HomeMy WebLinkAboutMemo - Read Before Packet - 6/2/2020 - Memorandum From City Interdepartmental Nacc Team Re: Northside Aztlan Community Center - Options Plus Revised Powerpoint PresentationSocial Sustainability
222 Laporte Ave.
PO Box 580
Fort Collins, CO 80522
970.221.6595
fcgov.com/socialsustainability
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36TMEMORANDUM
36TDate: June 1, 2020
36TTo: Mayor and City Council
36TThru: Darin Atteberry, City Manager
36T Kelly DiMartino, Deputy City Manager
36T Jeff Swoboda, Chief of Police
36TJackie Kozak Thiel, Chief Sustainability Officer
36TJohn Stokes, Community Services Interim Director
36TFrom: City Interdepartmental NACC Team36TP0F
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36TRe: Northside Aztlan Community Center - Options
Purpose: To provide information to City Council in advance of the June 2 discussion regarding options
for Northside Aztlan Community Center (NACC).
36TBottom Line
At the May 26, 2020 City Council meeting, Council directed staff to provide additional information and
options so Council can direct decisions regarding when to transition the use of NACC from temporary
homeless shelter to childcare, summer camp, and regular intended programming for the community. City
Council acknowledged the tensions of competing priorities and the need for clear Council direction as the
City approaches the end of the latest Facility Use Agreement extension (which is set to expire on June 19,
2020) and the urgency of setting the summer camp schedule and plan for impacted families.36T For any of the
options, if an alternative site is found for shelter, then services will move to that location.
36TOptions for Council Consideration
• 36TOption 1: Continue with plan to exit shelter from NACC on June 19 and return FunQuest
(summer camp) in mid-July and reopen facility for remaining planned summer programs
• Option 2: Extend shelter at NACC until August, FunQuest ends early, other recreational
programming cancelled through summer
• Option 3: Extend NACC until alternative site secured, end of physical distancing, or vaccine
available; cancel FunQuest and other regular NACC recreational programming indefinitely
36TImpacts and considerations of each option are outlined below.
36TBackground
Overview of NACC as recreation center
• In 1997 voters approved Ordinance No. 31, 1997, the “Building Community Choices” capital
improvement program, extending the “Choices 95” sales tax to fund certain projects including
building a new NACC with intent to service the community as a recreation center.
• An average of 193,811 users/year (530 per day) use the NACC. An additional 30,000 typically
participate in youth/adult sports. NACC is the only center available at the north end of town with
23%-30% of users utilizing the reduced fee program and 17%-20% of users taking advantage of
1 Beth Sowder, Social Sustainability Department Director; Bob Adams, Recreation Director; Mike Calhoon, Parks
Director; Jerry Schiager, Police Lieutenant: Jason Chadock, Recreation Manager; Lindsay Ex, Interim Housing
Manager; Ingrid Decker, Sr Asst City Attorney; Tracy Ochsner, Sr Manager Facilities and Fleet; Victoria Shaw, Sr
Financial Analyst; Jill Marx, Communications Specialist; and Jim Pierce, Facilities Technician.
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the Silver Sneakers program. Under the newly established terms of the Larimer County variance,
summer attendance is projected to be approx. 250-350 users per day.
• Due to the COVID emergency, NACC was closed for recreational use on March 16, 2020. As a
result of closure, year-to-date gross revenue for the facility is down $254K vs. the same period in
2019.
Overview of NACC as homeless shelter
On March 19, the City and community partners including: Homeward Alliance, Homeward 2020, Catholic
Charities, Fort Collins Rescue Mission, Health District of Northern Larimer County, and Summitstone
Health Partners swiftly established a centralized operations site at NACC to help keep people safe and
slow the spread of COVID-19, with the following elements:
• Daytime services such as shelter, showers, meals, hand washing stations, health screenings and
monitoring, case management, access to mental/behavioral health and crisis intervention, and
overnight shelter.
• Serving a daily average of approx. 200 people experiencing homelessness (PEH), including
approx. 100 male community members overnight (1,124 unique PEH served since opening).
• Beginning June 1, women will also move into NACC overnight from Community of Christ Church
that was serving as a seasonal overflow shelter from November 1 through May 31 (approximately
20-30 additional community members).
• Isolation/separate area for “at-risk” due to age and/or underlying health condition in coordination
with Health District and Homeward Alliance and using separate building on W. Myrtle.
36TCommunity Needs and Values
Childcare Considerations
Affordable and accessible childcare is an adopted City Council priority. Childcare has further emerged as
a critical need during COVID-19, particularly as businesses re-open and families re-enter the workforce.
Essential workers and low-income families are particularly reliant on quality, affordable childcare services
during this time since their positions often do not permit work-from-home arrangements. This stabilizes
household finances and buffers against potential slides towards homelessness.
Overall Summer Childcare Options:
• The City’s Camp FunQuest (summer enrichment programs for full-time working parents with
children ages 5-15) is one of only a few remaining high-volume summer care programs
anticipated to provide childcare services for children and youth ages 5-15.
• With the loss of Poudre School District’s (PSD) Camp SOL and BASE Camp, there will be over
600 fewer spots than normal in Fort Collins for elementary and middle school aged children.
Several privately operated summer childcare services are also suspending programs this
summer.
• Boys & Girls Club provides summer care services and can serve 230 children weekly in Fort
Collins, full day. This is lower capacity than traditional summer numbers.
• CSU Youth Sports Camps also provide summer care services and have capacity for approx. 400
children/week (partial and full day).
• Attached is a listing of available childcare options serving children and youth ages 5+ during the
summer for Fort Collins residents. These services do not fill the gap from the closure of BASE
Camp and cancellation of PSD’s Camp SOL.
Adjustments made to allow NACC to be open thru June 19:
• Camp FunQuest will serve a total of 120 children each week, this number increases to 164 when
hosted at NACC with increased group numbers.
• The City has partnered with PSD for utilization of Riffenburgh Elementary free of rental and
custodial charges in exchange for the City to provide 20 full-time scholarship spots per week to
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McKinney-Vento students (program for students experiencing homelessness), totaling 240 for the
summer program. The City is contributing $48,000 in scholarships. Overall, the Camp FunQuest
revenues are projected at $288,000 based on current variances, this could increase as summer
camp continues.
• Original PSD agreement concluded July 17, and PSD graciously granted an extension through
July 24 to provide an emergency week of rehabilitation if NACC was delayed. No further deadline
extension is possible due to PSD preparing schools to reopen.
Childcare and Recreational Impacts of extending shelter at NACC beyond June 19:
• It is very unlikely that the City will have adequate time, people or financial resources to procure an
alternate site (non-city owned) and develop contract(s), complete inspections, obtain a license
transfer (if able to transfer again), and bring a facility up to code, and relocate.
• Alternatively, the only City facility large enough to house all Camp FunQuest students is the
Senior Center which is planned to reopen soon at ~50% capacity. Staff believes the building
could meet licensing requirements for around 120 participants, however, the State is processing a
significant number of requests and ability to transfer the license may not be known until sometime
in July. Childcare would prevent other designated uses of the Senior Center and likely eliminate
programs and activities.
• The City of Fort Collins currently lacks adequate gym space. Taking NACC offline would
negatively impact the community as the NACC hosts the largest gym in the City with 3 courts.
There are no other options for gym space, e.g., the City cannot rent more space from PSD as
gym usage is already at capacity.
• While COVID-19 guidelines are continuously evolving, an indefinite extension of sheltering would
lead to significant, across-the-board activity cancelations.
Financial Implications
In addition to the loss of FunQuest revenues, the following are opportunity costs from not operating
normal programming at NACC. Normal recreation fee revenues at NACC are highly seasonal, 2019
recreation fee revenues for NACC were:
• Q3 (July – September): $96K
• Q4 (October – December): $234K
• Q1 (January – March): $290K
• Q2 (April – June): $198K
• Note that revenue estimates for 2020 are uncertain given COVID-19 restrictions. Some programs
can continue at regular levels, but further analysis is required to calculate specific impacts.
• NACC fee revenues support staffing the facility, so this loss of revenue would cause ~25 hourly
positions to continue to be furloughed. An indefinite closure would jeopardize up to 6 FTE’s who
would need to be reassigned and supported through other funding sources or potentially
furloughed.
Homelessness Considerations
There are approx. 434+ people experiencing long-term homelessness in Fort Collins. The homeless
services system had gaps prior to COVID-19, as Fort Collins did not have day or overnight shelter
available for everyone especially during summer months. Gaps have been further illuminated and
exacerbated by COVID-19, and people experiencing homelessness (PEH) are especially vulnerable in
this pandemic as PEH have lower life expectancy, age quicker, and tend to have underlying health
conditions and/or disabilities.
If NACC closes on June 19, the following gaps in service will occur:
• Approx. 100-person gap for overnight (number of men staying at NACC)
• Capacity at local facilities (only able to operate at 1/2 capacity with physical distancing):
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o 58 – Catholic Charities (women, families, program residents/veterans)
o 43 – Fort Collins Rescue Mission (men and women)
• Approx. 200-person gap for day services – although some will be able to be accommodated at
Murphy Center (approximately 20-30 people inside and potentially twice as many outside
(however, there are potential neighborhood impacts to consider with outdoor day shelter
operations).
• Health screenings will be difficult to conduct and less likely to occur which started at NACC on
March 27 for every person accessing meals and services. So far, over 18,000 temperatures have
been taken at NACC.
• Lunch services will no longer be provided by Catholic Charities and unsure if this will be able to
be provided by others.
Beyond NACC, additional shelter services include, but are not limited to:
• Family Housing Network’s family shelter program– (4 families overnight at a time)
o Opening new day center for families on June 15
• Volunteers of America’ program to house veterans
• Health District and Homeward Alliance’s isolation and recovery facility at former Elderhaus
location on W. Myrtle Street – serves 20-24
Service providers have indicated the following (and will be available Tuesday night to speak directly to
their perspectives):
• Preference for a long-term solution to address this challenge during the COVID pandemic, as
providers are currently operating in a triage mode and cannot provide the full range of ongoing
programs, activities, and services that they would offer at a permanent shelter.
• Whether this longer-term solution is provided at NACC or at another site is contingent upon
additional funding. Longer-term solutions could also see cost savings over this triage mode, as
partners could consolidate services. An alternate site may prove more cost effective as there are
high security costs ($13K/week) and food costs associated with on-site catering (~$14K/week) at
NACC. There are significant costs associated with complying with CDC guidelines that will remain
at any site that is selected.
• Service providers have noted challenges associated with 2-3 week extensions, e.g., retaining
staff, planning needs, etc.
To address this longer-term need, the City and partners are actively working on system improvements
through work of Homeward 2020, NoCo Continuum of Care, and the City Manager’s Homeless Services
and Housing Opportunities Advisory Committee.
Financial Implications
If NACC is extended beyond June 19, these are the financial implications:
• The direct operating costs for running NACC as a shelter are $202.5K per month, excluding
additional costs of health screening (working on getting this information and will likely have by
Council meeting). These are low-end estimates and doesn’t include administrative shelter
responsibilities associated with running multiple sites.
o $128.5K are incurred by non-profit partners for food, staffing, and supplies
o $56.5K are incurred by non-profit partners for security
o $17.5K are incurred by the City for custodial, additional maintenance, and utilities.
o Above partner costs reflect the most current information provided but may not be
exhaustive and may change over time.
o The funding has been provided from a myriad of sources and is not secured beyond June
19 resulting in a potential monthly funding gap of up to $185K
o This does not include indirect costs, such as City staff time. Estimated FTE impacts of
staff time expended by department are:
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Social Sustainability: 1.25 FTE
Recreation: 0.25 FTE
Operations Services: 0.25 FTE
o Direct City expenses to date are ~$59K including ongoing and one-time costs. Although
these are eligible for reimbursement from FEMA, if they are not reimbursed that may
reduce the available balance of CDBG-CV funds to ~$140K or ~3 weeks of direct
operating expenses.
o $200K of CDBG-CV funds are being considered by City Council on June 2, 2020 to be
appropriated for the City to use for sheltering costs. This amount would cover ~4 weeks of
continued operations (beyond June 19), after which an alternate funding source would
need to be identified.
o Longer-term consideration for winter shelter will also need to be determined and secured,
and it is anticipated that funding and another site will be critical given a predicted
resurgence as well as cold weather needs.
Public Health Considerations
Homeless shelters: 30TUGuidance exists for operating homeless sheltersU30T during this pandemic, primarily
from the Center for Disease Control (CDC), with recommendations that include the importance of
community-wide planning, the importance of additional sites and resources (shelter decompression,
isolation sites, quarantine sites, protective housing for at-risk), cleaning and hygiene, staff protection,
facility layout, and more. To date, there have been a total 2 confirmed positive COVID cases thus far at
NACC with 1 suspected false negative. The Health District has secured tests from the state and
conducted mass testing at NACC (308 tests) last week with both staff and guests; early results suggest
no positive results for staff and 1 positive for asymptomatic guest who is already in care at the Myrtle
isolation and recovery site. They are still awaiting results from 5 tests.
Recreation reopening and gyms: Recreation facilities may reopen to 50% capacity up to 175 people per
facility under the terms of the County’s variance from the state. The Recreation Department plans to
reopen facilities over the next several weeks. The NACC would be able to reopen as soon as July 17.
Public Safety Considerations
As noted in the May 21 Council memo regarding NACC (attached), with the increase in people receiving
services at NACC coupled with warmer weather, Police Services is seeing an increase in disturbance
calls at NACC and crimes committed by guests in the neighboring areas. Continuing the congregate
shelter at that location may contribute to an increase in disruptive behaviors and criminal activity in the
north part of town. The closure of shelter at NACC could lead to more illegal camping.
In addition, Teaching Tree Early Childhood Learning Center is located next door to NACC, separated by
a parking lot. Their staff have documented several incidents of trespassing, litter and illegal behavior
occurring on the grounds of their childcare facility since sheltering operations began in March. Some
families served by Teaching Tree have also expressed concerns about returning their children to daycare
while sheltering services continue at NACC.
The handball court and skatepark at Old Heritage Park adjacent to NACC will remain closed until the exit
of the temporary shelter at NACC.
Business Considerations
Related to this, the City has received complaints from businesses in the area over the last several weeks
about disruptive behaviors from shelter users on or near their business properties. Some businesses
have indicated they feel patronage to their businesses will suffer while NACC is being used as a shelter.
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36TOther Alternatives and Solutions Pursued
36TAs noted in the 36TMay 21 Council Memo36T, staff has been exploring other alternatives and solutions for
sheltering beyond NACC:
• 36TDifferent congregate shelter site:
o 36TT36The City and partners have pursued over 20 potential sites for congregate shelter to
replace NACC Options pursued include private buildings, churches, and other large
institution sites.
o No other City or County buildings would meet the required space and amenities needed.
o Staff has yet to find a willing property owner who can lease or make their site available
over a similar duration and will continue to pursue any leads. Note one property owner
has indicated their site could be made available through August 1, and providers have
indicated at least three months is needed to justify a transfer of operations.
o As noted above, service providers would need additional funding to operate at any site;
however, costs could be less due to reductions in needed security and food costs.
• Focus efforts to find different congregate site and secure longer-term sheltering in winter
o Recognizes likelihood of second wave, the lack of alternative options for NACC, and the
need to prioritize partner time, City time, and funding toward longer-term strategic
solutions
• Non-congregate shelter (motels or hotels for those most at-risk of contracting COVID):
o Complimentary, concurrent solution the City and partners are exploring that would reduce
the number of people who would need congregate shelter and better align with CDC
guidelines for those most at risk (over 65 and/or with underlying health conditions).
o Would serve an estimated 25-50 people, which would decrease the overnight guests
sheltered by 25-50%.
o Budget of approximately $400K needed over 90 days (or approximately $133K/month)
Most expenses are eligible for reimbursement through either FEMA (75%) or
CDBG-CV (25%) funding, but need pre-approval from the State and
reimbursement is not guaranteed
o While many Colorado communities offering this are led by or supported by a County
government, some cities are assuming responsibility whether they have “legal
responsibility” or not.
o County and nonprofit partners have declined to be the applicant
Exploring possibility of financial contributions by partners which would lower
amount of City funding required to consider this solution.
36THomeward 2020 is convening two strategy sessions with the Corporation of Supportive Housing to help
the community identify assets and gaps in addressing ongoing shelter and housing needs of PEH. This
will include evaluation of the options above. This work is expected to be completed before the exit date
from NACC currently set for June 19.
Neighboring Community Responses
Neither Greeley nor Loveland are offering overflow or enhanced shelter services at this time. They are
providing regular residential program beds in Greeley and no shelter beds in Loveland. Greeley closed
their seasonal shelter services at the end of April and are planning to open up again for the winter
months. Loveland offers some seasonal shelter options during the winter months.
The Murphy Center has confirmed that they are a Fort Collins primary provider but also see PEH from
Loveland and Greeley. Their estimates include 70% Larimer County (with 80% of those from Fort
Collins), another 10% from elsewhere in Northern Colorado, and remainder is unknown (other places in
Colorado or the country). They estimated that of the total 1,100+ people served, approximately 100-200
are people from Loveland or Greeley.
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While Denver has the National Western Complex and Coliseum available to offer congregate shelter
during this pandemic, there are no local comparable facilities available in Fort Collins, e.g., the Ranch is
not an option at least through 2020 since the entire site is contracted by The Army Corps of Engineers as
a backup site for hospitals in case of an additional surge in cases. While staff and partners actively
coordinate across Northern Colorado on homelessness, Fort Collins cannot prevent people coming here
from other communities to seek shelter or services.
36TNext Steps:
• Dialogue and direction from Council on 6/2. Numerous staff from various departments and
providers will be on hand to answer questions.
• Amend NACC agreement and FunQuest/recreation plans accordingly
• Strategy sessions with partners and funders for systems approach as well as ongoing Advisory
Committee will occur first 2 weeks of June
36TAttachments:
• 36TChildcare options/descriptions
• May 21 Council Memo regarding NACC
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Summer Childcare and Camp
Options in Fort Collins for Ages 5+
Updated 5/26/20
Reference Only. Please contact the program directly for current information.
City of Fort Collins Recreation Department Camp FunQuest
From June 1 – July 17, all Camp FunQuest programs will be held at Riffenburgh Elementary
School in Fort Collins. Camp programs will run from 8am-5pm., Monday through Friday, with all
activities taking place on-site at Riffenburgh, or in nearby Edora Park. Location will move in mid-
July until the programs conclude on August 14. Until restrictions are lifted, there will be no
transportation or off-site field trips. Ages 5-15. Current program availability is limited and
additional registration slots will be posted as they become available.
https://www.fcgov.com/recreation/day-camps
Boys & Girls Clubs of Larimer County 2020 Summer Program
The Boys & Girls Clubs of Larimer County will be hosting a comprehensive in-person summer program
in Fort Collins, Loveland, Estes Park and Wellington. This summer program is for youth ages 6-12
years old and will operate Monday through Friday from 8:00am-5:30pm starting on June 3 and
concluding on July 24. Snacks and meals will be provided and daily programs and activities will range
within the categories of:
• Health, nutrition and wellness
• Social recreation
• Sports
• Art (performing & non-performing)
• Education & STEM
• Character and leadership development
• Technology
Due to COVID-19, this summer’s program will look different from previous years in a number of
ways. All CDC safety protocols will be followed, including social distancing recommendations
with no more than 10 kids in one room with one staff member. Cleaning and disinfecting hard
surfaces will occur many times a day, and hand washing will be required throughout the day. To
learn more about this program go to begreatlarimer.org. Spots are Limited.
Summer at CSU - K-12 Programs
Summer programs for kindergarten through high school students include credit-bearing,
academic, and sport programs. Teachers may explore sustainable teaching and the benefits of
movement in the classroom. These programs are offered by many CSU departments and
organizations hosting events at Colorado State University.
Academic & Experiential Camps & Programs: currently accepting registrations for some
options. Many of the June programs cancelled and some cancelled for the full summer. Several
programs anticipate opening in July-August, others are moving to online only format.
These programs are presented by departments at CSU, as well as organizations providing
summer camps through CSU Conference Services. Many programs include common elements
such as leadership and creativity. Age groups vary by program.
https://summer.colostate.edu/summer-programs/k12-programs/
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Youth Sports Camps: currently accepting registrations. Anticipate opening in mid-June.
Programs run through mid-August. https://www.chhs.colostate.edu/hes-youth-sport-camps
RAMS Sports Camps: not currently accepting registrations. Considering offering day camp
options with the athletics program in July. https://www.csuramcamps.com/
Private & Faith-Based Summer Camps
A variety of privately operated summer camps are available in northern Colorado. This list is not
exhaustive and provides only a few options. Availability and registration requirements vary.
Camp Timberline https://www.camptimberline.com/summer-camp
Colorado Youth Outdoors https://www.coloradoyo.org/programs/day-camp-programs/
Mountain Kids https://www.mountain-kids.com/programs/day-camps/
Sky Ranch Lutheran Camp https://www.skyranchcolorado.org/summer-programs
Wild Roots Studio http://www.wildrootsstudio.com/summercamps/
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Social Sustainability
222 Laporte Ave.
PO Box 580
Fort Collins, CO 80522
970.221.6758
MEMORANDUM
DATE: May 20, 2020
TO: Mayor and City Council
THRU: Darin Atteberry, City Manager
Jeff Mihelich, Deputy City Manager
Jacqueline Kozak Thiel, Chief Sustainability Officer
FROM: Beth Sowder, Social Sustainability Department Director
RE: Northside Aztlan Community Center Exit Options
Bottom Line
The City is actively coordinating with the Service Providers to develop an exit strategy for
Northside Aztlan Community Center (NACC). While planned for May 29, staff is in the process
of extending the agreement to no later than June 19 to allow for a phased transition out of
NACC with the continuation of daytime services for people experiencing homelessness, e.g.,
health screenings, meals, etc. Staff and service provider partners continue to explore all options
for shelter during this time as well as planning for fall/winter sheltering. An additional update will
be provided to City Council when the exit strategy has been finalized.
Emergency Regulation No. 2020-02, suspending legal requirements related to the use of NACC
as a temporary shelter, remains in effect and so no action related to that is needed.
Background
The City has been following the guidance of public health agencies when supporting a
community-wide response to the COVID-19 pandemic, including for those community members
without homes. On March 19, in response to this guidance and global emergency, the City and
community partners like Homeward Alliance, Homeward 2020, Catholic Charities, Fort Collins
Rescue Mission, Health District of Northern Larimer County, and Summitstone Health swiftly
established a centralized operations site at NACC to help keep people safe and slow the spread
of COVID-19. This includes daytime services such as shelter, showers, meals, hand washing
stations, health screenings and monitoring, case management, access to mental/behavioral
health and crisis intervention, and overnight shelter. On average, NACC is serving approx. 200
people experiencing homelessness (PEH), including approximately 100 male community
members overnight. The current agreement with the Service Providers to operate NACC
expires on May 29, 2020.
NACC Extension and Exit Strategy
As noted in the Council Memo last week, NACC is needed as a site for childcare (Camp
FunQuest) beginning the weekend of July 17. Staff is preparing an extension to allow for a
transition in services for PEH, which will be signed by the City Manager given his authority to
issue permits for the use of City property, with key elements as follows:
Service providers will continue to provide daytime services, including lunches, staffing
and associated support, and health screening and testing through June 19 at the latest.
The City will continue to support collaborative efforts to identify alternate shelter
locations (see section and table below).
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The City, service providers, funders and partners will work together on the joint
development of strategic, long term approaches for PEH that ensures limited resources
are directed and leveraged toward the best possible solutions during the uncertain
duration and conditions of the COVID-19 pandemic.
After June 19, the City will mobilize to rehabilitate NACC, which will include:
o Site rehabilitation, including 72-hour quarantine of the facility immediately
followed by full facility deep cleaning and sanitization; repair of any damage,
locker room and shower area restoration; HVAC preventative maintenance and
duct cleaning; and refinishing of all wood floors including the gym and all activity
rooms
o Preparing to restart operations, including moving Camp FunQuest back to NACC
and preparing facility for general operations, training staff on new design for
delivering services in this time.
Estimated costs of this three-week extension ranges between $52-57K, with $13-$18K
of this amount as direct costs to the City. An anonymous funder has graciously covered
all non-city costs, the providers are funding direct services, and the majority of city
expenditures are eligible for reimbursement.
Note with the increase in people receiving services at NACC, coupled with warmer weather,
Police Services is seeing an increase in disturbance calls at NACC and crimes committed by
guests in the neighboring areas. Continuing the congregate shelter at that location may
contribute to an increase in disruptive behaviors and criminal activity in the north part of town.
Other Shelter Options Under Exploration
Expanded shelter options are still needed due to the continued requirement for physical
distancing. The City and partners have been actively working to secure other sites for continued
shelter, both congregate and non-congregate. As this situation is rapidly evolving, here are the
current options staff and our partners are exploring, and note the options are not mutually
exclusive:
Option Benefits Challenges Notes
Option 1:
Secure a
separate
congregate site
similar in size
and amenities
to NACC
- Provides one single space
where all services can be
provided, e.g., meals, health
screening, etc.
- Staff and partners
have explored
approx. 20 options in
Fort Collins and have
not yet found a willing
property owner
- Even during normal
times, there is usually
not enough shelter
space for everyone
during the summer
months – it is
exacerbated now due to
distancing needs /
requirements
Option 2:
Secure a
longer-term site
for sheltering in
winter
3
case management and focus
on long-term permanent
housing
- Most expenses are eligible
for reimbursement
required)
- Up-front funding
required without
guaranteed
reimbursement
Next Steps
Update the agreement with the Service Providers, including exit strategy
Collaborate with other funders and service providers to plan and prioritize shelter needs
and funding options with limited resources
Continue pursuing the options listed above and communicate with City Council which
direction is being pursued.
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Northside Aztlan Community Center Options
Jackie Kozak Thiel
Strategic Alignment
2
Council Priorities
• Affordable housing
• Affordable and accessible childcare
• Equitable participation in culture and recreation programs
Strategic Objectives
NLSH 1.2 Collaborate…to make
homelessness rare, short-lived, and non-
recurring
C&R 2.1 – Develop recreational and
cultural programs that are diverse,
inclusive and accessible, and that also
drive attendance and cost recovery
Background
NACC
• Recreation Center established via voters in 1997
• Established as operations site for homelessness on March 19
May 26 Council meeting – Outlined Options for Consideration
• Option 1: Exit NACC on June 19 and return FunQuest in mid-July
• Option 2: Extend NACC until August, FunQuest ends early
• Option 3: Extend NACC indefinitely, FunQuest ends early and other
regular NACC programming canceled
3
Community Priorities
4
Homeless
ness
Economic
Health
Public
Health
Childcare
Public
Safety
Childcare Considerations
• Camp FunQuest moved to
Riffenburgh
• 120 kids/week including 20
scholarships for
McKinney-Vento students
• PSD extension to July 24
• 164 kids/week when at NACC
• Lower capacity community-wide
due to other closures
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Overall Summer Childcare Options – more limited in 2020
Childcare Considerations
6
• Unlikely to find alternative site for
childcare, significant licensing
challenges, lack of gym space,
activity cancelations
Impacts of extending shelter at NACC beyond June 19:
Homelessness Considerations
434+ People Experiencing Homelessness in Fort Collins
• Gaps in day and night shelter space
existed and exacerbated
• More susceptible to COVID-19
• Service providers have indicated:
Preference for long-term solution
Additional funding needed
Challenges with short extensions
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Homelessness Considerations
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Impacts if NACC closes June 19:
• Gaps in services including:
• 100 people overnight shelter
• 200 people day shelter
• health screenings challenging
• Meals
• Local shelters capacity at 50%
• Murphy Center – less capacity for
services and day shelter
Public Health Considerations
• People experiencing homelessness are especially
vulnerable
• CDC Guidelines for Shelters and People Experiencing
Homelessness
• County Variance for Gyms
Health District secured tests from the State –tested last week:
• 308 tests (still awaiting results from 5 tests)
• No positive results for staff
• 1 positive result for asymptomatic guest staying in
isolation
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Public Safety Considerations
• Increase in disturbance calls and crimes in neighboring areas
• Continuing shelter at NACC may contribute to an increase in
disruptive behaviors and criminal activity in the north part of town
• Closure of NACC could lead to more illegal camping
• Teaching Tree Early Childhood Learning Center concerns
• Other business concerns
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Alternatives and Solutions
• Alternative congregate shelter site – no viable options yet
• Over 20 potential sites explored
• Focus efforts on different site & secure long-term winter sheltering
• Non-congregate shelter (motel/hotel) for most at-risk:
• Shelter for most at-risk and reduce need at congregate; serve 25-50
people, budget of approx. $400K over 90 days
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Fiscal Considerations
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• Shelter direct operating costs: $276K/mo
• Funding would need to be secured to
continue beyond June 19
• Other sites / longer duration offers
cost efficiencies
• Recreation impacts:
• Closure led $254K lower income vs. 2019
• Average ongoing revenue is $68K/mo
• FunQuest yields $288K revenue
• Approx. 30 positions potentially
reassigned or furloughed
Next Steps
• Dialogue and direction from Council on 6/2
• Amend NACC agreement and FunQuest/recreation
plans accordingly
• HW2020 Strategy sessions with partners and funders for systems
approach and Advisory Committee will occur first 2 weeks of June
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Options to Consider
Option 1: Exit NACC on June 19 and return FunQuest in mid-July
• Gap in services for day and night shelter
• Focus could move to alternative sites, non-congregate shelter, and securing
longer-term winter shelter
Option 2: Extend NACC until August, FunQuest ends early
• Funding uncertain for continued shelter services for short extension
• Gap in childcare services and recreation programming
Option 3: Extend NACC indefinitely, FunQuest ends early and other regular
NACC programming canceled
• Funding uncertain for continued shelter services
• Gap in childcare services and recreation program cancelations
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15
Backup
- Recognizes a second wave
is likely and physical
distancing requirements will
still be in place
- Additional resources
will be needed to
secure such a site
and options are
limited (see above)
- Both the likely COVID
resurgence in the fall as
well as cold weather
needs makes this a
priority
Option 3:
Secure non-
congregate
shelter options
(motels/hotels)
- Provide separate space for
most vulnerable - those over
65 and/or with underlying
health conditions
- Greater ability to provide
- Determining who
most appropriate
applicant (e.g. who
has legal
responsibility as
- New territory for State
Department of Housing
(DOH) and FEMA, but is
encouraged during
pandemic
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