,000 residents—is
expected to increase by 52 percent by 2040. Similarly, Weld County’s population of 268,400 residents is
expected to increase by 111 percent by 2040. CDOT forecasts that this population growth will increase the
number of vehicles making daily trips along the I-25 corridor by 60 percent in 2040. To provide the same, or
better, quality of life and economic vitality for the future, improvements are needed on I-25.
CDOT is designing the North I-25 corridor in segments and phases according to the 2011 Final Environmental
Impact Statement, which analyzed potential transportation solutions along the corridor between Fort
Collins/Wellington and downtown Denver, as well as along US 85 and US 287. There are currently Express
Lanes in place along I-25 between downtown Denver and 120th Avenue in Northglenn. CDOT is currently
extending the Express Lanes that end at 120th Avenue to E-470/Northwest Parkway.
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Attachment: North I-25 Express Lanes, Johnstown to Fort Collins (6393 : North I-25 Express Lanes Project Update)
FACT SHEET
Express Lanes
What are Express Lanes?
Express Lanes provide travelers with more reliable, predictable travel times. Anyone can use Express
Lanes. A solo driver in a passenger vehicle can use an Express Lane by paying a toll. A traveler can choose
to travel for free with a motorcycle and as a carpooler with two passengers. The addition of an Express
Lane on the I-25 corridor does not mean that existing general purpose lanes will be tolled. The existing
general purpose lanes will continue to be free to use.
To use any Colorado Express Lanes, you will need an ExpressToll account and pass to avoid a higher
license plate toll. The Switchable HOV Transponder is the only pass that allows you to choose the carpool
option and use the lanes for free if the driver has two or more passengers. A traveler may also use the
lane without cost via transit providers like Bustang. Motorists can get a pass by visiting expresstoll.com.
Benefits
• Reduce delay on Colorado’s most seriously congested corridors
• Use toll pricing to manage congestion
• Maintain reliable travel times now and in the future
• Promote transit and carpooling
Toll Pricing
Express Lanes help to manage traffic congestion and toll rates will vary by time of day to provide reliable
travel times. Toll rates are set to provide reliable travel times and are not set to maximize revenue. Toll rates
have not yet been set. The toll rates and any rate changes will be approved by CDOT’s High Performance
Transportation Enterprise.
ADDITIONAL INFORMATION—To learn more about the North I-25 Express Lanes: Johnstown to Fort Collins
project, visit www.codot.gov/projects/north-i-25. To learn more about Express Lanes, visit
www.codot.gov/programs/expresslanes. To get an Express Lanes pass, visit www.expresstoll.com.
You can also address questions or request a presentation from the project team via email or phone:
Email address: northi25expresslanes@gmail.com
Phone number: 720-593-1996
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Attachment: North I-25 Express Lanes, Johnstown to Fort Collins (6393 : North I-25 Express Lanes Project Update)
FAQ
North I-25 Express Lanes: Johnstown to
Fort Collins
Frequently Asked Questions
Why is this project happening?
Communities along the North I-25 corridor are
expanding rapidly, contributing to major economic
growth in Northern Colorado. The Colorado Department
of Transportation will support this growth by delivering
the North I-25 Express Lanes: Johnstown to Fort Collins
project.
How will this project benefit me?
This project delivers many benefits to community
members and commuters along the North I-25 corridor.
The North I-25 Express Lanes project will:
• Increase highway capacity by adding an Express
Lane in both directions
• Replace aging bridges and widen others
• Improve bus service performance and reduce each
total trip time by 15 minutes by adding new bus
slip ramps from I-25 to the new Park-n-Ride at
Kendall Parkway
• Create new pedestrian and bicycle access under I-
25 at Kendall Parkway
• Connect the Cache la Poudre River Regional Trail
under I-25 and network to 100 miles of trails, and
also serve as a wildlife corridor
• Improve interchanges at Highway 402 and Prospect
Road
How long will it take to build this project?
This project is expected to begin construction in 2018
and end in late 2021.
ATTACHMENT 2
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Attachment: North I-25 Express Lanes-Johnstown to Fort Collins FAQs (6393 : North I-25 Express Lanes Project Update)
FAQ
How is this project funded?
The U.S. Department of Transportation awarded CDOT and local partners a $15 million TIGER grant, assisting
them in funding this $302 million expansion of North I-25. The project received widespread support by all of
the communities and counties served by this corridor who have contributed significant funds for the original
project scope, totaling more than $25 million, and as much as $28 million in other additional project scope
improvements. Local partners include the City of Fort Collins, City of Loveland, Town of Berthoud, Town of
Johnstown, Larimer County, Weld County, Town of Timnath, Town of Windsor and McWhinney (private
developer). The cost that remains after these contributions will be covered by other state funding
mechanisms.
Why has it taken so long to do this project?
As with many other planned transportation projects throughout the state, the ability to fund these
improvements remains a challenge. Currently, the majority of CDOT funding goes to maintaining the highway
system in its current condition. With the financial investment by communities and counties along the corridor
and the Federal TIGER grant, CDOT is able to deliver this project on an accelerated timeline, sooner than
anticipated.
According to the State Demography Office, the population of Larimer County—currently 316,000 residents—is
expected to increase by 52 percent by 2040. Similarly, Weld County’s population of 268,400 residents is
expected to increase by 111 percent by 2040. CDOT forecasts that this population growth will increase the
number of vehicles making daily trips along the I-25 corridor by 60 percent in 2040. To provide the same, or
better, quality of life and economic vitality for the future, improvements are needed on I-25.
CDOT is designing the North I-25 corridor in segments and phases according to the 2011 Final Environmental
Impact Statement, which analyzed potential transportation solutions along the corridor between Fort
Collins/Wellington and downtown Denver, as well as along US 85 and US 287. There are currently Express
Lanes in place along I-25 between downtown Denver and 120th Avenue in Northglenn. CDOT is currently
extending the Express Lanes that end at 120th Avenue to E-470/Northwest Parkway.
Are local governments and officials involved?
Local partners and elected officials have been heavily involved in the planning, implementation and funding of
this critically important project.
In 2013, an I-25 Coalition was formed to help manage and accelerate improvements to the corridor. Six
Northern Colorado communities, Weld and Larimer Counties, CDOT, Chambers of Commerce and private
businesses have all been collaborating to help bring these improvements to fruition.
The I-25 Coalition has grown steadily and is currently made up of 90 representatives from Adams, Larimer and
Weld Counties, Berthoud, Broomfield, Dacono, Erie, Firestone, Fort Collins, Frederick, Johnstown, Loveland,
Mead, Northglenn, Timnath, Thornton and Windsor as well as CDOT, businesses and other interested agencies.
Will this project be a Public-Private Partnership?
This project will not be a Public-Private Partnership, meaning CDOT will continue to operate and maintain the
roadway.
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Attachment: North I-25 Express Lanes-Johnstown to Fort Collins FAQs (6393 : North I-25 Express Lanes Project Update)
FAQ
Why is an Express Lane being implemented?
This project will add one Express Lane in each direction along I-25 between Johnstown and Fort Collins, in
addition to the existing two general purpose lanes in each direction. Express Lanes have proven success in
increasing roadway capacity and helping to manage congestion on Colorado highways by adding a lane that
provides a new choice to drivers. Motorists can choose to ride the bus, carpool or pay a toll to use the new
Express Lanes as an alternative to the free general purpose lanes.
Adding an Express Lane optimizes trip reliability for those accessing it. When drivers choose to use the Express
Lanes, space frees up in the general purpose lanes and improves speeds for the general purpose lanes, too. The
result is a corridor that moves more vehicles and people more efficiently.
To use any Colorado Express Lanes, you will need an ExpressToll account and pass to avoid a higher license
plate toll. The Switchable HOV Transponder is the only pass that allows you to choose the carpool option and
use the lanes for free if the driver has two or more passengers. A traveler may also use the lane without cost
via transit providers like Bustang. Motorists can get a pass by visiting expresstoll.com.
How much will the toll cost?
Express Lanes help to manage traffic congestion and toll rates will vary by time of day to provide
reliable travel times. Toll rates are set to provide reliable travel times and are not set to maximize
revenue. Toll rates have not yet been set. The toll rates and any rate changes will be approved by CDOT’s High
Performance Transportation Enterprise.
How will construction impact my daily commute?
During the daytime, two lanes of travel will remain open to ensure travel reliability to motorists. Motorists can
expect lane closures at nighttime, when travel volumes are lower. Construction at the interchanges may also
result in detours and impacts to the driving public.
What other projects are taking place in this area?
• North I-25 Express Lanes: 120th Ave. to NW Pkwy/E-470 (Summer 2016 – Winter 2018) – This $97.5 million
project adds capacity and provides travel choice and reliability by adding one HOV/Express Lane in each
direction along this stretch of I-25, along with other operational and safety improvements.
• I-25 Crossroads Bridge (Fall 2016 – Summer 2017) – This $22.1 million project will replace the bridges on I-
25 at Crossroads Boulevard and reconstruct I-25 with wider pavement, shoulders, improved roadway grades
and roadside safety for approximately one-half mile north and south of Crossroads Boulevard.
• I-25 Climbing Lane (Spring 2016 – Spring 2017) – This $10.3 million project adds an additional lane on
southbound I-25 near Berthoud. The additional lane is an operational and safety improvement on this
section of the interstate, which historically has seen congestion as trucks slow down to get up the three-
mile incline known as Berthoud Hill.
How can I ask questions and stay informed?
The best way to stay informed is to visit the project website:
https://www.codot.gov/projects/north-i-25/johnstown-to-fort-collins/johnstown-fort-collins
You can also address questions or request a presentation from the project team via email or phone:
Email address: northi25expresslanes@gmail.com
Phone number: 720-593-1996
As the project nears the beginning of construction, the public will be invited to attend meetings to learn more.
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Attachment: North I-25 Express Lanes-Johnstown to Fort Collins FAQs (6393 : North I-25 Express Lanes Project Update)
FAQ
ADDITIONAL INFORMATION—To learn more about the North I-25 Express Lanes: Johnstown to Fort Collins
project, visit www.codot.gov/projects/north-i-25. To learn more about Express Lanes, visit
www.codot.gov/programs/expresslanes. To get a Express Lanes pass, visit www.expresstoll.com.
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Attachment: North I-25 Express Lanes-Johnstown to Fort Collins FAQs (6393 : North I-25 Express Lanes Project Update)
(page 1 of 2)
Express Lanes Funded
Express Lanes Funding Needed
Fort Collins
Wellington
Loveland
Longmont
Denver DenverStation Union Station
Timnath
Mead
Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 Segment 6 Segment 7 Segment 8
52
60
60
14
1
128
44
119
402
392
E
-
470
36
7
66
56
34
Harmony Rd
120th Ave
Erie Pkwy
104th Ave
Prospect Rd
WCR 38
WCR 34
144th Ave
136th Ave
Crossroads Blvd
Interstate 25 plays a signi�cant role in the quality of life and economic vitality
of a growing northern Colorado. In 2011, CDOT completed an extensive
Environmental Impact Study (EIS) that identi�ed needed improvements for
providing modern and e�ective multi-modal transportation. �e ‘ultimate
con�guration’ was estimated to cost $2.18 billion in 2009 dollars. With limited
existing funding, the buildout was estimated to take until 2075.
CDOT has an aggressive strategy to reduce implementation costs and shorten
the time frame. A phased implementation approach that �rst constructs
express lanes from Denver to Fort Collins and then constructs the ultimate
con�guration as funding becomes available.
Ultimate Configuration
• �ree general-purpose lanes and one Express Lane in each direction—
US 36 to CO 14
• Reconstructed interchanges, bridges and pavement
• Express bus service from Fort Collins to Denver Union Station
• Commuter bus service from Greeley to Denver Union Station
• Incorporation of intelligent transportation systems
• New carpool and transit facilities
• Commuter rail service connecting Fort Collins to
RTD FasTracks at CO 7
• Widen median for safety and rural character
FACT SHEET
(page 2 of 2)
Segments
In progress or
completed
Cost of projects
in progress or
completed
Funding Needed for
Express Lanes
(Rural Template)
( 2 + 1 )
Additional Needs
for Ultimate
&RQÀJXUDWLRQ
Funding needed
for Ultimate
&RQÀJXUDWLRQ
( 3 + 1 )
Total Funding
Needed
( 2017 dollars )
R4
Segment 8
Vine Dr bridge
replacement
$6,600,000 N/A N/A $0 $0
CO 14 to CO 1
Preliminary
engineering
$7,300,000 $0
Pavement
and structure
reconstruction
$261,500,000 $261,500,000
CO 14 interchange
Preliminary
engineering
$2,000,000 N/A
Interchange
reconstruction
$50,700,000 $50,700,000
CO 392 to CO 14 1 express lane in
each direction
(CO 402 to CO 14
partial rural
template)
$306,500,000
$212,600,000
(Segment 8)
General purpose
lanes
(rural template)
$150,000,000 $362,600,000
Segment 7
CO 402 to CO 392
$134,000,000
(Segment 7) General
purpose lanes
(rural template)
1
North I-25 Express Lanes Project Update
Mark Jackson, PDT
1-23-2018
ATTACHMENT 4
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Attachment: Staff powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Purpose
• Update Council on current and
planned improvements to I-25 in
Northern Colorado
• Project overview and update from
Colorado Department of
Transportation (CDOT)
• Recognize regional collaboration
leading to accelerated
improvements
• CDOT Guests:
• Scott Rees, CDOT North
I-25 Express Lanes Project
Director
• Rich Christy, CDOT Region
4 Design Engineer
2
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Attachment: Staff powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
General Direction Sought
This is an opportunity for Council to learn more about the upcoming
construction project and provide feedback and ask questions directly of
CDOT Project staff.
3
2.4
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Attachment: Staff powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Background
4
• I-25 Northern Colorado’s key
interstate highway linkage
• Critical for commuters and
movement of goods
• Increasing demand plus aging
infrastructure
• Ultimate improvements for entire
NoCo I-25 corridor estimated at
$1.8 billion
2.4
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Attachment: Staff powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Regional Collaboration
5
• The North I-25 improvements
are reality!
• Public and Private Collaboration
• Alignment of commitment
throughout Northern Colorado
• Local agencies and private
interests committed $55 million
• CDOT awarded $15 million in
TIGER grant funds
North I-25 Express Lanes Project
moved forward by 14 years!
2.4
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Attachment: Staff powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Fort Collins’ Role
6
• Actively involved in I-25 Corridor
Planning & Improvements since
1990’s
• Council has invested nearly $16
million to the I-25 Corridor since
2012
• Prospect interchange included in
I-25 project; committed $19
million partnership
• Continue to be regional partners
in completing the Corridor
2.4
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Attachment: Staff powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
General Direction Sought
This is an opportunity for Council to learn more about the upcoming
construction project and provide feedback and ask questions directly of
CDOT Project staff.
7
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Attachment: Staff powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
North I-25 Express Lanes:
Johnstown to Fort Collins
ATTACHMENT 5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Northern Colorado experiencing explosive growth, offering:
• Thriving economy
• Affordable cost of living
• One-of-a-kind recreational activities
• Award-winning education programs
• Small town feel, yet close to Denver’s amenities
Project Need
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Influx of new residents expected
• Larimer County—population expected to increase by 52 percent by 2040
• Weld County—population expected to increase by 111 percent by 2040
• CDOT forecasts that this population growth will increase the number of
vehicles making daily trips along the I-25 corridor by 60 percent in 2040
Project Need
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Corridor Vision
• Provide user choice through continuous Express Lanes
from Denver Union Station to Fort Collins
• Downtown Denver to US 36: Complete
• US 36 to 120th Avenue: Complete
• 120th Avenue to E-470/Northwest Parkway: In progress
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
CDOT and Northern Colorado unite to jumpstart N I-25 expansion by 14
years
The Solution
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
7
OVERALL IMPROVEMENTS INCLUDE
Rehabilitate or Reconstruct General Purpose Lanes
Add Express Lanes
1) northbound and 1) southbound (widening to the middle)
Construction of inside and outside shoulders in both directions
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
8
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
9
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
10
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
• Include much-needed safety improvements that will ultimately reduce crashes
and fatalities
• Decrease travel time and increase trip reliability
• Reduce emissions and improve freight efficiency
• Employ congestion management and safety technology to improve travel
experience
• Reconstruct aging and obsolete infrastructure
• Improve bicycle, pedestrian and transit connectivity
• Economic development — improvements will provide better public access to
amenities and help businesses transport goods and services
Benefits of the Project
2.5
Packet Pg. 59
Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Why Express Lanes?
• User choice
• Ride the bus
• Carpool
• Pay a toll as an alternative to free general purpose lanes
• Trip reliability
• Better plan your travel
• Usage of Express Lanes frees up space and speeds in general purpose lanes
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Project Funding
• $300+ million, including:
• U.S. DOT TIGER grant for $15 million
• Widespread community support from northern Colorado totaling more than $25
million and as much as $28 million in additional improvement
• Partnerships and federal grants alleviate funding difficulties including CDOT's
reduced relative funding from gas tax, and taxpayer resistance to tax increase
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Project Timeline
• Contractor selection: November 2017
• First Notice to Proceed: Early 2018
• Second Notice to Proceed: Spring/Summer 2018
• Construction Completed/Toll Commencement: Late 2021
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Construction Phasing and Impacts
• During the daytime, two lanes of travel will remain open to ensure travel
reliability to motorists
• Motorists can expect lane closures at nighttime, when travel volumes are lower
• Construction at the interchanges, particularly SH 402 and Prospect Road, will
result in detours and impacts to the driving public
• What to expect in your area
2.5
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
What’s Next?
• Set in place funding packages
• Next priorities:
• Segment 5/CO 66 to CO 56
• Segment 6/C O56 to CO 402
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
Stay Informed
• Visit the CDOT website project page:https://www.codot.gov/projects/north-i-
25/johnstown-to-fort-collins/johnstown-fort-collins
• Address questions or request a presentation from the project team via email
northi25expresslanes@gmail.com or phone 720-593-1996
• To learn more about Express Lanes, visit www.codot.gov/programs/expresslanes
• To get a Express Lanes pass, visit www.expresstoll.com
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
North I-25 Project Director
Scott Rees
Scott.rees@state.co.us
North I-25 Project Director
Scott Rees
Scott.rees@state.co.us
I-25 Corridor Manager
Heather Paddock
Heather.paddock@state.co.us
I-25 Corridor Manager
Heather Paddock
Heather.paddock@state.co.us
QUESTIONS?
https://www.codot.gov/projects/north-i-25
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Attachment: CDOT powerpoint presentation (6393 : North I-25 Express Lanes Project Update)
DATE:
STAFF:
January 23, 2018
Sue Beck-Ferkiss, Social Sustainability Specialist
Dean Klingner, Transfort and Parking Interim General
Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
The Affordable Housing Capital Fund.
EXECUTIVE SUMMARY
The purpose of this item is to gain direction from Council for the use of the Affordable Housing Capital Fund and
update Council on the work of the City’s Internal Housing Task Force. The voters approved an Affordable Housing
Capital Fund (AHCF) as part of the Community Capital Improvement Program (CCIP) to be used for the capital
costs of one or more affordable housing community. Over ten years the fund will accumulate $4 million. Staff will
present suggested strategies for the use of this fund for Council direction and feedback. Council Finance
Committee provided guidance at their October 2017 meeting. Staff will also update Council on the work of the
Internal Housing Task Force.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council support staff developing a policy to deploy the Affordable Housing Capital Fund in support of:
i. Fee Waiver (CEF) backfill
ii. Land Bank Program
iii. Direct Subsidy
iv. A combination of 2 or all 3?
BACKGROUND / DISCUSSION
In 2015, the voters approved the Affordable Housing Capital Fund (AHCF) as part of the dedicated sales tax
initiative for City capital projects. The approved language states:
This project will fund capital costs of development or rehabilitation of one or more public or private
housing projects designated specifically for low-income individuals or families.
Housing is a key issue in City Plan. Funding, supporting and developing affordable housing is called out
specifically. The City’s Strategic Plan in Neighborhood Livability and Social Health contains direction to improve
access to a broad range of quality housing that is safe, accessible and affordable. The AHCF was considered in
the City’s current Affordable Housing Strategic Plan (AHSP). The plan’s guidance was to use the fund for Land
Bank Program, backfilling fee waivers, and/or investing in new housing. The production goal for this plan is 188
units per year. The leverage ratio goal is 1:10. Current production since 2015 is about 161 new units, and 404
additional units are currently in the development review process. While City’s production is not yet meeting the
goal, production has been increasing each year. All these are targeted to incomes of no more than 60% and
many to lower incomes. Currently, needs exist for all low-income demographics including families, seniors,
permanent supportive housing and all special populations as described in the City’s AHSP.
The AHCF funds accumulate over time according to the following schedule:
2016 $200,000
2017-2018 $250,000
2019-2020 $400,000
2021-2015 $500,000
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January 23, 2018 Page 2
The current fund balance is $587,500, which is the sum of the 2016, 2017, and 2018 allocations, less the
$112,500 appropriated as a match to General Fund Reserves for backfilling fees waived for the Village on
Horsetooth development. The fund will accumulate a total of $4 million over 10 years. There are no additional
sources contributing to this fund presently, but that could change if the City decides to impose an affordable
housing impact fee or pursues other dedicated funding sources, as suggested in the City’s Housing Affordability
Policy Study.
Staff was directed to look at the most effective way to use this fund to incentivize one or more affordable housing
projects. This task was given to the Internal Housing Task Force (Task Force) which is a multi - departmental
group with representatives from over 10 City departments including: City Manager’s Office, Communications and
Public Involvement Office, Economic Health Office, Environmental Services, Engineering, Finance, Planning,
Social Sustainability, Utilities (Community Engagement, Finance, and Water). Other departments’ expertise is
also tapped as needed. This group was created in recognition of the importance of the issue of affordable housing
to our community and the fact that many City departments are involved in this type of development.
The task force is also looking at additional ways (including non-financial) to incentivize the affordable housing
needs of our community as expressed in the City’s Affordable Housing Strategic Plan. Those options fall generally
into the following categories:
• Land Use, including the development review process
• Financial, in addition to the specific AHCF strategies and including new funding sources
• Policy
• Affordable Housing Programs and Education
The task force will continue to vet these options and present the best ideas to Council at a Work Session on June
26, 2018.
In analyzing the voter approved language for the AHCF, staff focused on the capital costs purpose and the low-
income target population. Staff looked at trying to maximize the productions of units while at the same time
leaving flexibility to respond to future opportunities that present while also striving for innovation. That said, $4
million does not go far in the production of affordable housing units that often cost more than $200,000 per unit to
construct and not much less to rehabilitate units for preservation. With that in mind, the AHCF must be a
leveraging tool and something to be added to the way the City is already supporting affordable housing projects.
To further illustrate that point, here are examples of recent construction projects total development costs:
Community Total cost Units City investment Source of investment
Redtail $12.5 M 60 $1.68M CDBG/HOME $1,085,856
AHF (City) $229,416
Fee Waivers $288,000
($233,781 backfilled)
Legacy $14.7 M 60 $717,000 CDBG/HOME $688,261
AHF (City) $28,890
Horsetooth $26.5 M 96 $1.5 M+ HOME $1.1M
Fee Waivers $352,319
($292,345 backfilled)
Discounted land 20%
Oakridge
Crossing
$22 M 110 PAB allocation City assigned part of state
allocation of bond capacity
Revenue Sources
Community Development Block Grants (CDBG) and HOME funding is federal funding from the Department of
Housing and Urban Development. The Affordable Housing Fund (AHF) is City general funds. Waivers of capital
expansion fees are typically reimbursed with General Fund reserves. The Private Activity Bond support is
assigning tax free debt capacity and not actual funding.
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Recent rehabilitation projects have had similar big budgets. Below are examples of a large and a small
rehabilitation projects:
Community Total cost Units City Investment Source of
investment
Village on Shields $64M 285 $3.14 CDBG/HOME/AHF
Village on Matuka $1.1M 20 $380,000 CDBG
Fee waivers are an incentive provided by City Code at the discretion of City Council. They are only available for
units targeting households with income of no more than 30% area median income (AMI) which is currently about
$16,150 for a single person or $24,600 for a family of 4. Since the City recently expanded eligibility of this
incentive to all developers of units for this income there may be more requests for this type of support. That would
require additional City resources because the City’s custom is to reimburse City departments for capital
expansion fees that are waived. This has typically come from General Fund Reserves. The expansion of this
incentive may require additional funding sources. Staff will also continue to compare the utility of the fee waiver
policy with all incentives under consideration. It may be that this policy could change or become an aspect of the
direct subsidy process.
The last 4 projects that received waivers and backfill of CEFs were:
1. In 2011, $509,896 was backfilled for CARE Housing’s Provincetowne
2. In 2014, $288,000 was backfilled for Redtail Ponds
3. In 2017, $100,708 was backfilled for Village at Redwood
4. Also in 2017, $292,345 was backfilled for Village at Horsetooth.
In considering the best use of the AHCF, the Task Force considered many things including:
• Immediacy - How quickly do we want to use these funds?
• Number of investments - One project or multiple?
• Flexibility - How do we respond to funding or innovation opportunities?
• Metrics for success - Just more units or innovation factor?
• Target population - The Lowest wage earners or more of the housing spectrum?
In addition to regular monthly meetings, the Task Force conducted two focused sessions on the best use of the
AHCF. a developer’s focus group was convened to get industry input early in the process and to test the Task
Force’s ideas. The following strategies were presented to the Council Finance Committee (CFC). The Task Force
looked at existing programs as ways to deploy these funds quickly, and also proposed some ideas for new
programs that may take some time to develop. Lastly, it was noted that since the funds come in over time,
strategies requiring more money may have to wait until more funds accumulate.
Staff identified five strategies for CFC consideration. Noting the relatively small fund size, CFC directed staff to
use the fund for the first three options listed below. The other two options were determined too ambitious at this
time.
Proposed Preferred Strategy details:
1. Fee Waiver Backfill:
• Existing program that targets households making no more than 30% AMI.
• Responds to assist developers already bringing affordable housing projects and relies on those projects
coming forward.
• Total contribution to project is limited to waivable fees. Since total capital expansion fees are not typically
more than 9% of total project cost, impact of fee waiver is relatively small - typically around 3%.
2. Land Bank Program:
• Existing program that could use fund if land is identified and would serve incomes in the affordable
ranges. Program specifies limit what may be constructed.
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January 23, 2018 Page 4
• Securing land guards against price escalation and provides dedicated location.
• Relies on developers’ response to City issued Request for Proposals
• Offers discounted land value, financial impact small to overall costs.
3. Direct Subsidy:
• New program with parameters to be determined. Time would be required to develop.
• Two Possible approaches:
i. Two pronged program with the City Code providing specific amounts per unit in income ranges up to
a maximum amount or the ability to ask Council for more than the amounts per unit if that is what is
required. For instance, $15,000 per 30% AMI unit, $10,000 per 40% AMI unit and $5,000 per 50%
AMI unit or a discretionary ask of Council for $4 million to close a funding gap in one development.
This could be first money in and help the project compete for and attract other funding.
ii. Another approach would be to use the fund as the last money needed to complete the funding
package for a project - also known as a gap filler. This could be patterned on the Urban Renewal
Authority’s “but for” policy adapted for affordable housing issues.
• Could target specific incomes, for example up to 60% AMI.
• Responds to assist developers already bringing affordable housing projects and relies on those projects
coming forward.
• Total contribution and impact to each project would vary.
Proposed Non-Preferred Strategies:
1. Social Innovation Grant:
• New program with parameters to be determined. Time would be required to develop.
• A competition approach for innovation in addition to affordable housing units. This could be innovation in
an existing affordable housing concept and assist a developer bringing housing to the market, or it could
be a new concept that traditional funding sources could not support.
• Could serve the affordable housing income ranges and possibly include mixed income options.
• Total contribution to development costs would depend on how much of the fund is offered.
2. Affordable Housing Demonstration project:
• New program with parameters to be determined. Time would be required to develop.
• Concept is that the City would purchase land or a building for adaptive reuse to be offered to a partner for
an affordable housing development that would meet the goals of several City programs in addition to
providing affordable housing. For instance, it could need to meet the City’s Climate Action goals and/or
include Nature in the City.
• More flexible than the Land Bank Program.
• Could serve affordable ranges and possibly include mixed income if the City desires.
• Would require a substantial portion of the AHCF.
• Total contribution to the project estimated in the range of 15-25%.
Next Steps
• Implement Council guidance on presented strategies.
• Create program for direct subsidy option if directed by Council.
• Continue to develop additional ways to incentivize affordable housing with and without the AHCF.
ATTACHMENTS
1. 2017 Income Limits (PDF)
2. Powerpoint presentation (PDF)
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2017 Income Limits
Income Limits (effective 06/15/17)
2017 Median Income: $76,800
City of Fort Collins
Household Members
AMI = Area Median Income
*80%, 50% & 30% are the Section 8 income limits published by HUD.
Income 1 2 3 4 5 6 7 8
100% of AMI $53,800 $61,500 $69,200 $76,800 $83,000 $89,100 $95,300 $101,400
80% of
AMI*
$43,050 $49,200 $55,350 $61,450 $66,400 $71,300 $76,200 $81,150
60% of AMI $32,280 $36,900 $41,520 $46,100 $49,800 $53,460 $57,180 $60,840
50% of AMI* $26,900 $30,750 $34,600 $38,400 $41,500 $44,550 $47,650 $50,700
30% of AMI* $16,150 $18,450 $20,750 $24,600 $24,900 $26,750 $28,600 $30,450
ATTACHMENT 1
3.1
Packet Pg. 71
Attachment: 2017 Income Limits (6391 : The Affordable Housing Capital Fund)
January 23, 2018
Affordable Housing Capital Fund
Sue Beck-Ferkiss and Dean Klingner
3.2
Packet Pg. 72
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
1. What feedback do you have on the strategies staff presented?
How many investments? How soon?
2. Are there additional strategies staff should explore?
2
Does Council support deploying the Affordable Housing
Capital Fund to support:
• Fee Waiver (CEF) backfill
• Land Bank Program
• Direct Subsidy
• A combination of 2 or all 3?
Questions to Consider
3.2
Packet Pg. 73
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
Plan and Strategy Alignment
3
CITY PLAN
CITY STRATEGIC PLAN
AFFORDABLE HOUSING
STRATEGIC PLAN
3.2
Packet Pg. 74
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
Overarching
Production Goal
The increase ratio of
affordable housing to all
housing from 5% to
10% by City Build out.
Affordable Housing Goals
188
Annual Goal UNITS
In Development
Pipeline 404
Units Built
Since 2015 161
Steps up to 244
units per year
starting in 2020
3.2
Packet Pg. 75
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
Affordable Housing Programs & Funding
5
• Land Bank Program
• Land Use & City Code Incentives
• Competitive Process
• Federal Community Development Block Grants
• Federal HOME funds
• City Affordable Housing Fund
• Affordable Housing Capital Fund
3.2
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Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
6
• Inform/educate on Housing Policy
• Align policies/programs/processes
impacting affordability with City
Strategic Plan
• Recommend financial & non-financial
incentives and partnerships to promote
housing options
Citywide Task Force
3.2
Packet Pg. 77
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
• City Manager’s Office
•CPIO
• Economic Health Office
• Environmental Services
• Engineering
• Finance
• Planning
• Social Sustainability
• Utilities - Community
Engagement
• Utilities - Finance
• Utilities - Water
7
Citywide Task Force
3.2
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Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
“This project will fund capital costs of
development or rehabilitation of one or more public
or private housing projects designated specifically
for low-income individuals or families.”
8
Voter Approved Language
3.2
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Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
Affordable Housing Capital Fund
• Passed by the voters
• $4 million over 10 years
• Collected $700,000
• Allocated $112,500 for backfill of CEFs
CURRENT BALANCE: $587,500
• Additional sources?
9
3.2
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Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
27%
24%
20%
11%
8%
4%
3%
2%
1%
$- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000
LIHTC Federal Equity
Permanent Loan
LIHTC State Equity
RAD Proceeds
State Disaster Relief
City Grant Funding
Deferred Developer Fee
Fee Waiver
Owner Equity
City Funding
Debt supported by rents
Other Sources
Sample Funding Stack
$25M Multifamily Rental Project
3.2
Packet Pg. 81
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
11
REDTAIL PONDS LEGACY SENIOR HOUSING VILLAGE ON REDWOOD
City’s Role in New Construction
3.2
Packet Pg. 82
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
Community Units Total
Development
Costs
City investment Fee waiver CEF Backfill
Redtail Ponds 60 $12.5 M $1.7 M $288,000 $233,781
Legacy 60 $14.7 M $717,000 n/a n/a
Village on
Redwood
72 $19.4 M $2.8 M $100,708 $80,132
Village on
Horsetooth
96 $26.5 M $1.5 M $352,319 $292,345
Oakridge
Crossing
110 $22 M Private Activity
Bond
$130,000
Estimate
(Request
expected)
$100,000
Estimate
12
City’s Role in Financing Construction
3.2
Packet Pg. 83
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
13
VILLAGE ON SHIELDS VILLAGE ON MATUKA COURT VILLAGE ON PLUM
City’s Role in New Construction
3.2
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Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
City’s role in Financing Preservation
Community Units Total Project
Cost
City
Investment
PAB
assigned?
Village on Plum 95 $16.1 M $950,000 yes
Village on
Matuka
20 $1.1 M $380,000 no
Village on
Shields
285 $64 M $3.14 M yes
14
3.2
Packet Pg. 85
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
• Number of investments
• Target demographic to serve
• Ultimate goal: Units and/or achieve multiple City goals
• Development costs
• Flexibility
• Leveraging funds
15
Policy Considerations
3.2
Packet Pg. 86
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
Fee Waiver
Backfill
Land Bank Direct Subsidy
Timeline Immediate Immediate 12 months
Population target 30% AMI and less 30‐80% AMI 30‐80% AMI
% of total project
cost
No more than
10%
Discounted land
cost ‐ less than
5%
Depends‐ up to
20%
(entire fund)
16
Strategies - Existing Programs
3.2
Packet Pg. 87
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
1. What feedback do you have on the strategies staff presented?
How many investments? How soon?
2. Are there additional strategies staff should explore?
17
Does Council support deploying the Affordable Housing
Capital Fund to support:
• Fee Waiver (CEF) backfill
• Land Bank Program
• Direct Subsidy
• A combination of 2 or all 3?
Questions to Consider
3.2
Packet Pg. 88
Attachment: Powerpoint presentation (6391 : The Affordable Housing Capital Fund)
$80,200,000 $214,200,000
Crossroads bridge
replacement
$32,000,000 $0
Preliminary
engineering
$7,500,000 $0
I-25 & US 34
US 34 & Centerra
Parkway
interchange
$177,000,000 $177,000,000
Segment 6
CO 402 to CO 56
20% preliminary
design ultimate
con�guration
$4,600,000 $233,300,000
General purpose
lanes
(rural template)
$16,300,000 $249,600,000
Segment 5
CO 56 to CO 66
20% preliminary
design ultimate
con�guration
$8,900,000
$389,600,000
General purpose
lanes
(rural template)
$30,000,000 $419,600,000
Segment 4
CO 7 to CO 66
Additional general
purpose lanes
added prior to EIS
$0 $111,500,000 $111,500,000
R 4 s u b t o t a l $375,400,000 $1,081,000,000 $765,700,000 $1,846,700,000
R1
Segment 3
CO 128 to CO 7
CO 128 to E-470
1 express lane
each direction
E-470 to CO 7
1 express lane
each direction
$98,000,000 $50,600,000
I-25 & CO 7
Interchange
$50,000,000
$185,600,000
CO 128 to
E-470 Shoulder
widening
$85,000,000
Segment 2
US 36 to CO 128
1 express lane
each direction,
noise walls
(reduced template)
$72,000,000 $0
Bridge at 88th,
full design
template
$193,200,000 $193,200,000
Segment 1
Union Station to US 36
Express lanes completed previously
R 1 s u b t o t a l $170,000,000 $50,600,000 $328,200,000 $378,800,000
T o t a l I - 2 5 $545,400,000 $1,131,600,000 $1,093,900,000 $2,225,500,000
Bus and Rail
Initiate Bustang
service
$2,900,000 $0
Expand bus
service
$138,000,000 $138,000,000
Build carpool lots
in Ft. Lupton and
Evans
$5,800,000 $0
Preserve rail ROW $169,800,000 $169,800,000
Construct
commuter rail
$1,037,100,000 $1,037,100,000
T O T A L C o r r i d o r $554,100,000 $1,131,600,000 $2,438,000,000 $3,570,400,000
Note: All Costs in 2017 $
November 2017
I-25 Corridor at a Glance: Denver to Wyoming
2.3
Packet Pg. 41
Attachment: I-25 Corridor at a Glance: Denver to Wyoming (6393 : North I-25 Express Lanes Project Update)
• Total corridor costs increase $25M per year with in�ation
• Tra�c volumes will exceed capacity of 2+1 by 2035
Progress to date
�e improvements completed or in process include:
• Express lanes from US 36 to E-470
• Carpool lots in Evans and Fort Lupton
• Express bus service (Bustang) from Fort Collins to Denver Union Station
• Ultimate Con�guration preliminary engineering
• Wetland mitigation completed in 2015
• Replacement of the bridges at Crossroads Boulevard
• Final design for CO 7 and I-25 interchange
• Vine Drive Bridge replacement over I-25
• Express Lanes from CO 402 to CO 14
November 2017
I-25 Corridor at a Glance: Denver to Wyoming
FACT SHEET
ATTACHMENT 3
2.3
Packet Pg. 40
Attachment: I-25 Corridor at a Glance: Denver to Wyoming (6393 : North I-25 Express Lanes Project Update)
“This provides a unique
opportunity for citizens
to engage with their
community leaders on this
important issue. We want to
provide every opportunity
to our citizens to have their
voices heard,” said Tom
Donnelly, Larimer County
Board of Commissioner
What role do
YOU
want to play?
How Did We GET HERE?
Larimer County Board of
Commissioners dedicate a
month of listening sessions to
Mental and Behavioral Health
to seek public input, gather
information on the public’s
concerns, to exchange ideas,
and share their views on this
complex community issue.
1.1
Packet Pg. 9
Attachment: How Did We Get Here? Larimer County Timeline (6394 : Larimer County Behavioral Health
County, Summitstone Health
Partners and Larimer County
hire nationally recognized
experts, NIATx, to compile
data on currently available
mental health services,
current needs, and provide
recommendations to address
gaps and challenges.
July 2014
Over 300 well-informed
citizens come together to
identify the most pressing
mental health needs in our
County. Larimer County Board
of Commissioners resolve
to address this complex
community challenge through
the Larimer County
Strategic Plan.
70 – 90% of individuals
with mental illness see
an improvement in their
symptoms and quality
of life after participating
in treatment.
- National Institute of
Mental Health
A copy of this valuable community
report can be found at:
LarimerCountyMentalHealth.info
How Did We GET HERE?
ATTACHMENT 1
1.1
Packet Pg. 8
Attachment: How Did We Get Here? Larimer County Timeline (6394 : Larimer County Behavioral Health