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HomeMy WebLinkAboutMemo - Mail Packet - 09/30/2025 - Memorandum from Vanessa Fenley and Brittany Depew re Completed Regional Homelessness Strategic Plan 1 Memorandum Date: September 25, 2025 To: Mayor and City Councilmembers Through: Kelly DiMartino, City Manager Tyler Marr, Deputy City Manager Jacob Castillo, Chief Sustainability Officer Chad Wright, Director, Housing & Community Vitality Department From: Vanessa Fenley, Sr. Housing Manager, Housing & Community Vitality Department, vfenley@fcgov.com Brittany Depew, Lead Homelessness Specialist, Housing & Community Vitality Department, bdepew@fcgov.com Subject: Completed Regional Homelessness Strategic Plan Over the past year, the City of Fort Collins has participated in a collaborative process to develop a Regional Homelessness Strategy Across Larimer County (“strategic plan” or “plan”). The planning process concludes this month; local partners, including the City of Fort Collins, will continue to work together to implement identified strategies over the coming months and years. This memo summarizes the strategies in the Regional Homelessness Strategy, provides an overview of the planning process, and describes next steps in the implementation process. Overview of Plan The Regional Homelessness Strategy was developed from a need to create a structured framework for addressing homelessness across Larimer County. Driving factors leading to the development of the strategic plan include:  A recognition that housing prices have increased dramatically, leaving more households at risk of experiencing homelessness and making it harder for unhoused residents to find a housing option affordable to them.  A recognition that federal COVID relief funding is expiring, with potential severe impacts to local program capacity and the community. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 2  The desire to have clarity around goals and strategies for Larimer County, similar to Weld County’s homelessness strategic plan (Weld’s Way Home); together, this would ensure the Northern Colorado region is working toward aligned goals. The planning process was led by consultants from JG Consulting and Omni Institute. An advisory committee, composed of representatives from Larimer County, the City of Fort Collins, the City of Loveland, the Town of Estes Park, the Northern Colorado Continuum of Care, and Homeward Alliance, guided the process. Funding for the planning process was provided by a Transformational Homelessness Response Grant, awarded by the Department of Local Affairs, Division of Housing. Homeward Alliance managed the contract with consultants as well as the funding contract with the State. Planning Process The process to develop the strategic plan included an Assessment phase and a Planning phase. In the Assessment phase, the consulting team gathered relevant quantitative and qualitative data to understand the current scale and scope of homelessness, demographic information on households at-risk of and experiencing homelessness, and capacity of the homelessness response system, along with perceptions of gaps, needs, and things that are working well in the homelessness response system. Findings from the system assessment can be found beginning on page 30 of the plan. The consulting team used findings from the Assessment phase, along with targeted discussions and other input-gathering activities to formulate draft goals and strategies. Goals and strategies were refined in partnership with Advisory Committee members throughout the Planning phase. More information on the activities in each phase is included in Figure 1 and can also be found on page 3 in the attached strategic plan. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 3 Figure 1. Plan Development Process Goals and Strategies The Regional Homelessness Strategy is organized around five goal areas. Goal areas and related strategies are included in Figure 2 and also found on page 6 of the strategic plan. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 4 Figure 2. Goals and Strategies of the Strategic Plan The goals provide high-level direction for local partners to create a collaborative, adaptive homelessness response system that can respond to the unique needs and conditions in Larimer County. The strategies are more focused and actionable, providing a framework to identify specific activities and steps for implementation. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 5 To begin to identify how each jurisdiction in Larimer County can focus their efforts to collectively advance the goals and strategies in the plan, the consulting team created a community-level framework for the participating municipalities of Fort Collins, Loveland, and Estes Park. These are intended to be a starting point for conversation within and between jurisdictions to identify how best to support and accelerate implementation efforts. Fort Collins’ framework is included in Table 1 and can be found on page 23 in the strategic plan. Table 1. Potential Opportunities of Engagement for Fort Collins Next Steps The planning process will close with two presentations of the Regional Homelessness Strategy on September 29, 2025. In the morning, consultants will present the plan to providers and Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 6 stakeholders who contributed to the development of the plan. In the evening, the strategic plan will be presented at the Regional Elected Officials meeting. Following these presentations, the community will move into the implementation phase. Funding from the Transformational Homelessness Response Grant will be used to support implementation. A local implementation committee will likely be formed to oversee and guide implementation of the Regional Homelessness Strategy. Staff anticipate requesting a Council work session in Spring 2026 to more deeply examine plan goals and strategies, share information on activities and achievements from the first several months of implementation, and discuss the City’s role in implementation. It is anticipated other jurisdictions will find similar opportunities to bring forward the plan for discussion with their elected bodies. Attachments 1. Regional Homelessness Strategy Across Larimer County: A Strategic Plan to Prevent and Address Homelessness CC: Rupa Venkatesh, Assistant City Manager Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County i Executive summary The number of individuals experiencing homelessness and housing instability has risen across Larimer County in recent years, driven by rising housing costs, a shortage of affordable units, and complex economic, social, and health challenges. In response, the county and its municipalities have expanded resources, strengthened service delivery, and built collaborative partnerships across the region. Building upon local efforts, The Regional Homelessness Strategy Across Larimer County provides a shared vision and framework for a more coordinated response across Larimer County and Northern Colorado. Developed by Homeward Alliance in partnership with Larimer County, Fort Collins, Loveland, Estes Park, and the Northern Colorado Continuum of Care, the plan is grounded in extensive stakeholder engagement, data collection and analysis, and national best practices. Vision A Larimer County where a unified support system helps people avoid homelessness and rapidly secure and maintain safe, stable housing when it occurs. Mission Advance a successful, countywide support system for people experiencing homelessness, built on collaboration, adaptability, and solutions that reflect the unique needs of Larimer County communities. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A ii Regional Homelessness Strategy Across Larimer County Key goals and strategies The plan is organized around five overarching goals, each with its own set of strategies, designed to strengthen the homeless response system across Larimer County: Goal 1: Prevention and early intervention 1.1 Leverage existing data systems and referral processes to better identify households at imminent risk of homelessness and enhance outcome tracking of prevention interventions 1.2 Expand and coordinate prevention programs to keep households at imminent risk of homelessness stably housed Goal 2: Rapid, equitable access to supportive services 2.1 Promote best-practice shelter and diversion models that respond to the unique needs of individuals and families experiencing homelessness 2.2 Continue to strengthen holistic healthcare access for people experiencing homelessness by scaling effective local partnerships and enhancing cross-system integration 2.3 Expand and strengthen access to light-touch, rapid response resources and coordinated wraparound supports to help households stabilize quickly 2.4 Explore opportunities to diversify emergency shelter options, identify shelter alternatives, and expand their geographic reach to ensure equitable access across the county Goal 3: Increase exits to stable housing 3.1 Explore opportunities to expand supportive housing options, including rapid re-housing and permanent supportive housing programs Goal 4: Strengthen systems-wide coordination 4.1 Facilitate ongoing coordination among county and municipal partners to support strategic plan implementation, strengthen system alignment, and ensure integration with regional efforts 4.2 Identify opportunities to regionally coordinate funding mechanisms that provide flexible resources to support adaptive responses and incentivize collaboration among service providers Goal 5: Foster an informed and supportive community 5.1 Develop and promote clear, consistent language and messaging for utilization across Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County iii service providers and the homeless response system 5.2 Coordinate ongoing countywide communication efforts to keep the community informed about available homeless resources and services and share opportunities to engage in solutions to homelessness Homelessness in Larimer County An estimated 6,816 individuals experienced homelessness in Larimer County in 2024 and another 28,250 were at risk of homelessness due to financial instability. Populations most impacted include single adults, households with children, and adults over age 55. Among the population experiencing homelessness, there is an overrepresentation of people identifying as Black or African American, American Indian/Alaska Native, Pacific Islander, and multiracial when compared to the total population of the county. At least 32.5% of residents experiencing homelessness in the county remain unsheltered, often due to limited shelter availability, safety concerns, or restrictions. Many individuals experiencing homelessness in Larimer County also have disabling conditions, with nearly half reporting mental health needs and over one-third reporting chronic physical health conditions. What’s needed To strengthen the existing homeless response system across Larimer County with the goal of making homelessness rare, brief, and nonrecurring, key housing and supportive service needs include: • More prevention and early interventions: Coordinated resources for rental assistance, eviction prevention, and financial literacy programs are needed to keep people from entering homelessness. • Expanded emergency shelter: Current capacity cannot meet demand, leaving hundreds unsheltered each year. Expanding beds, geographic distribution, and alternative models is critical. • Stronger healthcare access: Gaps persist in behavioral and physical health care access for people experiencing homelessness. Integrated, trauma-informed, and low-barrier options are needed to support people in meeting their healthcare needs. • Additional wraparound supports: For many experiencing homelessness, housing alone is not enough to successfully exit homelessness over the long-term; case management, employment support, and resource navigation services are needed to support lasting exits from homelessness. • Increased housing supply: The county faces a significant shortage of both supportive and affordable housing for people seeking to exit homelessness. Expansion of Rapid Re-Housing and Permanent Supportive Housing programs is critical to an effective homeless response system. What’s working While there are acute needs across the system, Larimer County’s homeless response system has a strong foundation of collaboration, leadership, and effective programs, which this strategic plan seeks to build upon. Aspects of the response system that are currently working well include: • Regional coordination: The Northern Colorado Continuum of Care (NoCO CoC), established in 2020, has strengthened regional governance of the homeless response system through partnerships with over 40 agencies across Larimer and Weld Counties. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A iv Regional Homelessness Strategy Across Larimer County • Partnerships and leadership: Local governments, service providers, and community groups frequently collaborate to address emergent needs within the homeless response system, with municipalities and the county investing staff and resources to support these partnerships. • Dedicated providers: Larimer County has many homeless service providers who are dedicated to serving people experiencing homelessness with dignity and compassion. • Healthcare progress: A dedicated behavioral health sales tax, co-responder teams, and co-located healthcare at the Murphy Center have expanded crisis response and healthcare access for people experiencing homelessness. • Permanent supportive housing: Existing permanent supportive housing units in the county demonstrate strong housing retention for people exiting homelessness. • Outreach and engagement: Street outreach teams and community-based programs effectively connect people to resources and support positive exits from homelessness. What’s next This strategic plan marks a pivotal step toward a stronger, more coordinated homeless response system in Larimer County. Its success will depend on continued collaboration among local governments, service providers, funders, and the community. Early implementation will focus on clarifying roles, setting milestones, and advancing system modeling to guide decision-making. Progress will be monitored and evaluated regularly, ensuring strategies remain responsive and effective in moving toward the goal of making homelessness rare, brief, and nonrecurring across Larimer County. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County v Letter from Advisory Committee Homelessness is a complex and evolving problem in Larimer County. The county, and the cities within it, face many of the same challenges as communities all across the nation: a shortage of affordable housing, a rising cost of living, service-area gaps, and systemic inequities in the healthcare, criminal justice and other systems. At the same time, Larimer County faces challenges unique to its location, including a particularly unaffordable housing market, a rapidly growing disparity between household income and the cost of living, and unpredictable weather conditions that make unsheltered homelessness a life-or- death proposition. On behalf of the advisory committee whose members represent the organizations listed on the following page, it is our privilege to present this strategic plan to address homelessness in Larimer County. Larimer County is one of two counties (Weld and Larimer) in the HUD-designated Northern Colorado Continuum of Care (CoC)—a CoC that was formed in 2020 and remains in its developmental stages. Weld County has adopted a strategic plan to address homelessness, but Larimer County has not, until now, had a plan specific to homelessness. The need for a strategic plan is of particular importance in late 2025. That is because during the COVID-19 pandemic, Larimer County and the agencies within it received an unprecedented influx of federal relief funding that, for a time, led to a surge in new housing programs and associated positive outcomes. As that funding expires (the last COVID-relief contracts conclude at the end of 2026)—and given current uncertainty around homelessness funding at the federal and state levels—it is more essential than ever that communities create strategies that maximize resources in their homelessness response systems. This plan is the result of more than one year of research, including focus groups, surveys, key stakeholder interviews, and data collection and analysis. That work was led by two contracted organizations—JG Research & Evaluation and Omni Institute—who were selected via a competitive process and overseen by an advisory committee comprised of representatives from Larimer County, the cities of Fort Collins, Loveland, and Estes Park, United Way of Larimer County, and Homeward Alliance (Homeward Alliance as the Homeless Management Information System, or HMIS Lead Agency and Collaborative Applicant for the Northern Colorado Continuum of Care). Thank you to the hundreds of individuals from nonprofits, faith-based organizations, municipalities, foundations, businesses, and the broader community who participated in this process. Thank you also to the State of Colorado’s Division of Housing, which funded the development of this plan and the next year of implementation, via a transformational homelessness response grant. Over the coming year, an implementation committee will chart the course forward, translating these strategic objectives into action items with target outcomes and timelines. For us, the work has just begun. If you are reading this, we hope you will join us. Together, we can create a Larimer County where homelessness is rare, short-lived, and non-recurring. David Rout David Rout Executive Director, Homeward Alliance Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A vi Regional Homelessness Strategy Across Larimer County Acknowledgements This document, Regional Homelessness Strategy Across Larimer County, was prepared by JG Research and Evaluation (JG) and Omni Institute, with guidance and approval by Homeward Alliance and the Strategic Plan Advisory Committee, and with additional support from the NoCO CoC’s Homeless Management Information System (HMIS) data team. The development of this plan was informed by an extensive stakeholder engagement process and made possible through the active participation of homeless service providers, city and county staff, and individuals with lived experience of homelessness. If you have a question regarding the plan implementation, contact Linda Nuss at linda@ homewardalliance.org or Sandra Wright at sandra@homewardalliance.org. If you have questions about how this plan was developed or methodology, contact Brandn Green at brandn@jgresearch. org or Erika Berglund at erika@jgresearch.org. This project was made possible through a transformational homelessness response grant awarded by the State of Colorado’s Division of Housing. Data collection protocols for this project were reviewed and found to be exempt by WCG IRB, a private Institutional Review Board (work order 1-1824728-1). Strategic Plan Advisory Committee The Strategic Plan Advisory Committee is responsible for providing guidance, approval, and operationalization of the Regional Homelessness Strategy. The Committee is comprised of representatives from Larimer County, Town of Estes Park, City of Fort Collins, City of Loveland, the NoCO CoC, and Homeward Alliance. The Committee played a vital role in shaping this strategic plan by offering feedback, sharing updates within their networks, and supporting stakeholder engagement. Their contributions were essential in ensuring the strategy reflects a collaborative, community-driven approach to addressing homelessness across Larimer County. Advisory Committee members Alea Rodriguez, Larimer County Alison Hade, City of Loveland Beth Yonce, City of Fort Collins Brittany Depew, City of Fort Collins Carlie Bangs, Town of Estes Park Christine Koepnick, Northern Colorado Continuum of Care Linda Nuss, Homeward Alliance Paula Stearns, Homeward Alliance Rupa Venkatesh, City of Fort Collins Sandra Wright, Homeward Alliance Vanessa Fenley, City of Fort Collins Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County vii Participating organizations Alianza NORCO Alternatives to Violence Catholic Charities Cheyenne Veterans Affairs City of Fort Collins City of Loveland Community Foundation of Northern Colorado Crossroads Ministry of Estes Park Crossroads Safehouse Disabled Resource Services Estes Park Housing Authority Estes Park School District Estes Valley Crisis Advocates Estes Valley Investment in Childhood Success (EVICS) Family Resource Center The Family Center/La Familia Family Housing Network First Christian Church Food Bank for Larimer County Fort Collins Rescue Mission Homeward Alliance House of Neighborly Service Housing Catalyst Larimer County Loveland’s Community Kitchen Loveland SafeLot Parking The Matthews House Neighbor to Neighbor North Colorado Health Alliance Northern Colorado Continuum of Care (NoCO CoC) One Health Outreach Outreach Fort Collins Peak Community Church Poudre Fire Authority Salvation Army of Fort Collins Salvation Army of Loveland SummitStone Health Partners Thompson School District Thompson Valley Emergency Medical Services (EMS) Together Colorado of Larimer County Town of Estes Park Town of Johnstown Town of Windsor United Way of Larimer County Volunteers of America Yarrow Collective Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A viii Regional Homelessness Strategy Across Larimer County Table of contents Executive summary i Letter from Advisory Committee v Acknowledgements vi Plan overview 1 How was this plan created? 3 Vision, mission, and core approaches 4 Countywide goals and strategies 6 Goal 1: Prevention and early intervention 7 Goal 2: Rapid, equitable access to supportive services 9 Goal 3: Increase exits to stable housing 13 Goal 4: Strengthen systems-wide coordination 14 Goal 5: Foster an informed and supportive community 16 Community-level strategic frameworks 18 System assessment key findings 30 Evaluation & next steps 44 Appendix 45 Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 1 Plan overview The Regional Homelessness Strategy Across Larimer County serves as a strategic plan for the geographic region of Larimer County focused on expanding and enhancing the countywide homeless response system. The development of this plan was led by Homeward Alliance in collaboration with Larimer County, the City of Loveland, the City of Fort Collins, the Town of Estes Park, and the Northern Colorado Continuum of Care (NoCO CoC), a regional coalition of homeless service providers serving both Larimer and Weld Counties. The plan aims to generate a shared vision and foundational approach to responding to homelessness throughout the county as the basis for an actionable roadmap for local government, service providers, funders, non-profit agencies, and communities to meaningfully maintain and enhance the countywide homeless response system. As with many communities across the country, Larimer County and its municipalities have seen a rise in both the number of people experiencing homelessness (PEH) and those at risk of entering homelessness in recent years as housing costs continue to rise. At the same time, communities across Larimer County and the Northern Colorado region have taken important steps to more effectively address these trends and support individuals and families facing homelessness. As communities seek to sustain and continue to strengthen the countywide homeless response system in alignment with both local and regional policy and initiatives, this strategic plan was developed to: • Create a unified, collaborative vision and strategy. • Support systemwide coordination and enhanced service delivery. • Foster broad community buy-in. • Establish a framework for data-driven decision-making. The Regional Homelessness Strategy Across Larimer County calls for collective action to strengthen the homeless response system throughout the region. It is designed to guide how local governments, service providers, funders, nonprofits, and community members can work together to prevent and reduce homelessness, improve outcomes for people experiencing homelessness and housing instability, and build a more coordinated and effective system for the future. As a critical first step to support the implementation of this strategic plan, Homeward Alliance and partners are advancing system modeling through Stella M, a nationally recognized tool that helps communities understand how housing and service interventions work together as a system and how individuals move through the system. The results of this modeling effort will inform priorities, highlight resource gaps, and continue to support more effective, data-driven decision-making as partners across Larimer County carry this strategic plan forward. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 2 Regional Homelessness Strategy Across Larimer County What is Stella M system modeling? Stella M is an interactive system modeling tool developed by the U.S. Department of Housing and Urban Development (HUD). It allows communities to visualize their local homeless response system, estimate the level of need among those experiencing homelessness, and model an ideal system to meet the need. Through Stella M, communities can perform the following: • System flow mapping: Understand how individuals move through various housing and service pathways. • Inventory modeling: Assess current capacity across the system and test future scenarios. • Resource and performance projections: Set benchmarks and anticipate needed resource investments. • For more information, visit the HUD Exchange Stella M system modeling page. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 3 How was this plan created? The Regional Homelessness Strategy Across Larimer County was developed through an inclusive, collaborative process across twelve months that brought together local governments, service providers, community organizations, people with lived experience of homelessness, and other key stakeholders across the county. The process of creating the plan (outlined in Figure 1 and further detailed in Appendix D) began in the Fall of 2024 and was completed in the Fall of 2025. Figure 1. Plan development process Guided by robust data collection and the input of a broad range of stakeholders, the plan reflects the diverse perspectives, priorities, and expertise across Larimer County. The process included: • Advisory Committee leadership made up of representatives from local governments, service providers, non-profits, and NoCO CoC. • Stakeholder engagement, including interviews, focus groups, surveys, and community conversations. • Research and analysis to assess the current state of homelessness, system capacity, and service gaps, using HMIS and population-level datasets. • Collaborative workshops and strategy sessions to refine goals, strategies, and shared priorities. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 4 Regional Homelessness Strategy Across Larimer County Vision, mission, and core approaches Vision statement A Larimer County where a unified support system helps people avoid homelessness and rapidly secure and maintain safe, stable housing when it occurs. Mission Advance a successful, countywide support system for people experiencing homelessness, built on collaboration, adaptability, and solutions that reflect the unique needs of Larimer County communities. The Regional Homelessness Strategy outlines shared, community-driven goals and strategies to strengthen Larimer County’s homeless response system in partnership with regional stakeholders. Collectively, this plan seeks to guide progress toward the following long-term goals: • The homeless response system is coordinated across municipalities and the county and designed to equitably meet community needs. • Service providers have the resources, flexibility, and support to meet diverse community needs. • Prevention and early intervention efforts support households in avoiding homelessness. • Crisis and supportive services, including shelter and healthcare supports, are accessible when and where they are needed and are delivered with dignity, quality, and person-centered care. • There is robust supportive and affordable housing inventory to support rapid and stable exits from homelessness. • Community members are engaged, informed, and actively involved in preventing and addressing homelessness. This five-year strategic plan provides a shared roadmap to guide collective action across Larimer County. It reflects community priorities, aligns efforts, and supports a collaborative approach to preventing and addressing homelessness. By working together across sectors and municipalities, partners in Larimer County can strengthen local capacity, improve service delivery, and expand access to ensure that homelessness is rare, brief, and nonrecurring. Core approaches The following core approaches reflect the shared principles that guided the development of this strategic plan. They emphasize the importance of housing as a foundation for stability, the need for person-centered and trauma-informed care, and the power of community engagement and regional collaboration. Together, these approaches shape a system that is equitable, responsive, and grounded in best practices for addressing homelessness. Housing-focused A housing-focused approach emphasizes that securing stable housing is a foundational step in overcoming homelessness. By prioritizing connecting people experiencing homelessness with Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 5 housing solutions starting at their point of entry into the homeless response system and at every following point of contact, this approach promotes rapid housing placement that meets individual needs and effectively leads to successful exits from homelessness. Stable housing provides the foundation for improving health, employment, and overall well-being. It can lead to better long-term outcomes than supportive services alone, ultimately reducing the time spend unhoused, improving housing stability, and supporting other personal goals. People-centered A people-centered approach recognizes that each individual’s experiences, background, and challenges are unique, and solutions should be tailored to the specific needs of the individual, fostering personal dignity and autonomy throughout the process. By focusing on the strengths and preferences of each person, services within the response system are respectful of cultural differences and responsive to the varying circumstances that impact individuals and households on their journey toward housing stability. Trauma-informed Trauma-informed care creates a safe and supportive environment where individuals feel empowered to take control of their lives. This approach recognizes the deep impact of past traumas on individuals’ ability to engage in services and make lasting changes. By offering compassionate, non-judgmental support and incorporating harm reduction strategies, the response system provides the necessary time and space for healing at each person’s pace, ensuring that they feel safe and supported as they move forward in finding stability in their lives. Community engagement Community engagement is a cornerstone of the strategic plan, focused on building public understanding, reducing stigma, and fostering broad- based support for the homeless response system. By engaging faith communities, schools, employers, community groups, and residents as active partners, the strategic plan ensures the response system is rooted in the broader community, creating a safety net of support that reaches across the county. By mobilizing the community, this approach empowers people to contribute their time, expertise, and resources toward a shared goal of preventing and addressing homelessness. Regional collaboration and alignment A regionally coordinated approach is essential to building an effective and equitable homeless response system across Larimer County and the Northern Colorado region. Homelessness does not stop at city boundaries, and meaningful progress for all municipalities will only be possible if every community actively participates and contributes to the solution. The success of this plan depends on municipalities, service providers, and stakeholders continuing to come together to share goals, align resources, and coordinate efforts during the implementation phase of the project, leveraging the relationships and engagement that has produced the strategic plan. Each community has a vital role to play in ensuring individuals and families can access consistent, effective support no matter where they are in the county. By committing to collective action, the region can maximize impact, avoid duplication, foster shared accountability, and build a unified framework for achieving lasting solutions. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 6 Regional Homelessness Strategy Across Larimer County Countywide goals and strategies Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 7 Goal 1: Prevention and early intervention Strategy 1.1 Leverage existing data systems and referral processes to better identify households at imminent risk of homelessness and enhance outcome tracking of prevention interventions Description Preventing homelessness leads to better outcomes for at- risk households and reduces demand for the homeless response system (HRS). There are challenges to successfully implementing prevention interventions, including identifying and contacting those at imminent risk (i.e., households who are within 14 days of losing housing) and demonstrating successful prevention efforts, since avoided cases are often not reflected in standard HMIS data. While Larimer County, as part of the NoCO CoC, has a robust system for assessing and collecting data on households engaged in homeless services, data related to prevention—particularly identifying at-risk households and the use and outcomes of prevention programming—is limited. This strategy aims to support enhancements to data collection and sharing and outcome tracking to better capture households at imminent risk and evaluate the local impact of prevention efforts. Potential actions • Establish data sharing partnerships across HMIS and other existing local data systems (e.g. County Department of Human Services, school districts) to identify households at imminent risk. • Analyze administrative data across partners to identify key risk factors leading to homelessness. • Inventory existing prevention programs and identify opportunities to track utilization in HMIS. • Assess current prevention programs to identify opportunities for alignment with best and/or emerging practices. • Develop and implement common follow-up protocols across service providers operating prevention programming. • Enhance outcome tracking among households enrolled in prevention programs within HMIS. Performance metrics • Number of households receiving prevention assistance by assistance type • Number of timely and successful referrals informed by data sharing partnerships Outcome measures • Proportion of prevention programs actively tracked in HMIS Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless WHY IT’S NEEDED • Estimates show as many as 28,250 county households are at risk of entering homelessness. • Tracking of engagement in prevention programs and related outcomes across the county is currently limited. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 8 Regional Homelessness Strategy Across Larimer County Goal 1: Prevention and early intervention Strategy 1.2 Expand and coordinate prevention programs to keep households at imminent risk of homelessness stably housed Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description Along with efforts to enhance data collection focused on homelessness prevention, ensuring access to prevention programs for those who are at imminent risk of losing their housing is key to successful prevention. These homelessness prevention programs include direct financial assistance (e.g., rent, utilities, security deposits, moving costs), housing navigation, case management, legal and mediation services, and financial counseling. Access to these programs can sometimes mean the difference between a household staying housed or entering homelessness, and several service providers within Larimer County currently operate prevention programs. This strategy relies on the success of strategy 1.1 and seeks to build upon existing prevention programs, as well as support and coordinate them across the county for a more comprehensive approach to prevention. Potential actions • Identify lead organization for coordination. • Assess gaps within existing prevention programming. • Develop a Best Practice Guidebook to support coordination of prevention funding, align program eligibility, and promote equitable access to programs. • Coordinate with landlord engagement programs to identify households at imminent risk and connect them with prevention programming. WHY IT’S NEEDED • Key stakeholders frequently highlighted prevention as a significant gap in the homeless response system. • National evidence demonstrates that prevention is one of the most effective interventions for limiting chronic homelessness. • The benefits of prevention interventions have been shown to significantly outweigh the costs. Performance metrics • Number of enrollments in prevention programming and number of services provided • Proportion of eligible households who receive prevention assistance • Cost of providing program per household served Outcome measures • Proportion of households enrolled in HMIS that receive prevention services and remain housed for at least 6 months post-assistance • Increase in the number of prevention programs available in the county by year • Increase in the funding invested in prevention programming across county Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 9 Goal 2: Rapid, equitable access to supportive services Strategy 2.1 Promote best-practice shelter and diversion models that respond to the unique needs of individuals and families experiencing homelessness Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description Emergency shelters are an essential component of an effective homeless response system, providing immediate safety and stability for households experiencing homelessness. They also offer an important opportunity to support diversion efforts by helping households identify safe, alternative housing options and avoid prolonged shelter stays whenever possible. This strategy seeks to both ensure that emergency shelters within the county are consistently operating according to best practices, informed by the NOCO CoC and national standards, and have the training and resources to support diversion efforts. Promoting shelter operations that are low- barrier, trauma-informed, and responsive to diverse needs while integrating diversion practices will help increase access to available shelter beds, shorten the time households spend without housing, and improve pathways to long-term stability. Potential actions • Review shelter screening tools to ensure they align with best practices and appropriately identify those suited for diversion. • Develop and standardize workflows for diversion and rapid exit pathways across system access points. • Ensure all access point staff receive appropriate assessment and diversion training. • Identify immediate alternatives to shelter and/or prolonged response system engagement. Performance metrics • Proportion of coordinated entry engagements that are assessed for diversion or rapid exit • Proportion of households diverted or rapidly exited from the response system within 30 days of entry • Average time from diversion assessment to housing resolution Outcome measures • Increase in proportion of diversion participants who do not re-enter HMIS within 6 and 12 months • Increase in proportion of diversion participants who do not require higher levels of engagement with services WHY IT’S NEEDED • Shelter capacity across the county is strained, and expanding it is both costly and time-intensive. • Key stakeholders identified inconsistencies with how shelters operate as a barrier to efficient use of available resources and equitable access. • Diversion programs can link households with lower cost supports to ensure safety and linkage to services while freeing up shelter beds for those with higher needs. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 10 Regional Homelessness Strategy Across Larimer County Goal 2: Rapid, equitable access to supportive services Strategy 2.2 Continue to strengthen holistic healthcare access for people experiencing homelessness by scaling effective local partnerships and enhancing cross-system integration Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description People experiencing homelessness often face complex, overlapping health needs, including chronic conditions, mental illness, and substance use disorders. Untreated health conditions lead to frequent emergency room visits, greater instability, and higher barriers to exiting homelessness. Providers across Larimer County continue to expand healthcare access through local investments in services, community-based care models, robust street outreach, and cross-sector partnerships (e.g. Murphy Center clinic operated by SummitStone Health Partners). However, gaps remain in the availability of treatment programs, engagement in preventive care and management of chronic conditions, and integration across the homelessness response and healthcare systems. Building upon effective partnerships and community-based care models, this strategy seeks to lower barriers and expand access to care, while strengthening cross-system integration to better understand how healthcare engagement affects outcomes among people experiencing homelessness. Potential actions • Establish data sharing partnerships among HMIS and healthcare providers consistent with federal data privacy protections for individuals (i.e., HIPAA and CFR Part 42C). • Assess how referral and treatment engagement affect housing outcomes for HMIS clients. • Build upon existing harm reduction approaches to lower the barrier to engagement in care. • Coordinate with local agencies to strengthen outreach and enrollment assistance for Medicaid. Performance metrics • Number of data sharing partnerships between HMIS and healthcare providers • Proportion of HMIS clients who self-report a health condition, are referred to healthcare providers, and successfully engage in at least one healthcare appointment Outcome measures • Increase in number of exits to permanent housing among people engaged in healthcare services • Decrease in number of returns to homelessness within 12 months among people engaged in healthcare services WHY IT’S NEEDED • In 2024, 45% of those engaged in homeless services self- reported a mental health condition. • 35% self-reported a chronic health condition. • 30% self-reported a physical health condition. • 26% self-report a substance use disorder. • Lived experts often noted challenges consistently accessing healthcare as a barrier to stability. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 11 Goal 2: Rapid, equitable access to supportive services Strategy 2.3 Expand and strengthen access to light-touch, rapid response resources and coordinated wraparound supports to help households stabilize quickly Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description Rapid access to flexible assistance and support navigating the homeless response system are essential for households experiencing homelessness and can be particularly effective for those who are likely to regain stability with minimal support. These light-touch resources—such as short-term financial assistance, housing navigation support, case management, and job and financial literacy training—allow the system to respond quickly and effectively without overextending more resource-intensive services. At the same time, maintaining consistent contact with households ensures they don’t fall through the cracks if their needs change. This strategy focuses on expanding access to rapid response tools and strengthening coordinated wraparound supports so resources are appropriately matched to household needs, helping more people stabilize quickly and preserving capacity for those requiring deeper interventions. Potential actions • Identify sources of rapid response resources that are available in county but not yet integrated into the homeless response system (e.g. faith entities, mutual aid groups). ○Establish partnerships with these providers to coordinate and refer HMIS clients to available resources. • Integrate rapid response process with all coordinated entry access points, ensuring equitable access to resources regardless of point of entry. • Track outcomes among those receiving these types of resources in HMIS. Performance metrics • Proportion of coordinated entry point engagements that include connection to rapid response resources within 30 days • Median time from homeless response entry to housing resolution Outcome measures • Increase in proportion of households who receive resources and remain housed after 6 and 12 months • Decrease in the median length of time households experience homelessness WHY IT’S NEEDED • Emergency shelters often operate at capacity, underscoring the need for innovative and cost-effective approaches to meet growing needs. • Some households can successfully stabilize with minimal resources and support. • Evidence shows the shorter length of time households spend homeless, the better their outcomes. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 12 Regional Homelessness Strategy Across Larimer County Goal 2: Rapid, equitable access to supportive services Strategy 2.4 Explore opportunities to diversify emergency shelter options, identify shelter alternatives, and expand their geographic reach to ensure equitable access across the county Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description Ensuring equitable access to emergency shelter and shelter alternatives requires balancing support for existing programs with efforts to address geographic gaps across the county, especially during extreme weather. People experiencing homelessness have diverse needs that traditional shelter models do not always meet, underscoring the importance of exploring alternatives such as small-scale and decentralized sites, safe parking programs (e.g., Loveland SafeLot Parking), and other innovative, locally appropriate options. While planned expansion in Fort Collins will increase shelter capacity, the City of Loveland plans to close its shelters, and rural areas currently lack both traditional shelter and alternative overnight options. This strategy takes an important first step toward aligning community needs with local opportunities, strengthening existing shelter infrastructure, and expanding access in underserved areas. Potential actions • Leverage Stella M system modeling to identify: ○Areas of high need but no overnight sheltering options. ○Geographic patterns of shelter demand. • Explore partnerships with facilities (e.g., hotels, recreation centers, churches) in underserved areas to provide shelter during inclement weather if other options do not exist. • Integrate geographic coverage as consideration in county-level funding opportunities. • Explore opportunities to enhance transportation linkages to shelter and shelter alternatives. Performance metrics • Number of emergency shelter beds by municipality and shelter bed utilization rates • Proportion of specialized shelter beds available to varied populations Outcome measures • Increase in the number emergency shelter opportunities accessible to various populations • Reduction in the number of people turned away from shelter due to capacity, eligibility, or geographic barriers • Client-reported satisfaction with accessibility and safety of shelter options WHY IT’S NEEDED • Shelters often operate near or at 100% capacity and rely on a lottery system to allocate beds. • Demand for shelter exists throughout the county, but current options are geographically concentrated. • Subpopulations with unique needs may not be adequately served by traditional shelters. • Local ordinances related to camping and parking are most effective when paired with accessible shelter and supportive service options. (see Appendix C) Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 13 Goal 3: Increase exits to stable housing Strategy 3.1 Explore opportunities to expand supportive housing options, including rapid re-housing and permanent supportive housing programs Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description Supportive housing, including Rapid Re-Housing (RRH) and Permanent Supportive Housing (PSH), is a proven approach that helps some of the most vulnerable individuals and families exit homelessness and achieve long-term housing stability. These programs not only provide housing but also tailored services that address the complex needs of people experiencing chronic homelessness, disabling conditions, or other barriers to maintaining stable housing. While capacity in Larimer County remains limited, this strategy emphasizes both scaling evidence-based models (e.g. scattered-site supportive housing) and strengthening partnerships to expand and improve access. By leveraging existing resources and identifying creative, locally appropriate approaches aligned with community needs, the county can incrementally build a more responsive and sustainable supportive housing system that enables successful exits from homelessness and long- term housing stability for some of the community’s most vulnerable populations. Potential actions • Enhance HMIS tracking of outcomes after housing placement. • Evaluate RRH utilization patterns for opportunities to reduce length of stay and optimize resources. • Assess current barriers and opportunities to developing and operating PSH units in the county. ○Assess feasibility of expanding scattered-site PSH programs. • Include RRH and PSH targets in county and municipal affordable housing plans. • Establish consistent follow-up protocols (e.g., 6 and 12-month check-ins) to support housing retention after placement and ongoing outcome tracking in HMIS. Performance metrics • Proportion of eligible households enrolled in RRH and PSH housing • Median length of time between the start of a homeless episode to enrollment in RRH or PSH Outcome measures • Proportion of RRH households exiting to permanent housing and maintain housing at 12 months • Proportion of PSH households who remain housed at 12 months WHY IT’S NEEDED • Current capacity includes 52 RRH and 409 PSH beds. • PSH utilization rate is often at or near 100%. • All 52 RRH beds are population specific and none are available to single adults. • Stakeholders frequently identified a need for increased access to supportive housing. • Supportive housing is proven to successfully exit households from homelessness. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 14 Regional Homelessness Strategy Across Larimer County Goal 4: Strengthen systems-wide coordination Strategy 4.1 Facilitate ongoing coordination among county and municipal partners to support strategic plan implementation, strengthen system alignment, and ensure integration with regional efforts Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description Successful implementation of the Regional Homelessness Strategy and sustainable, long-term improvement of the homeless response system depend on ongoing coordination and collaboration among county and municipal partners across Larimer County. This effort relies on collective action and shared responsibility, recognizing that addressing homelessness requires engagement and contributions from all communities within the county. By facilitating regular communication across jurisdictions, coordinating cross- system data sharing, aligning system goals, and integrating efforts with regional initiatives (including active participation in NoCO CoC), this strategy seeks to strengthen partnerships and create a unified response to homelessness that benefits the entire region, with an emphasis on accountability and transparency throughout the implementation process to ensure partners remain committed to shared goals. Potential actions • Secure commitment to ongoing implementation of strategic plan by the county and municipalities. • Formalize an implementation committee with representation from all municipalities. • Create a formal agreement (e.g. Memorandum of Understanding) with each municipality and the county, outlining roles, responsibilities, and reporting expectations. • Track and provide regular public updates about plan implementation progress. • Develop a standardized tracking rubric so progress is measured consistently across providers. Performance metrics • Meeting attendance rates among county, municipal, and regional partners • Proportion of partners actively contributing (e.g., providing data, leading initiatives, funding programs) to implementation activities Outcome measures • Proportion of partners reporting that coordination has improved year-to-year • Municipal- and county-level progress reported toward strategic plan goals and strategies WHY IT’S NEEDED • Implementation of the strategic plan depends on collective action and buy-in from communities and partners across the county. • Local government has a unique role in convening cross-system partners, aligning policies, and generating community support. • Misalignment in local policies could lead to undue burden on particular communities (see Appendix C). Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 15 Goal 4: Strengthen systems-wide coordination Strategy 4.2 Identify opportunities to regionally coordinate funding mechanisms that provide flexible resources to support adaptive responses and incentivize collaboration among service providers Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description To build a more responsive and collaborative homeless response system, providers need access to flexible funding that allows them to adapt to changing needs and deliver the right interventions at the right time. Often, existing financial resources are rigid and narrowly defined, making it difficult to innovate or coordinate effectively across organizations. This strategy seeks to better support adaptive service provision by identifying opportunities to pool and align funding at the county level and creating mechanisms that reward collaboration and amplify the impact of available resources. By fostering a regional approach, the system can empower providers to respond nimbly to emerging challenges and ensure investments are allocated in such a way that they will make the greatest difference for the homeless response system as a whole. Potential actions • Compile inventory of all regional funding sources and conduct review of current priorities and application processes. • Leverage strategic plan to develop common funding priorities and performance measures across regional funders focused on enhancing homeless response system. • Leverage Stella M system modeling to identify resource needs by service type. • Explore interest in and feasibility of a collaborative application process among funders. Performance metrics • Number of funding streams inventoried across county, municipal, and regional partners • Dollar amount leveraged through an aligned, regional fund • Number of providers or households served through a regional fund Outcome measures • Increase in number of supportive services supported by regionally coordinated funds • Increase in number of collaborative cross-agency projects funded • Reported satisfaction among recipient organizations with funding structure and flexibility WHY IT’S NEEDED • Service providers identified challenges with a funding landscape that does not necessarily encourage collaboration. • Coordinating available funding resources can support more impactful systemwide outcomes. • Federal funding for homeless prevention and response is shifting and may necessitate local and regional leadership. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 16 Regional Homelessness Strategy Across Larimer County Goal 5: Foster an informed and supportive community Strategy 5.1 Develop and promote clear, consistent language and messaging for use across service providers and the homeless response system Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description Clear, consistent language is essential for building alignment across service providers and ensuring that individuals experiencing homelessness and the broader community receive accurate information that is easy to understand. Currently, variation in how programs describe services, eligibility, and system processes can create confusion and limit effective engagement. This strategy focuses on developing and promoting shared messaging and terminology for use throughout the homeless response system. By supporting providers in communicating in a unified way and ensuring information is accessible and clear, this effort will strengthen coordination within the system and foster greater understanding and trust among people experiencing homelessness and the wider community. Potential actions • Develop dictionary of common terms related to homeless and housing services. ○Update local program and funding guidance in alignment with dictionary. • Ensure consistent use of agreed upon terms across service providers. • Ensure information and messaging is accessible to non-English speakers. • Develop a follow up usage or implementation rubric. Performance metrics • Number of organizations and partners that receive dictionary and messaging guidance • Number of trainings and/or implementation supports for shared messaging Outcome measures • Number of providers/partners who adopt shared language and messaging • Consistency of language in partner materials (i.e., follow-up usage or implementation metric) WHY IT’S NEEDED • Key stakeholders noted inconsistent language and messaging across the homeless response system, contributing to barriers to access for those seeking services and confusion among the general public. • Information and paperwork for housing programs and supportive services may not always be accessible to non- English speakers. • Consistent language and messaging can support advocacy efforts and collaborative projects. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 17 Goal 5: Foster an informed and supportive community Strategy 5.2 Coordinate ongoing countywide communication efforts to keep the community informed about available homeless services and share opportunities to engage in solutions to homelessness Population Impact All At-risk Newly Homeless Currently Homeless Chronically Homeless Description Keeping the community informed about resources, services, and ways to engage in the homeless response system is critical to building broad support for solutions to homelessness. This strategy focuses on coordinating countywide efforts to expand access to information and promote consistent messaging across jurisdictions. In addition to aligning and promoting existing opportunities for engagement (e.g., volunteer events, donation drives, and advocacy efforts), it emphasizes transparency about ongoing work within the homeless response system to help residents better understand local challenges and progress. By making it easier for community members to stay informed and get involved, this effort will strengthen trust, foster engagement, and reinforce the work of providers and partners throughout Larimer County. Potential actions • Identify entity responsible for coordination. • Provide guidance to providers for tailoring messaging for at-risk individuals and community members interested in donating/volunteering. • Develop centralized communication channel to compile and advertise volunteer opportunities. • Regularly publicize CoC tracking and system improvement efforts. • Publicly highlight system-wide successes and challenges to raise awareness of countywide efforts. Performance metrics • Number of countywide public updates issued annually • Number of partners contributing to centralized channel for volunteer opportunities Outcome measures • Engagement by views, or direct inquiries, disaggregated by geography and demographics • Growth in the number of volunteers, donations, or advocacy actions attributed to countywide communication efforts WHY IT’S NEEDED • Households who may need access to prevention/rapid response resources may be unaware of them. • Stigma was identified as a significant barrier among lived experts to accessing resources. • Community members often expressed a desire for more transparency about local efforts and interest in getting involved in solutions. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 18 Regional Homelessness Strategy Across Larimer County Community-level strategic frameworks The Regional Homelessness Strategy Across Larimer County is focused on providing a countywide roadmap to strengthening the homeless response system, and the realities, needs, and resources in each community within the county vary considerably. Factors such as population size, available housing and services, local economic conditions, and rurality shape how the countywide strategic plan will be most useful to each community within the county, and how that community would ideally engage in implementation to achieve the shared goals outlined in the countywide strategic plan. These community-level frameworks are not intended to be prescriptive. Rather, they provide initial thinking about how Estes Park, Fort Collins, and Loveland can interpret their role within the broader Regional Homelessness Strategy based on the input of local stakeholders and system assessment findings. Each framework summarizes community context, highlights local considerations, and identifies potential roles and early actions that connect local priorities to countywide goals and strategies. Recognizing that the success of the Regional Homelessness Strategy relies on collective action, these frameworks aim to strengthen the link between local realities and regional coordination, ensuring that every community, whether a small mountain town, a mid-sized city, or a regional hub, can contribute meaningfully to a unified homelessness response. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 19 Community-level framework: Estes Park Community context Estes Park’s seasonal tourism economy and high cost of housing create significant challenges for residents earning median or below-median wages, with many workers commuting from other communities to find more affordable housing options. Homelessness in Estes Park often takes the form of doubled-up living or temporary housing arrangements, particularly during peak tourist seasons. With no emergency shelter or formal supportive housing, residents in crisis often travel to Fort Collins or Loveland for services. Local providers are committed to supporting people experiencing homelessness in the community but are not currently enrolled in HMIS, limiting system integration. Strengthening participation in regional coordination efforts could support Estes Park in maximizing locally available resources while supporting stronger partnerships to support warm hand-offs to outside services when needed. Assessment snapshot At-risk population People experiencing homelessness Overview of services Key considerations Like the rest of the county, Estes Park has a significant proportion of renters who are cost-burdened, with nearly half of (42.6%) spending more than 30% of their income on rent. When additional demographic and economic factors are considered (e.g. median rent, poverty rate, % of households receiving public assistance), the overall population at risk of homelessness in the Estes Valley is high. Without local service providers reporting in HMIS, it is difficult to capture an accurate number of people experiencing homelessness in Estes Park. The 2025 (point-in-time) PIT count recorded two individuals experiencing homelessness; however, 2023-2024 school district data identified 43 school-aged children as experiencing homelessness, suggesting the number is significantly more than what is captured in the PIT count (which does not include doubled-up homelessness). A handful of local non- profits and community organizations provide crisis and supportive services in Estes Park, but due to limited resources and the lack of shelter, referrals are often made to regional providers. As a small, geographically isolated mountain town, Estes Park has unique challenges when it comes to homeless response. Stakeholders stressed the need to better support service workers, improve data collection and sharing, strengthen coordination with the rest of the county, and better communicate about issues of homelessness to the broader Estes Park community. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 20 Regional Homelessness Strategy Across Larimer County Engagement in strategic plan The countywide strategy offers Estes Park an opportunity to better connect limited local capacity with regional resources, ensuring residents experiencing homelessness have access to shelter, housing, and supportive services. Participation in shared data systems, prevention initiatives, and system coordination efforts will strengthen local response while amplifying regional efforts. Policy alignment The Regional Homelessness Strategy aligns with and is supported by the following goals within the Estes Forward Comprehensive Plan (see Appendix C for more details): • Address housing shortages with affordable, workforce, and multigenerational options ○Regional Homelessness Strategy Goals 1 and 3 • Advance transportation and infrastructure that supports accessibility and sustainability ○Regional Homelessness Strategy Goal 2 • Promote health equity and access to essential community services ○Regional Homelessness Strategy Goal 2 • Facilitate cooperative governance between Town, County, and regional partners ○Reginal Homelessness Strategy Goal 4 Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 21 Potential level of engagement Goal Strategy Engagement type Description 1 1.1 Improve tracking of prevention programs Partner Work with CoC and countywide partners to share data and monitor the reach and effectiveness of prevention programs 1.2 Expand prevention programs Support Align municipal policies and funding to help scale up prevention programs 2 2.1 Best-practice shelter & diversion models Support Encourage local providers to align with evidence-based shelter and diversion approaches 2.2 Holistic healthcare access Partner Collaborate with providers and county agencies to improve service integration 2.3 Rapid, light-touch resources Support Align municipal policies and funding to support rapid exits from homelessness 2.4 Diversify shelter & shelter alternatives Partner Elevate Work with countywide partners to identify need and opportunity for shelter alternatives in Estes Park; Advocate for broader geographic access to shelter 3 3.1 Expand supportive housing Support Align municipal policies and funding to support additional supportive housing 4 4.1 County & municipal coordination Partner Estes Park takes active role in coordination and representing community needs and opportunities 4.2 Coordinate regional funding Elevate Track and communicate local service demand and funding needs 5 5.1 Clear, consistent language Support Encourage local providers to use shared definitions and terminology in communications 5.2 Countywide communication Partner Collaborate with countywide partners and local service providers to share accurate, timely information with the public Key Elevate: Advocate local needs and opportunities Partner: Collaborate with county, providers, municipalities, stakeholders, and others Support: Align local policies and funding support Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 22 Regional Homelessness Strategy Across Larimer County Recommended next steps • Commit to ongoing engagement in the strategic plan implementation (e.g. formal adoption, MOU) • Enroll at least one local provider in HMIS to improve data collection and sharing • Establish a formal protocol for Estes Park service providers referring clients to down-valley services • Assess need for health services among people experiencing housing instability and homelessness • Assess feasibility to provide rapid re-housing units and scattered-site PSH in Estes Valley • Identify partnerships to provide wraparound care for emerging safe parking program • Develop formal partnerships between Estes Park Housing Authority and local service providers Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 23 Community-level framework: Fort Collins Community context Fort Collins is the largest city in Larimer County and serves as one of the region’s primary hubs for homeless services. The city has made significant investments in shelter capacity, supportive housing development, and street outreach. While many services and programs exist in Fort Collins for people experiencing homelessness, high housing costs, low vacancy rates, and gaps in affordable housing continue to drive housing instability and homelessness within the city. Strong regional coordination, coupled with continued investment in innovative housing and service models, will be critical to ensuring Fort Collins can maintain its leadership role while balancing resources across the county. Assessment snapshot At-risk population People experiencing homelessness Overview of services Key considerations Fort Collins has the highest percentage of cost-burdened (25%) and severely cost-burdened (14%) residents in in the county, with over half (52%) of renters experiencing housing cost burden, suggesting a significant proportion of residents are at risk of entering homelessness as housing costs continue to rise. The 2025 PIT count recorded 398 individuals experiencing homelessness in Fort Collins, 27% were considered unsheltered. Fort Collins has the county’s largest year- round emergency shelter, which is currently preparing to expand its bed capacity. The city also has several resources to meet basic and healthcare needs, robust street outreach, the largest inventory of supportive housing, and strong cross- system partnerships. People experiencing homelessness in other parts of the region and county often access services in Fort Collins out of necessity. Stakeholders emphasized Fort Collins’ commitment to serving as a regional service hub and leader, while also underscoring the need for neighboring communities to contribute their share of resources and services to support a comprehensive, countywide response to homelessness. Engagement in strategic plan The countywide strategy aligns closely with Fort Collins’ own housing and homelessness goals, particularly around prevention, supportive housing development, and coordinated service delivery. By leveraging its existing infrastructure and partnerships, Fort Collins can share data-driven practices, pilot new interventions, and guide the countywide expansion of housing solutions. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 24 Regional Homelessness Strategy Across Larimer County Policy alignment The Regional Homelessness Strategy aligns with and is supported by the following goals within the Fort Collins City Plan: Planning Our Future Together (see Appendix C for more details): • Support healthy, inclusive, equitable communities ○Regional Homelessness Strategy Goals 1 and 2 • Provide a diversity of housing options and increase affordability ○Regional Homelessness Strategy Goals 1 and 3 • Expand transportation and mobility options for all users ○Regional Homelessness Strategy Goal 2 • Coordinate regional planning and infrastructure investment ○Regional Homelessness Strategy Goal 4 • Use the health equity index and triple bottom line to assess policy impact ○Regional Homelessness Strategy Goal 2 • Support housing affordability, diversity and accessibility ○Regional Homelessness Strategy Goal 3 The Regional Homelessness Strategy also complements the goals and strategies within the City’s Housing Strategic Plan by sharing core priorities: • Expanding diverse and affordable housing options • Strengthening housing stability and prevention • Centering equity and inclusive engagement • Fostering cross-sector collaboration. Both strategic plans emphasize creative housing models, flexible resources, and measurable, adaptive implementation, making the city’s housing plan a complementary, place-specific policy that can be leveraged to support the Regional Homelessness Strategy. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 25 Potential level of engagement Goal Strategy Engagement type Description 1 1.1 Improve tracking of prevention programs Partner Work with countywide partners to share data and monitor the reach and effectiveness of prevention programs 1.2 Expand prevention programs Support Align municipal policies and funding to help scale up prevention programs 2 2.1 Best-practice shelter & diversion models Partner Support Collaborate with local and countywide providers to establish and apply standardized workflow 2.2 Holistic healthcare access Partner Collaborate with healthcare providers and county agencies to strengthen service integration and accessibility 2.3 Rapid, light-touch resources Support Align municipal policies and funding to expand quick stabilization supports 2.4 Diversify shelter & shelter alternatives Elevate Support Work with county and municipalities to support expanded geographic reach; Align policies and funding to support safe parking areas 3 3.1 Expand supportive housing Partner Support Identify barriers and opportunities to expansion within Fort Collins 4 4.1 County & municipal coordination Partner Fort Collins takes active role in coordination and representing community needs and opportunities 4.2 Coordinate regional funding Parnter Work with other jurisdictions and funders to align funding priorities and leverage resources 5 5.1 Clear, consistent language Support Encourage local providers to use shared definitions and terminology in communications 5.2 Countywide communication Partner Collaborate with countywide partners to share accurate, timely information with the public Key Elevate: Advocate local needs and opportunities Partner: Collaborate with county, providers, municipalities, stakeholders, and others Support: Align local policies and funding support Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 26 Regional Homelessness Strategy Across Larimer County Recommended next steps • Commit to implementation of and ongoing engagement in the strategic plan (e.g. formal adoption, MOU) • Continue to strengthen partnerships with neighboring communities to balance service demand and coordinate resources • Identify opportunities to strengthen and formalize local partnerships with faith-based organizations providing basic needs and temporary shelter • Address policy and administrative barriers to incentivize development of supportive housing • Share data-driven practices and evaluation results with countywide partners to inform regional decision-making Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 27 Community-level framework: Loveland Community context Loveland is considered one of the most affordable communities in Larimer County but rising housing costs and wage stagnation continue to contribute to housing instability and homelessness in the community, and the city experiences the highest rate of unsheltered homelessness in the county (43.3% in most recent PIT count). While the community has invested in outreach teams and partnerships with local nonprofits, shelter access remains a key challenge and service availability is more limited than in Fort Collins. People experiencing homelessness in the area frequently move between Loveland and Fort Collins to access essential services, underscoring the interconnected nature of the county’s homeless response system. Loveland’s recent decision to cease city-funded shelter operations will have direct consequences on Fort Collins’ shelter and service capacity, likely increasing demand there. However, strong engagement by Loveland stakeholders in the countywide plan presents an important opportunity to support existing resources, enhance coordination, and collaboratively build stronger, more effective pathways to stable housing for people experiencing homelessness in Loveland and across the county. Assessment snapshot At-risk population People experiencing homelessness Overview of services Key considerations The proportion of Loveland residents who are cost- burdened (17.7%) and severely cost-burdened (8%) is similar to county- wide estimates, suggesting a moderate number of all Loveland households are at risk of homelessness; however, nearly half of renters (46.3%) are cost-burdened. If local housing costs continue to rise, it will likely push more households toward housing instability. The 2025 PIT count recorded 180 individuals experiencing homelessness in Loveland, 43.3% were considered unsheltered (the highest proportion in the county). Several key homeless services operate in Loveland, providing critical access to basic needs, healthcare, case management, and housing navigation. The city is currently planning to phase out city-funded emergency shelter operations, significantly reducing the community’s capacity to provide shelter to those in need. Stakeholders emphasized the need to maintain local service access, explore alternative shelter and housing models, and shift to a solutions- oriented approach to addressing homelessness. Engagement in strategic plan The countywide strategy provides Loveland with a framework for expanding local prevention, improving service coordination, and increasing access to shelter and housing options through partnerships. Aligning with the plan’s system coordination and accountability goals will help integrate Loveland into a seamless regional response. The plan also supports Loveland’s own housing and service priorities by encouraging flexible shelter models and data-driven decision-making. Policy alignment The Regional Homelessness Strategy aligns with and is supported by the following goals within the Create Loveland Comprehensive Plan (see Appendix C for more details): • Support housing affordability, diversity and accessibility Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 28 Regional Homelessness Strategy Across Larimer County ○Regional Homelessness Strategy Goals 1 and 3 • Improve mobility, connectivity, transportation ○Regional Homelessness Strategy Goal 2 • Advance equity and inclusive community engagement ○Regional Homelessness Strategy Goal 5 • Support high quality infrastructure and public services ○Regional Homelessness Strategy Goal 2 • Foster regional collaboration and intergovernmental partnerships ○Regional Homelessness Strategy Goal 4 Potential level of engagement Goal Strategy Engagement type Description 1 1.1 Improve tracking of prevention programs Partner Work with countywide partners to share data and monitor the reach and effectiveness of prevention programs 1.2 Expand prevention programs Support Align municipal policies and existing funding to help scale up prevention programs 2 2.1 Best-practice shelter & diversion models Partner Collaborate with local and countywide providers to align with best practices 2.2 Holistic healthcare access Partner Collaborate with healthcare providers and county agencies to strengthen service integration and accessibility 2.3 Rapid, light-touch resources Support Align municipal policies and local funding opportunities to expand quick stabilization supports 2.4 Diversify shelter & shelter alternatives Partner Identify needs, barriers, and opportunities to providing shelter and shelter alternatives in Loveland 3 3.1 Expand supportive housing Partner Collaborate with countywide partners to identify level of need and opportunities for expansion 4 4.1 County & municipal coordination Partner Loveland takes active role in coordination and representing community needs and opportunities 4.2 Coordinate regional funding Partner Work with other jurisdictions and funders to align funding priorities and leverage resources 5 5.1 Clear, consistent language Support Encourage local providers to use shared definitions and terminology in communications 5.2 Countywide communication Partner Collaborate with countywide partners to share accurate, timely information with the public Key Elevate: Advocate local needs and opportunities Partner: Collaborate with county, providers, municipalities, stakeholders, and others Support: Align local policies and funding support Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 29 Recommended next steps • Commit to implementation of and ongoing engagement in the strategic plan (e.g. formal adoption, MOU) • Define local needs related to people experiencing housing instability and homelessness and how these might be met by a collaborative, countywide approach • Develop a transition plan to sustain local shelter capacity and explore alternative shelter models following the phase-out of city-funded shelter operations • Develop collaborative agreements with countywide and regional partners to reduce service gaps and manage cross-community demand • Collect and share data on local service needs, demand, and outcomes to guide resource allocation Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 30 Regional Homelessness Strategy Across Larimer County System assessment key findings The strategic goals, strategies, and recommended actions outlined in this plan were initially developed based on a needs assessment of the homeless response system across Larimer County completed in the first project phase. The assessment applied a mixed-methods approach, combining various primary, administrative, and secondary data sources to generate a comprehensive understanding of key system strengths, barriers, and gaps. Key findings from the needs assessment are highlighted here. Who is experiencing homelessness in Larimer County? In 2024, an estimated 6,816 people experienced homelessness in Larimer County. An additional estimated 28,250 people within the county were at risk of entering homelessness based on the unemployment rate and ratio of households with severely cost-burdened housing (50% or more of income spent on rent). Another 354 households were recently exited from homelessness into housing programs but still are enrolled in HMIS and receiving supportive services. Figure 2. Larimer County population estimates At risk of entering homelessness Across the county, a significant proportion of households have been spending 30% or more of their income on rent, which is a notable risk factor for homelessness, and as many as 9.3% of all county residents have been considered severely cost-burdened over the past five years, spending 50% or more of their income on rent (Table 1). In examining the cost burden among those who are renting with the most recently available public data, nearly half (48.8%) are cost-burdened and over one- quarter (26.1%) are severely cost-burdened in Larimer County (Figure 3). Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 31 Table 1. Housing cost burden among all residents by geography Geography Percent of population with rent over 30% of household income Percent of population with rent over 50% of household income Larimer County 17.4%9.3% Fort Collins 24.9%14.0% Loveland 17.7%8% Estes Park 13.1%7.8% Source: 2023 American Community Survey, 5-year estimates. Figure 3. Housing cost-burden among renters by geography Newly homeless While a total of 4,335 individuals were considered literally homeless (including currently and chronically) in Larimer County in 2024, an additional estimated 2,481 individuals experienced doubled- up homelessness in the county (when multiple households temporarily share housing, often in overcrowded conditions). Currently homeless For those who are currently homeless, we utilized HMIS data to report the total number of active cases in HMIS who are not yet housed and do not meet the definition of being chronically unhoused, a total of 2,956 individuals. The demographics of those classified as currently homeless and who experienced their first unhoused episode in 2024 vary from the other unhoused populations examined in this assessment. Among those experiencing homelessness for the first time, there was a higher proportion of Hispanic/Latino individuals than those classified as chronically unhoused or housed. Even within our doubled-up families, their situations look very different. Some families need specifically bedding, some folks need support with utilities. The needs within our doubled-up families look different. – Service provider Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 32 Regional Homelessness Strategy Across Larimer County Chronically homeless Of the 4,335 individuals who were experiencing homelessness and enrolled in HMIS within the County, 1,379 were considered chronically homeless, having experienced homelessness for at least a year and/or had four or more episodes of homelessness over the past three years. Chronic homelessness often reflects systemic gaps that necessitate more comprehensive care and resources to support long-term stability. Individuals who were chronically homeless were more likely to identify as male, making up over 66% of this group. Housed and engaged In 2024, 354 individuals were exited from homelessness and enrolled in housing programs while maintaining their enrollment in HMIS. An additional 994 Individuals were engaged in supportive services or homelessness prevention programs in 2024 but not considered homeless. Between 2020 and 2024, at least 15% of individuals were documented as moving into permanent housing and about 5% into temporary housing (Figure 10). These numbers, likely understate the full extent of housing outcomes, as 73% of exits were categorized as “other” due to missing or incomplete follow-up data. Key demographics of those experiencing homelessness The majority of people experiencing homelessness in Larimer County who have been engaged in the homeless response system over the past five years self-reported as White; however, compared to the overall Larimer County population, people identifying as multiracial, Black or African American, American Indian/Alaska Native, and Pacific Islander are overrepresented in Larimer County’s homeless population (Figure 4). Figure 4. Race distribution (HMIS vs. Larimer County census) We have a pretty high percentage of people who are chronically homeless… So, we obviously lack the housing stock and the supportive services to address the issue of chronic homelessness. – Service provider Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 33 Overall, men are more present in the population than women or non-binary/transgender individuals. These gender distribution patterns are consistent across the different categories of homelessness discussed above. Table 2. Client gender total (2020 – 2024) Gender N % Man (Boy, if child)3,383 58.0% Woman (Girl, if child)2,357 40.4% Non-Binary 21 0.4% Transgender 21 0.4% More than one gender indicated 48 0.8% Source: HMIS client dataset. The most prevalent age groups are those between 25 and 54, accounting for more than 50% of all enrolled clients in HMIS across the study period (Figure 5). Figure 5. Age distribution among HMIS clients Types of households Although the largest share of individuals experiencing homelessness over the past four years in Larimer County have been single men between the ages of 25 and 54, a notable number of households with children and adults over age 55 are also affected. Nearly three-quarters (71.7%) of those enrolled in the system were single adults, while the remaining quarter were families with children (Figure 6). Single adults also made up the majority (71.8%) of people experiencing chronic homelessness in the county, compared to families or children. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 34 Regional Homelessness Strategy Across Larimer County Figure 6. Total enrollments by household type (2020 – 2024) People with disabling conditions A significant proportion of homeless individuals receiving services self-report mental and physical health conditions upon entry into the system (Figure 7), indicating a high need for integrated healthcare options. Nearly half of those enrolled in HMIS in 2024 self-reported having a mental health condition, and about one-third reported a chronic health condition and/or physical health condition. Unsheltered homelessness For a significant proportion of people experiencing homelessness in Larimer County, securing safe, reliable overnight shelter is not always an option. Some individuals choose to stay unsheltered to maintain autonomy, while others are unable to access congregate shelter because current options do not fully accommodate needs such as staying with pets, managing health conditions, or ensuring personal safety and privacy.. Several lived experts shared stories about the stress, danger, and criminalization they face when lacking legal alternatives to outdoor living. According to the Point-in-Time (PIT) Count conducted in 2025, about one-third (32.5%) of those experiencing homelessness across Larimer County were considered unsheltered (Table 3). The City of Loveland had the highest rate of unsheltered individuals. Compared to the 2022 and 2024 Mental health [services] … we struggle connecting people to that. There’s just such a demand for it that typically it’s full. Addiction programs— they’re full. So, it’s very hard to find resources for that. – Service provider Figure 7. HMIS entry screening conditions Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 35 PIT counts, the total number of unsheltered individuals within the county has stayed relatively the same, but Loveland’s rate of unsheltered homelessness first decreased, from about 63% to 32%, and then jumped again to 43%. During this same time frame (2022-2025), the City of Loveland began operating two new emergency overnight shelter locations but currently has plans to cease city-operated shelters. Table 3. 2025 Point-in-Time count data: Larimer County Location Sheltered Sheltered %Unsheltered Unsheltered %Grand Total Fort Collins 290 72.9%108 27.1%398 Loveland 102 56.7%78 43.3%180 Estes Park 2 100%0 0%2 Wellington 0 0%1 100%1 Total 392 67.5%189 32.5%581 Length of time homeless Among individuals engaged in HMIS within Larimer County, clients accessed services an average of about two times between 2020 and 2024 and were enrolled in the system for just over an average of 100 days, or about 3.7 months. Figure 8 shows the average length of enrollment across program types. Figure 8. Average length of HMIS enrollment by program type The pattern in the average length of enrollment in HMIS is that of a steady decrease since 2020, suggesting that the organizations providing data to HMIS have both improved data collection and reporting standards, and improved their capacity to link individuals with services more quickly. The thing is, it’s so tiring being out here on the streets. You’re tired of being tired and just carrying all your things. And I have a big bag and two backpacks with me now, and I have to take them everywhere with me. – Lived expert Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 36 Regional Homelessness Strategy Across Larimer County Figure 9. Average length of HMIS enrollment by year (2020-2024) Exits from homelessness Of all enrolled HMIS clients, 15% were documented as exiting to permanent housing situations, while more than 73% were classified as “other” (a category that reflects clients lost to follow-up, incomplete exit interviews, or deaths) (Figure 10). An additional 6% of clients exited back into homelessness and 5% into temporary housing or institutional settings. Because of the large “other” category, actual exits to housing are likely higher than what the data currently capture. In 2024, 304 single adults and 153 families were confirmed to have successfully exited into permanent housing. Figure 10. Exit destinations by category (2020-2024) I’m not here because I want to be here. I want to have a job and be right there next to the next person. It’s so expensive. We need more low-income things for us people, and we wouldn’t be on the streets in the tents and stuff. We need to be able to make it, because we like it here. This is my home. – Lived expert Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 37 Different entry points into the homeless response system exist along a continuum, and these different entry points have different types of outcomes that can be classified as successful engagement. For example, a successful outcome of street outreach is to link an individual with a bed in an emergency shelter, whereas a successful outcome for someone who is receiving temporary housing is permanent housing. Figure 11 provides an overview of the proportion of individuals who had a successful outcome between 2020 and 2024 based on the specific type of program they were exited from. In general, transitional and permanent housing programs consistently have the highest rate of successful exit outcomes. Figure 11. Successful exits for individuals by entry program What’s working System governance The Northern Colorado Continuum of Care (NoCO CoC) is a U.S. Department of Housing and Urban Development (HUD)-designated regional coalition. Established as its own CoC in January 2020, NoCO CoC coordinates homeless response across Larimer and Weld Counties through shared data, housing-focused strategies, and a streamlined entry system (known as the Coordinated Assessment and Housing Placement System, or CAHPS) connecting individuals and families to housing and supportive services. Since its establishment, NoCO CoC has built a network of more than 40 partner agencies in Larimer and Weld Counties and effectively supported the expansion of rapid re-housing, permanent supportive housing, and case-conferencing across the region. Local control of the Homeless Management Information System (HMIS) has enhanced data sharing and collaboration among agencies within Larimer County and the broader Northern Colorado region. Stakeholders often cited the creation of and commitment to the NoCO CoC as a major accomplishment in strengthening local homeless response in recent years. Having such a large number of agencies on HMIS, which was not the case before, and having the local control over the system … I would point to that as one of the biggest successes over the last five years. It by default induces collaboration because we’re all using the same system and sharing data. – Service provider Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 38 Regional Homelessness Strategy Across Larimer County Partnerships and collaboration Strong partnerships among service providers, community organizations, and local governments across Larimer County support a coordinated and effective homeless response system. Shared data systems like HMIS and CAHPS enable real-time coordination and seamless housing placements, and service providers and community organizations often work together to create innovative programs, share resources, and align services to meet diverse client needs. Further, several initiatives to collaborate across sectors (e.g., law enforcement, healthcare, faith community, schools) have strengthened the response system’s ability to rapidly meet the needs of people experiencing homelessness in the community. Stakeholders, including service providers and community members, often highlighted the collaborative spirit and numerous formal and informal partnerships among organizations as testaments to what is working well with the local homeless response system. Leadership support In recent years, municipalities like Fort Collins, Loveland, and Estes Park, as well as Larimer County, have demonstrated a concerted effort to address homelessness, including creating dedicated staff positions focused on housing and homelessness and fostering partnerships between government agencies and homeless service providers. Local government leadership has also made financial investments into the homeless response system, including support for direct service providers and funding for permanent supportive housing projects and other key initiatives. Dedicated providers In addition to a strong foundation for the governance and coordination of the homeless response system, Larimer County has many service providers and community organizations that are dedicated to and passionate about serving their community. Stakeholders, including lived experts and community members, frequently highlighted the quality and compassion of these providers as a defining strength of the system. Providers demonstrate a strong commitment to serving people experiencing homelessness with flexibility and care, often going above and beyond to meet individual needs. Outreach programs, such as Outreach Fort Collins and Loveland’s new outreach team, effectively meet people where they are and connect them to critical resources. Successful programs and facilities—including resource centers, Permanent Supportive Housing (PSH) apartments, safe lots, mental health facilities, and community kitchens—offer a strong network of support that helps address both immediate needs and long-term stability. Permanent supportive housing Based on stakeholder feedback and HMIS data, permanent supportive housing is also a promising element of the homeless response system in Larimer County. The number of PSH units has grown There have been very positive developments in the county, both in Fort Collins and Loveland communities, in building new housing, especially both communities coming with the permanent supportive housing available for people. I see it as a very positive trend. – Service provider They go over and beyond to help. “What do you need?” This and that. And they’re great … They’ve seen me at my lowest and my worst. And they’ve seen me just come out of treatment … they’ve seen me through everything, and they’re here. And I know they do care. – Lived expert Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 39 over time, and the proportion of those enrolled in PSH either staying in PSH or moving to another permanent housing situation has remained consistently high (Figure 12). In 2024, a total of 38 households, or 76% of those enrolled in PSH, in Larimer County retained permanent housing. Stakeholders often highlighted PSH as a major asset to the homeless response system and something the community needs more of. Figure 12. Successful exits to permanent housing or retention of current PSH Basic needs Service providers and lived experts often emphasized that basic needs—such as food, clothing, gear, showers, laundry, and mail services—are largely well met through a collaborative network of resources among homeless service providers, community organizations, and faith- based groups across the county. Access to healthcare In recent years, significant progress has been made in Larimer County and its communities to strengthen access to both physical and behavioral health care. In 2018, Larimer County voters approved a 0.25% salestax levy to fund behavioral health for 20 years, generating roughly $12–15 million annually for behavioral health services. This funding has been leveraged to establish the Longview Campus—a 24/7 acute care behavioral health facility—support co-responder teams, and fund dozens of local impactgrant programs to expand crisis intervention and prevention services. Another recent initiative to strengthen access to health care among people experiencing homelessness is the co-location of a clinic, operated by SummitStone Health Partners, at the Murphy Center in Fort Collins. If it wasn’t for this day center… I wouldn’t have been able to prosper because …if you are living in your car, where are you showering, where are you eating, where are you fixing food? – Lived expert [Longview] is great because we never had any kind of detox in Fort Collins before. It is crisis stabilization ... So, a huge gap being met. – Municipal housing staff The Murphy Center clinic operated by SummitStone I think was a huge win … It has been a long dream to have that in this place that’s supposed to be a one-stop shop for people experiencing homelessness. – Service provider Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 40 Regional Homelessness Strategy Across Larimer County Street outreach Stakeholders often highlighted street outreach programs, operating since 2016 in Fort Collins and starting in 2024 in Loveland, as a notable strength within the system, effectively meeting people experiencing homelessness where they are and connecting them to available resources. In general, the number of those served by street outreach programs in the county has grown over the last several years. The number of individuals engaged in street outreach services who exited to housing has grown steadily since 2021. Most recently, a total of 167 individuals enrolled in street outreach exited to housing (Figure 13). Figure 13. Exits to housing from street outreach Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 41 What’s needed in Larimer County Through the system assessment and strategic planning process, several key housing and supportive service needs were identified within Larimer County’s homeless response system. Prevention and early intervention Prevention services are a critical component of the effort to make homelessness rare, brief, and nonrecurring across Larimer County. In 2024, nearly 28,250 residents were at risk of housing loss due to financial instability and/or paying over half their income toward rent. National studies consistently show that prevention strategies—such as rental assistance, eviction prevention, case management support, and financial literacy tools—not only reduce the number of people entering homelessness but can also be highly cost-effective. By ramping up prevention services, Larimer County can interrupt the cycle of housing loss before crisis begins, reducing the experiences of the traumatic and destabilizing conditions of homelessness. Investing upstream not only stabilizes households but also alleviates strain on emergency shelters, healthcare systems, and public safety resources—freeing up capacity to serve those most in need. Crisis and supportive services An effective homeless response system relies on more than housing alone. Crisis and supportive services, including emergency shelter, healthcare, and wraparound supports, are essential to meeting immediate needs, stabilizing individuals, and creating pathways out of homelessness. Emergency shelter Emergency shelter capacity in Larimer County is insufficient to meet current needs, leaving many individuals experiencing homelessness without access to safe, stable shelter. In the 2025 Point-in- Time count, 581 people were identified as homeless, with 189 (32.5%) unsheltered. Countywide, 334 emergency shelter beds—including congregate and voucher-based options—frequently operate at or near capacity. For example, both the Fort Collins Rescue Mission (145 beds) and the City of Loveland shelter (65 beds) were at 100% utilization during the PIT count. Traditional congregate shelters also do not meet the needs of everyone, particularly those with pets, partners, children, disabling health conditions, or concerns about safety. Stakeholders and individuals with lived experience emphasized the importance of alternative models, such as safe parking and sanctioned camping, as harm reduction strategies and critical entry points to services and housing pathways. Expanding both emergency shelter capacity and access to alternative shelter options is essential to reducing the number of people living unsheltered and improving overall system effectiveness. Currently, there is an effort underway to expand emergency shelter bed capacity in Fort Collins, but at the same time, the City of Loveland is expected to close its emergency shelter facilities. While an increase in the total number of beds available is a critical step to reducing experiences of unsheltered homelessness and supporting exits from homelessness, the geographic distribution of shelter options as well as the diversity in option types is also an important consideration for supporting an effective countywide response system. There is a huge unmet need in homelessness prevention, whether that is for the regular population that’s just housing insecure or supporting older adults, which we know is an exploding demographic, so they can age in place. – Service provider Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 42 Regional Homelessness Strategy Across Larimer County Access to healthcare Access to healthcare—both behavioral and medical—remains a critical need within Larimer County’s homeless response system. While there have been notable efforts in recent years to improve access to care, including the expansion of street outreach teams, implementation of co-response programs, and new investments in the behavioral health system, significant gaps persist given the high proportion of individuals experiencing homelessness who also report a physical or behavioral health condition. As many as one-third of those enrolled in HMIS in 2024 reported a mental health condition and nearly one-quarter reported a physical health condition. Despite this high level of need, stakeholders and individuals with lived experience reported significant barriers to accessing care, including limited availability of providers, difficulty navigating fragmented systems, and challenges maintaining consistent contact with care teams. To build on recent progress, stakeholders emphasized the need for expanded integrated healthcare responses, including mobile crisis teams, low-barrier and trauma-informed treatment options, and stronger coordination between homeless response and healthcare systems. Wraparound supports Many individuals experiencing homelessness in Larimer County face multiple, intersecting challenges that require more than housing to achieve stability. Stakeholders and individuals with lived experience emphasized that housing alone is not enough—people experiencing homelessness, especially those who are chronically homeless, also need wraparound supports (i.e., intensive case management, behavioral health services, employment assistance, and life skills coaching) to sustain housing and rebuild their lives. Currently, limited service capacity and fragmented coordination across providers make it difficult to deliver these holistic supports consistently across the various subpopulations of people experiencing homelessness. Often, individuals face challenges with resource navigation, meeting documentation requirements, and accessing services that are sometimes siloed and/ or underfunded. At the same time, there is growing recognition of the importance of integrated, trauma-informed, and person-centered supports that address the whole person. Expanding these wraparound services and ensuring they are well-coordinated across the homeless response system will be critical to helping individuals exit homelessness permanently and prevent future returns. Housing Safe, stable, and affordable housing provides the foundation individuals and families need to maintain stability in their lives and flourish. A range of housing options, such as rapid re-housing, permanent supportive housing, and affordable rental units, are critical to ensuring people can exit homelessness and remain housed long-term. Supportive housing Supportive housing, including both Rapid Re-Housing (RRH) and Permanent Supportive Housing (PSH) programs, is a critical component of Larimer County’s strategy to address homelessness, yet current capacity falls far short of meeting demand. Between 2020 and 2024, there were 2,426 individuals actively enrolled in Coordinated Entry. Of those individuals, 641 were newly enrolled in We’re seeing an increase in acuity of mental health and substance use issues within our [client] population, and your generic case management is really not what they need. We’re needing co-responders, ambulances, and more in-depth mental health care that doesn’t seem to exist or there’s not a good way to get people connected to those things. – Service provider Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 43 supportive housing programs, including 373 in RRH and 271 in PSH. Stakeholders and lived experts consistently identified supportive housing as a priority, citing its proven effectiveness in helping individuals to successfully exit and avoid returning to homelessness. However, providers report that even when PSH units are available, some residents require more intensive services than current models can deliver. Expanding both RRH and PSH will be critical to meeting the diverse needs of households experiencing homelessness. Affordable housing Affordable housing remains a critical gap contributing to homelessness in Larimer County, as housing costs continue to outpace growth in median incomes. In 2023, about 17% of county residents were housing cost-burdened, spending 30% or more of their income on housing, and nearly 10% were severely cost-burdened, spending over 50%. These households are at heightened risk of homelessness, and as housing costs continue to rise, the proportion of cost-burdened residents is likely to grow. The 2021 Larimer County Affordable Housing Needs Assessment identified a shortfall of nearly 10,000 affordable units for low-income households. This lack of affordable housing not only increases the risk of homelessness but also creates significant barriers for individuals seeking to exit homelessness. In 2024, only about 20% of households exiting homelessness in Larimer County secured housing, underscoring this gap. While the preservation and development of affordable housing lies largely outside the scope of the Regional Homelessness Strategy, strong coordination with ongoing countywide housing efforts is essential. Aligning the homeless response system with broader affordable housing initiatives will support both prevention and diversion strategies and ensure individuals exiting homelessness have access to stable, permanent housing. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 44 Regional Homelessness Strategy Across Larimer County Evaluation & next steps This strategic plan represents a key period of growth and enhanced coordination within the long- term, collective effort to maintain and strengthen the homeless response system across Larimer County. Its success will depend on the continued commitment and collaboration of county and municipal partners, service providers, funders, community organizations, and residents. The shared vision outlined here is a foundation for action built upon diverse and extensive engagement from the community, but the work ahead will require broad buy-in, sustained engagement, and a willingness to adapt as needs, resources, and opportunities evolve. The implementation phase will seek to establish clear roles and responsibilities for all partners, set milestone timelines for achieving key actions, and create mechanisms for transparent communication across jurisdictions. As an early implementation step, Homeward Alliance is engaging a consultant to conduct system modeling of the local homeless response system. This modeling will build on the robust data collection and analysis that informed the strategic plan, offering additional projections and scenario testing to help partners understand the potential impacts of different interventions and resource allocations. The results will provide another layer of insight to guide coordinated decision-making and further align strategies with local needs. Progress toward the implementation of the Regional Homelessness Strategy will be monitored continuously, with updates shared regularly among partners and the broader community. It is recommended that at least once per year, partners will conduct a formal evaluation of the plan, assessing both fidelity to the goals and strategies and identifying any needs for adaptation in response to emerging challenges, data, and lessons learned. This cycle of implementation, evaluation, and refinement will help ensure Larimer County’s collective efforts remain coordinated, impactful, and responsive in order to move steadily toward the shared goal of making homelessness rare, brief, and nonrecurring across the county and region. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 45 Appendix Appendix A: Glossary of key terms Affordable Housing: Housing that is built specifically to be affordable for households earning below a certain Area Median Income (AMI). Chronic Homelessness: Individuals or families with a disabling condition who have been continuously unhoused for a year or more, or who have experienced at least four episodes of houselessness in the past three years. Continuum of Care (CoC): The Continuum of Care (CoC) Program, through U.S. Department of Housing and Urban Development (HUD) is designed to promote communitywide commitment to the goal of ending houselessness; provide funding for efforts by nonprofit providers, and State and local governments to quickly rehouse homeless individuals and families while minimizing the trauma and dislocation caused to homeless individuals, families, and communities by homelessness; promote access to and effect utilization of mainstream programs by homeless individuals and families; and optimize self-sufficiency among individuals and families experiencing homelessness. Coordinated Entry System: A standardized process to assess and prioritize unhoused individuals and families for housing and services based on their level of vulnerability and need. The primary goals for coordinated entry systems are that assistance be allocated as effectively as possible and that it be easily accessible. Cost-burdened: Households who pay more than 30% of their income on housing costs and may have difficulty affording necessities such as food, clothing, transportation, and medical care. Severely cost-burdened households pay more than 50% of their income on housing costs. Doubled-up homelessness: Households who are living in “doubled-up” accommodations, that is, are sharing housing with other families or individuals due to a loss of housing or other similar situation. Emergency Shelter: Short-term accommodation providing immediate refuge for individuals and families experiencing houselessness. These shelters offer basic services such as beds, meals, and basic hygiene facilities. Harm Reduction: An evidence-based approach to engaging with people who use substances and equipping them with life-saving tools and information to create positive change in their lives and potentially save their lives. This approach emphasizes engaging directly with people who use substances to prevent overdose and infectious disease transmission; improve physical, mental, and social wellbeing; and offer low barrier options for accessing health care services. Homelessness: The state of lacking a fixed, regular, and adequate night-time residence, which may result in individuals living in emergency shelters, transitional housing, cars, motels, parks, or public spaces. Homeless Management Information System (HMIS): HMIS is a locally administered, electronic data collection system used by homeless service providers to capture client-level information over time. Its purpose is to support care coordination, case management, and system-level performance monitoring. It enables the tracking of housing and service utilization trends across programs and communities. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 46 Regional Homelessness Strategy Across Larimer County Homeless response system: The coordinated network of systems, providers, organizations, and resources that respond to homelessness (i.e., shelters, outreach teams, rapid rehousing, supportive services, and local government coordination) within a given geographic area. Imminent risk of homelessness: A HUD-recognized category describing individuals or families who are likely to lose their primary night-time residence within 14 days, have no alternative housing lined up, and have insufficient resources or support to obtain housing. Literal homelessness: Individuals or families lacking a fixed, regular, and adequate night-time residence. This includes those sleeping in places not intended for habitation (e.g., cars, streets, parks), in emergency shelters or transitional housing, or exiting an institution (after ≤ 90 days) where they had previously been in a shelter or place not meant for habitation. Lived expert: Individuals with lived experience of homelessness, whether previously or currently (e.g., individuals who have utilized housing services and experienced housing barriers or homelessness in Larimer County). Low-barrier: Programs that are designed to reduce or eliminate common eligibility requirements that keep people from accessing shelter or services, focusing on meeting immediate needs first and connecting people to longer-term solutions without preconditions. Permanent Supportive Housing (PSH): Long-term, non-time-limited housing combined with wraparound supportive services (e.g., case management, health care connections, and tenancy support). Point-in-Time Count (PIT): A one-night, annual count of both sheltered and unsheltered unhoused individuals conducted by communities to provide a snapshot of houselessness on a specific date. Prevention and diversion Services: Services aimed at preventing houselessness before it occurs or diverting individuals and families away from shelter systems by offering financial assistance, mediation, or alternative housing arrangements. Rapid Re-Housing: Short- to medium-term intervention that helps individuals and families quickly exit homelessness and return to permanent housing by providing housing search assistance, temporary rental and move-in support, and time-limited case management. Sheltered homelessness: Unhoused individuals or families staying in emergency shelters, transitional housing, or safe havens designated for unhoused individuals. Trauma-informed care: An approach that recognizes the widespread impact of trauma and integrates this understanding into policies, practices, and interactions. It emphasizes safety, trust, empowerment, and collaboration to avoid re-traumatization and support individuals in regaining stability and control over their lives. Unsheltered homelessness: Unhoused individuals living on the streets, in cars, parks, abandoned buildings, or other public spaces without access to regular shelter accommodations. Wraparound services: Comprehensive and individualized support services that address multiple aspects of an individual’s life, such as housing, health, employment, and social integration. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 47 Appendix B: Financial landscape scan of the homeless response system in Larimer County, CO Background As part of the regional homeless response system assessment and strategic planning process, JG Research & Evaluation conducted a financial landscape scan to provide a snapshot of public investment in the homeless response system. This analysis focused on funding from federal, county, and municipal sources that directly support the homeless response system as defined in the strategic plan. The purpose of this scan is to help stakeholders understand the relative scale and distribution of public investment in homelessness response activities, rather than to capture a detailed accounting of all investment across the housing continuum. The findings are intended to provide context about the financial environment in which the response system operates and to highlight how that environment may shift in the coming years. In addition to local funding data, JG compiled information on projected changes to federal funding streams that support homeless response systems across the country. These projections may help stakeholders anticipate potential shifts in available resources based on federal priorities and appropriations. Local government funding Representatives from local jurisdictions, including Larimer County, Estes Park, Fort Collins, and Loveland provided data on direct investments in the homeless response system for the 2024–2025 and 2025–2026 fiscal years (FY). Across the county and the municipalities, total investment in the homeless response system was $5,343,569 in 2024–2025 (Figure 14) and is anticipated to be $3,826,557 in 2025–2026 (Figure 15), a year-over-year decrease of $1,517,012 (approximately 28%). These totals do not include investment in affordable housing or financial support for reimbursable health services. Figure 14. Local government funding of homeless response system, FY 2024-2025 Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 48 Regional Homelessness Strategy Across Larimer County Figure 15. Local government funding of homeless response system, FY 2025-2026 When reviewing Table 4 below, it is important to note that these figures reflect funding directed specifically toward the homeless response system as defined in the strategic plan. The totals include direct services and capital costs but exclude personnel expenses, medical and behavioral health costs reimbursed through Larimer County, and local investments in affordable housing. As such, these amounts should be interpreted as a relative picture of public investment in the response system, offering context about the scale and focus of funding in a changing financial environment, rather than a complete accounting of all resources available to meet housing needs in the county. Table 4. Local government investments in homeless response system Homeless Response System Category Program type Fiscal year Larimer County Loveland Estes Park Ft. Collins Prevention & Early Intervention Eviction Legal Funds 2024-2025 150,000a 220,000 2025-2026 150,000b 220,000 Rental Assistance 2024-2025 275,000c 89,819 54,316 2025-2026 289,000 125,887 70,000 Crisis & Supportive Services Emergency Shelter 2024-2025 2,347,852 461,707 2025-2026 576,326 631,485 Homeless Outreach (service providers) 2024-2025 400,000 364,000 2025-2026 400,000 325,000 Homeless outreach (law enforcement) 2024-2025 5,000 2025-2026 10,000 Housing stability Rapid-rehousing/ supportive housing programs 2024-2025 16,000 2025-2026 Tenancy supports 2024-2025 30,000d 66,500 Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 49 Homeless Response System Category Program type Fiscal year Larimer County Loveland Estes Park Ft. Collins 2025-2026 60,000d System coordination Financial support of CoC 2024-2025 15,000 5,000 60,000 2025-2026 15,000 5,000 30,000 Ancillary Services Encampment response 2024-2025 340,000 179,375 2025-2026 410,000 183,859 Other Home improvement programs (low interest loans for home repairs) 2024-2025 105,000 2025-2026 105,000 Grants to non-profits 2024-2025 159,000 2025-2026 160,000 A: Emergency Rental Assistance Program (ERAP) funds, B: American Rescue Plan Act (ARPA) funds, C: ARPA funds, D: ERAP funds Federal funding – Potential changes in fiscal year 2026 As noted above, the current priorities of federal agencies as they prepare for Fiscal Year 2026 reflect a shift from recent historical patterns of investment in continuums of care for homelessness at local levels. Table 5 is a summary of federal funding sources that are expected to be cancelled for FY26 and the resultant estimated impact within Larimer County by either units or dollars. These projections are based on publicly available information from the National Alliance to End Homelessness, the Bipartisan Policy Center, and the HUD.1 It should be noted that the federal budget is not entirely finalized as of the writing of this document and the totals may increase or decrease following the finalization of the FY 26 budget. Table 5. Federal programs expected to be removed in FY26 budget and projected impacts in Larimer County Federal Funding Source Current utilization in Larimer County Current utilization in Four Collins Estimated potential impact (loss) Planned to be removed Rental assistance – Tenant- based rental assistance (Housing choice voucher program) 532 leases, $1150 per unit, 154,130 1254 leasing, $1159 avg per unit, $5.83 million budget 1768 units Project-based rental assistance 421 project-based vouchers 421 units Public housing No “public housing” in Larimer. 476 Section 8 units. Section 202 housing for the elderly 3 properties, 212 units 4 properties, 319 units 531 units Section 811 housing for persons with disabilities 1 property, 80 units 3 properties, 91 171 units 1 National Alliance to End Homelessness – FY2026 Budget Proposal Overview; Bipartisan Policy Center – FY2026 Budget Overview; HUD – FY2026 Congressional Justifications Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 50 Regional Homelessness Strategy Across Larimer County Federal Funding Source Current utilization in Larimer County Current utilization in Four Collins Estimated potential impact (loss) CoC programs CO505 (Fort Collins, Greely, Loveland/Larimer, Weld) - CoC competition Homeless assis- tance award total: $1,553,786. $1,553, 786 Permanent Supportive Housing Across CoC - 604 total beds 604 beds/units Youth Demonstration Program Projects CO state CoC - 2021 - $2.98 million Dedicated Coordinated entry grants $175,032 $73173 $248,205 Dedicated grants for HMIS --- Housing Opportunities for Per- sons with Aids (HOPWA) 0 0 0 Eliminates CDBG -$1,107,934 $1,107,934 HOME Investment partnership (HOME) -$602,014 $602,014 Pathways to Removing Obstacles to Housing (PRO Housing) 0 0 0 Eliminates the Family Self-Suf- ficiency (FSS), Jobs-Plus Pilot, and Resident Opportunity and Self-Sufficiency (ROSS) programs --- Eliminates the Fair Housing Ini- tiatives Program (FHIP) --- Eliminates HUD-Veterans Affairs Supportive Housing (HUD-VASH) 0 199 awards, 175 leasing 175 units Eliminates Low Income Home Energy Assistance Program (LIHEAP) --- USDA: Removes rural housing vouchers, single family direct loans, housing preservation grants and mutual and self-help housing grants --- Totals (estimated)3670 units $3,511,939 In addition to these shifts, there are a few areas of anticipated increased investment as well as a few changes to policies and procedures within the following programs. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 51 Regional Homelessness Strategy Across Larimer County Changes to existing program policies: • Increase to a dollar-to-dollar match for the ESG funded programs, in contrast to the 25% match within the CoC program • Eliminate federal rental assistance programs and replace them with new state rental assistance programs – Tenant-based rental assistance, Public housing, Project based rental assistance, Section 811 and Section 202 • Dedicated funding to support unhoused students in schools will be combined with a broader calculation for state funding distribution • Imposes a 2-year limit on assistance for nonelderly, able-bodied adults Increased investments: • Planning to create a new rental assistance voucher program for homeless Veterans – Building Rental Assistance for Veteran Empowerment (BRAVE). • Foster Youth to Independence grants at $25 million for youth aging out of foster care • Reforms Emergency Solutions Grant to provide emergency, short- and medium-term assistance (limited to two years) targeting geographic areas with greatest need (How is this defined) • Renewal of USDA rental assistance grant • Expansion of low-income housing tax credit (LIHTC) Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 52 Appendix C: Policy crosswalk Alignment with existing plans To ensure the Regional Homelessness Strategy Across Larimer County builds upon and reinforces existing efforts, a policy crosswalk was conducted to compare its strategies with those outlined in relevant local and regional plans and policies. This review included comprehensive plans, housing strategies, homelessness response plans, and other guiding documents from across Larimer County and neighboring jurisdictions. Each strategy in the Regional Homelessness Strategy was assessed for its presence and alignment in these existing plans, using a three-tier rating system: full alignment (green), partial alignment (blue), and not present (purple). The resulting crosswalk highlights where strong alignment already exists, providing opportunities for coordinated implementation, as well as gaps where further collaboration or policy development may be needed to achieve a consistent, countywide approach. Existing plans that were reviewed to determine level of alignment with strategies Key Green - Strategy is present in the plan in full alignment with strategic plan Blue - Strategy is present in the plan, in partial alignment with strategic plan Pink - Strategy is not present in the plan 1. 1 U s e d a t a t o I D h o u s e - ho l d s a t r i s k 1. 2 E x p a n d p r e v e n t i o n pr o g r a m s 2. 1 B e s t p r a c t i c e s h e l t e r mo d e l s 2. 2 St r e n g t h e n h o l i s t i c he a l t h c a r e a c c e s s 2. 3 L i g h t - t o u c h r e s o u r c e s an d w r a p a r o u n d s u p p o r t s 2. 4 E x p a n d s h e l t e r ge o g r a p h y / a l t e r n a t i v e s 3. 1 E x p a n d s u p p o r t i v e ho u s i n g ( R R H , P S H ) 4. 1 C o u n t y / m u n i c i p a l co o r d i n a t i o n 4. 2 C o o r d i n a t e r e g i o n a l fu n d i n g 5. 1 C o n s i s t e n t m e s s a g i n g sy s t e m w i d e 5. 2 C o u n t y w i d e e d u c a t i o n ca m p a i g n City of Loveland Homelessness Strategic Plan Community Health Improvement Plan (CHIP) 2024 Create Loveland Comprehensive Plan Estes Forward Comprehensive Plan Fort Collins City Plan: Planning Our Future Together Housing Strategic Plan City of Fort Collins Larimer County Affordable Housing Needs Assessment Larimer County Comprehensive Plan 2024 State of Homelessness: Northern Colorado Continuum of care (NoCO CoC) Northern Colorado Continuum of Care: Plan to Serve People Experiencing Homelessness with Severe Service Needs Weld’s Way Home 2.0 Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 53 Camping and parking policy review In recent years and especially following the Grants Pass v. Johnson (2024) Supreme Court decision, communities across the country have been reexamining how they address unsheltered homelessness. In Larimer County and neighboring Weld County, local governments are navigating changing legal requirements, community expectations, and resource limitations. This review looks at current camping and parking rules, enforcement practices, and available alternatives such as safe parking programs. By comparing policies across jurisdictions, it highlights where approaches align, where they differ, and how these choices shape the options available to people living without shelter. People experiencing homelessness often move across city and county boundaries, and decisions made in one jurisdiction inevitably influence conditions in others. A stricter camping ban in one community, for example, may shift the visibility of unsheltered homelessness or increase demand for services in a neighboring city. Likewise, the availability, or absence, of safe parking programs in one municipality affects the service capacity across the region. Recognizing this interconnectedness is critical: no single jurisdiction operates in isolation, and coordinated policies can help ensure that enforcement practices and alternatives are both legally defensible and responsive to community needs. In the table below, dark orange cells mean there is a clear ban on parking or camping, light orange means that there are strict limits on parking or camping, and light green means there are allowed ways to park or camp. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County54 Jurisidiction Camping on public property Parking on public property Enforcement considerations Camping on private property Parking on private property SafeLots City of Fort Collins No camping 10-17-181 for general public space and 11- 23 for natural areas No parking for sleeping Traffic code 1213 City follows Martin v. Boise (2018) precedent and City of Fort Collins v. Wiemold (2020) on enforcement; police only issue a citation if shelter is available. The Homeless Outreach and Proactive Engagement (HOPE) Team responds to non-emergency calls involving people experience homelessness and to emergency calls with law enforcement. No more than 7 consecutive days and no more than 14 days per year 10-17-182 No more than 7 consecutive days and no more than 14 days per year 10-17-182 No safe lots City of Loveland No camping unless sanctioned (none currently 9.47.020 No sleeping in a parked vehicle and no parking for more than 72 hours 10.20.030 City ordinance follows Martin v. Boise (2018); on 8/5/2025 City Council proposed to update to reflect Grants Pass v Johnson (2024) but did not pass so police policy is still to enforce only if shelter is available Yes with permission 9.47.020 No parking to sleep unless allowed in zoning code 16.24.020 One organization operates 8 designated spaces Town of Estes Park No camping 9-16 No sleeping in vehicles 9-16 None None No safe lots Town of Berthoud None No parking vehicles meant for sleeping for more than 4 days in a 30 day period 17-20 None Parking vehicles meant for sleeping for more than 4 days in a 30 day period requires a permit 17-20 No safe lots Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County55 Jurisidiction Camping on public property Parking on public property Enforcement considerations Camping on private property Parking on private property SafeLots Larimer County No camping outside of designated campgrounds; no more than 14 days in a 30 day period without moving 42-3 County has the right to set parking requirements based on managing traffic as well as public health and safety 58-3 Campgrounds either prohibited or require special review in all zoning districts – no use by right for campgrounds None No safe lots Garden City None No sleeping while parked 8-3-20 None None No safe lots City of Greeley No camping unless sanctioned (none currently) 16-14-491 No parking for more than 72 hours 16-2-672 Camping ban was just passed 6/3/2025 No more than 7 days 16-14-491 None No safe lots Weld County No camping 17-7-30 No parking to sleep 17-7-30 Camping allowed by right on property zoned agriculture; Campgrounds require special review on property zoned agriculture 23-3 None No safe lots US Bureau of Land Management Camping for 14 days in a 28 day period and then must move 30 miles away Camping for 14 days in a 28 day period and then must move 30 miles away Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 56 Appendix D: Methods and engagement process This appendix summarizes the methods used to develop the Regional Homelessness Strategy, drawing on two primary sources of information: a comprehensive system assessment and series of strategic planning stakeholder engagement efforts. The system assessment combined quantitative data from administrative and public datasets with qualitative insights from interviews and focus groups to provide a detailed understanding of homelessness and the homeless response system in Larimer County. Strategic planning engagement activities included surveys, workshops, and community conversations and gathered input from service providers, local officials, people with lived experience, and the broader public to refine priorities and shape actionable strategies. System assessment The system needs assessment used a mixed-methods approach to provide a comprehensive understanding of homelessness and the homeless response system in Larimer County. The data collected and analyzed as part of the assessment included the following: Primary data • One-on-one interviews were conducted with 67 participants, including 31 key informants (e.g., service providers, local government staff, and elected officials) and 36 individuals with lived experience of homelessness across Fort Collins, Loveland, and Estes Park. • A focus group held in December 2024 engaged 26 participants from service provider agencies throughout the county. Administrative data • Data from the Homeless Management Information System (HMIS) covering the years 2020– 2024 were analyzed to assess client demographics, service utilization, program enrollments, and outcomes. • School district data collected through the McKinney-Vento Homeless Assistance Act (McKinney-Vento) program was used to understand family and doubled-up homelessness. • Program utilization rates were calculated using Point-in-Time (PIT) Count data to evaluate system capacity and coverage. Secondary data • Publicly available datasets were used to provide broader demographic and housing context, including data from the American Community Survey (ACS), U.S. Department of Housing and Urban Development (HUD), Bureau of Labor Statistics, Colorado Demography Office, and Zillow. • Risk mapping was conducted using census-level indicators, such as poverty rate, rent burden, and unemployment, to identify areas of elevated housing instability. • Estimates of annual homelessness and doubled-up housing were developed using ACS microdata and established methodologies adapted from national research. Strategic planning: stakeholder engagement Kick-off sessions In March 2025, JG/OMNI facilitated a series of strategic planning kick-off sessions to engage key stakeholders and gather input on preliminary strategies for strengthening Larimer County’s Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 57 homeless response system. Two distinct groups participated: • Community partner representatives: Service providers, first responders (police, co-response, code enforcement), nonprofit leaders, and faith-based organizations. Discussions focused on system coordination, resource availability, and service delivery. • Lived Experts: Individuals with direct experience of homelessness. Conversations emphasized personal barriers, service accessibility, and equitable, dignified support. Purpose and process Each session began with a presentation of high-level system assessment findings, followed by structured discussions focused on key needs, priorities, and potential solutions. Participants then engaged in a dot-voting exercise, allocating a set number of votes to the strategies they believed would have the greatest impact. Results were analyzed to identify shared priorities as well as differences between the two groups. A summary of low, medium, and high priority strategies across sessions is shown in the table below. Category Strategy Priority across sessions Prevention & early intervention Regional emergency assistance fund Medium Expand prevention programs High Enhance transition services Low Crisis & immediate services Expand and diversify shelter options Medium Expand regional outreach programs Low Expand bridge housing Low Hotel/motel acquisition program Low Expanding safe parking Medium Enhance transportation system Low Expand SUD treatment Low Expand mental health care options Low Housing stability Expand supportive housing capacity High Countywide landlord engagement Low Expand below-market housing options High Workforce and vocational training Medium Frequent utilizer program Low System improvement Expand funding for service providers Medium Expansion of HMIS and CAHPS Low Countywide coalition High Community engagement Public education campaign High New opportunities for engagement Low Community outreach program Medium Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 58 Regional Homelessness Strategy Across Larimer County Key takeaways • Common priorities: ○Both participant groups emphasized the importance of enhancing service coordination on a countywide scale and the need to improve access to all types of below-market and affordable housing options ○Another common priority was being more flexible with resource allocation and developing creative solutions and partnerships that could be more response to immediate needs (e.g. leveraging publicly-owned property, communal living, scattered-site supportive housing) • Diverging priorities: ○Community Partners prioritized inter-agency collaboration, prevention programs, and system improvement ○Lived experts focused more on immediate service access, dignity in service provision, and reducing stigma • Top-ranked strategies: ○Expand existing prevention programs and strengthening coordination across diverse partners ○Expand supportive housing capacity for key subpopulations (elderly, severely disabled) ○Explore public-private partnerships to expand below-market/subsidized housing options ○Develop a countywide coalition with municipal working groups to implement strategic plan and strengthen homeless response system long-term »Support effort to expand HMIS engagement across the county ○Develop a regional public education campaign to reduce stigma toward people experiencing homelessness and strengthen community buy-in Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 59 Surveys As part of the strategic planning process for Larimer County’s homelessness response system, two complementary surveys were conducted to gather perspectives from both the general public and key system stakeholders: 1) key stakeholder survey, 2) community awareness and attitudes survey. Together, these surveys provided critical insight into community priorities, system gaps, and opportunities to strengthen the homeless response system. Key system stakeholder survey • Purpose: Gather feedback from individuals who are professionally engaged in the homeless response system in some capacity, including the following: o Elected officials o Local government staff o Homeless service providers o Faith-based and nonprofit organization staff o Healthcare providers o Law enforcement and first responder partners • Format and distribution: Online via web survey platform Alchemer; shared through the strategic planning Advisory Committee and partner organizations. • Timeline: Mid–late April 2024. • Content: Ranking of strategies within each of five strategy categories, plus open-ended questions on system strengths, needs, and recommendations. • Intended use: Validate system assessment findings, refine strategic priorities, and incorporate operational/policy expertise into the plan. • Participation: In total, 65 key stakeholders from across the homeless response system participated in the survey. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 60 Regional Homelessness Strategy Across Larimer County Key findings The largest proportion of participants of the key stakeholder survey reported primarily serving the City of Fort Collins area, followed by the City of Loveland (Figure 16). Figure 16. Jurisdiction served When asked about their role as it relates to the homeless response system, the largest proportion of participants (31%) reported working as frontline staff for a direct service provider (Figure 17). Figure 17. Role in homeless resonse system Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 61 When asked to rank the preliminary strategies across each strategy category, there was strong consensus among survey participants for the top three strategies in each. Figure 18 shows the top-ranked strategy in each category, with the number of participants who gave the strategy a top ranking noted in parentheses. Figure 18. Key stakeholders - Top three strategies in each category Key takeaways by strategy category included: • Prevention & early intervention: Top strategy was to expand existing prevention programs and enhance coordination across resources. Stakeholders stressed upstream approaches, targeted assistance for high-risk groups, and integration of prevention funding with broader initiatives. • Crisis & immediate services: Highest priority was expanding and diversifying emergency shelter options for special populations (e.g., families, LGBTQ+, elderly, people with disabilities, pet owners), with attention to trauma-informed care. • Housing stability: Expanding supportive housing capacity, particularly for aging individuals and those with severe disabilities, was the most frequently cited need. Affordability was flagged as a major systemic barrier. • System improvements & coordination: Stakeholders prioritized expanding city and county funding mechanisms with flexible, operational support for providers, alongside Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 62 Regional Homelessness Strategy Across Larimer County stronger regional collaboration. • Community support & engagement: Public education campaigns to reduce stigma and unify regional messaging were emphasized, along with outreach to employers and opportunities for community involvement. Community awareness and attitudes survey • Purpose: Understand county residents’ awareness, perceptions, and attitudes toward homelessness and proposed strategies. • Format and distribution: Mobile-friendly online survey; promoted through paid social media ads, and partner organizations, with outreach targeting geographic and demographic diversity. • Timeline: Mid-April to early May 2024. • Content: Ranking of the five strategy categories, with open-ended questions on priorities, gaps, and opportunities; Questions regarding awareness of, information sources about, and engagement in homeless response system. • Intended use: Establish baseline public opinion, identify communications needs, and gauge community openness to strategies. • Participation: In total, 421 Larimer County residents completed the survey. Key findings The majority of community survey participants reported living in Loveland (56%), while about one- third (31%) reported living in Fort Collins, and the rest in other parts of the county (Figure 19). Figure 19. Community survey - Community of residence Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 63 When asked about how much of an issue homelessness is in their community, just over half (51%) of participants reported that it is a “significant” issue (Figure 20). Figure 20. Severity of homelessness in community When asked their perspective on how much local government spends on addressing homelessness, the largest proportion of participants (41%) reported that it spends “too little” (Figure 22). However, nearly one-third reported that local government spends “too much,” suggesting a notable divergence in opinion among members of the public. Figure 21. Opinions on government spending on homelessness When asked to rank the top strategy categories, prevention and early intervention mostly commonly received the highest ranking (Table 6). Participants consistently highlighted the importance of Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 64 Regional Homelessness Strategy Across Larimer County proactive strategies to prevent homelessness, focusing on early intervention and public education to build awareness and mitigate risk factors. The primary concerns centered on enhancing early intervention strategies, increasing resource availability, and fostering community education. Table 6. Strategy category ranking counts Strategy 1 2 3 4 5 NA Community Support & Engagement 32 44 58 79 159 49 Crisis & Immediate Services 85 107 95 52 25 57 Prevention & Early Intervention 170 85 53 33 37 43 Housing Stability 62 74 88 74 67 56 System Improvement & Coordination 41 64 77 120 71 48 Notes: 1 being the most important to 5 being the least important. Crisis and immediate services received the second highest ranking. Participant comments focused on crisis response, immediate support, emergency services, urgent needs, and funding gaps. Respondents conveyed a sense of urgency in addressing crises, advocating for rapid response mechanisms and accessible resources to manage acute needs effectively. The most frequent concerns revolved around funding, emergency shelters, and immediate crisis intervention. Final strategic planning sessions Community partner collaborative workshops In late June 2025, two in-person collaborative workshops were held with community partners, including service providers, local government representatives, and nonprofit leaders, in Loveland and Fort Collins. These sessions built on the March strategic planning kick-off meetings, providing an opportunity to: • Review and refine the draft vision and mission statements for Larimer County’s homelessness response system. • Discuss countywide and community-specific priority strategies identified earlier in the process. • Identify actionable steps, roles, and coordination mechanisms to implement the strategic plan. The workshops emphasized small-group discussions, strategy refinement exercises, and open dialogue focused on the balance between a unified countywide approach and local flexibility. A total of 27 representatives from various partner organizations attended the workshops. Key findings • Shared priorities across communities o Expand below-market and supportive housing, including creative models (e.g., shared housing, transitional options). o Strengthen prevention resources, with more flexible, locally administered funds to keep people housed. o Improve access to crisis and immediate services, especially mental health care and emergency shelter in underserved areas. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A Regional Homelessness Strategy Across Larimer County 65 o Foster an informed, supportive community through coordinated public education and stigma reduction. • Governance, accountability, and funding o Clear call for defined roles among county government, municipalities, the Continuum of Care, and nonprofits. o Interest in a coordinating entity (potentially new or existing) that can pool and distribute funding, tie resources to collaboration, and hold partners accountable. o Need for metrics, timelines, and transparent progress tracking to sustain commitment and demonstrate impact. • Collaboration and communication o Strong support for ongoing cross-community coordination through regular meetings, shared messaging, and peer accountability. o Emphasis on engaging diverse voices, including lived experts, culturally and linguistically diverse populations, and faith-based organizations. Community conversations: World Cafés In June, four in-person World Café style community conversations were held, two in Loveland and two in Fort Collins, to gather public perspectives on homelessness in Larimer County. These interactive events brought together residents in small-group discussions to share experiences, identify priorities, and explore solutions. Participants included a diverse mix of community members, with conversations designed to encourage dialogue across different perspectives. Insights from these sessions helped highlight shared values, surface concerns, and generate ideas to refine strategies to strengthen the county’s homeless response system. A total of 54 community members attended these events. Key findings • Strong shared values and desire for solutions o Across locations, participants expressed a sense of responsibility to care for neighbors and a shared belief that everyone deserves dignity, safety, and stable housing. o There is broad willingness to be part of the solution, with appreciation for opportunities to have open, constructive dialogue. • Fear and misinformation are major barriers o Public fear of people experiencing homelessness and leaders’ fear of constituent backlash shape decision-making. o Misinformation and stigma persist, with a tendency to reduce homelessness to substance use or criminality. o Participants stressed the need to acknowledge and validate fears while shifting narratives toward empathy, shared safety, and common benefit. • Build on existing assets and partnerships o Larimer County already has strong resources and programs, such as the Murphy Center, permanent supportive housing (PSH), safe parking, mobile services, outreach teams, and faith-based initiatives. Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A 66 Regional Homelessness Strategy Across Larimer County o There is a desire to leverage and expand what works, improve coordination, and ensure consistent communication about available services. • Importance of inclusive, community-wide messaging and engagement o Effective responses require bringing diverse voices together, including lived experts, underrepresented groups (e.g., Spanish-speaking, immigrant communities), and those outside HMIS. o Suggestions included shared meals, storytelling, neighborhood information sessions, and community-building events to humanize homelessness and reduce stigma. o Participants want transparent updates on what services exist, what is working, and how strategies are progressing. o Data is viewed as essential for demonstrating impact, gaining public trust, and overcoming skepticism about whether plans will lead to action. • Diverse needs require flexible and creative approaches o Different subpopulations (families, elderly, vehicle dwellers, people with pets, individuals with substance use disorder (SUD) or mental illness) require tailored responses. o Interest in innovative housing models (tiny homes, communal living, ADUs, mobile homes) and workforce/housing stability Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A If we have it spelled out [in a plan], “Here’s the priorities. Here’s where, if we’re all focused on these things, we can make some deeper impact,” that’s where I’m hopeful. And I know that there’s still differences and politics and all that kind of stuff, but if we’re all putting more effort in the same direction, we might be able to get there faster. – Municipal housing staff Docusign Envelope ID: B9FBA711-A57D-4DBF-999B-FC537EB35C7A