HomeMy WebLinkAbout033 - 03/02/2021 - ADOPTING THE HOUSING STRATEGIC PLAN AS AN ELEMENT OF THE CITY'S COMPREHENSIVE PLANHOUSING
STRATEGIC
PLAN
HOUSING STRATEGIC PLAN | 2021 2
City Council
Wade Troxell, Mayor
Susan Gutowsky, District 1
Julie Pignataro, District 2
Ken Summers, District 3*
Kristin Stephens, District 4 (thru Dec 2020)*
Melanie Potyondy, District 4
Ross Cunniff, District 5*
Emily Gorgol, District 6*
* indicates Ad Hoc Housing Council Committee
membership
City Leadership
Darin Atteberry, City Manager
Kelly DiMartino, Deputy City Manager
Kyle Stannert, Deputy City Manager
Home2Health Partners
Center for Public Deliberation at CSU: Sabrina
Tipton-Slagowski, Katie Knobloch, Martin
Carcasson
Family Leadership Training Institute at CSU
Extension: Patti Schmitt and Lisa Auer
La Familia / The Family Center: Emily Gorgol and
Sarah Zuehlsdorff
Larimer County Department of Health and
Environment, Built Environment Group: Brooke
Bettolo, Liz Young, Kelly Haworth
Partnership for Age Friendly Communities: Sue
Ballou and Ted Shepard
Affordable Housing Executive Team
Josh Birks, Economic Health Director
Julie Brewen, Chief Executive Officer, Housing Catalyst
Caryn Champine, Planning, Development, and
Transportation (PDT) Director
Theresa Connor, Interim Utilities Executive Director
Kelly DiMartino, Deputy City Manager
Dean Klingner, PDT Deputy Director
Jackie Kozak Thiel, Chief Sustainability Officer
David Lenz, Financial Planning and Administration
Director
Paul Sizemore, Interim Community Development and
Neighborhood Services Director
Beth Sowder, Social Sustainability Director
Travis Storin, Interim Chief Financial Officer
Housing Strategic Plan Core Team
Susan Beck-Ferkiss, Social Policy and Affordable
Housing Program Manager
DeAngelo Bowden, Social Sustainability Specialist
Maren Bzdek, Senior City Planner, Historic
Preservation
Megan DeMasters, Environmental Sustainability
Specialist
Leo Escalante, Public Engagement Specialist
Yasmine Haldeman, Home2Health Program Assistant
Lindsay Ex, Housing Strategic Plan Co-Lead and
Interim Housing Manager
Clay Frickey, Redevelopment Program Manager
Meaghan Overton, Housing Strategic Plan Co-Lead
and Senior City Planner
Sylvia Tatman-Burruss, City Planner
Shawna Van Zee, City Planning Specialist
Marcy Yoder, Neighborhood Services Manager
ACKNOWLEDGMENTS
HOUSING STRATEGIC PLAN | 2021 3
Communications and Design
Jarad Heintzelman, Design
Jill Marx, Communications Specialist
Boards and Commissions
Affordable Housing Board
Community Development Block Grant Commission
Economic Advisory Commission
Landmark Preservation Commission
Natural Resources Advisory Board
Planning and Zoning Board
“Super Issues” Meetings
Project Consultants
Root Policy Research
Cactus Consulting, LLC
Stakeholder Groups
Associated Students of Colorado State University
(ASCSU)
CARE Housing
City of Greeley
City of Loveland
Crossroads Safehouse
Elevations Community Land Trust
Family Housing Network
Fort Collins Board of Realtors Governmental Affairs
Committee
Fort Collins Chamber Local Legislative Affairs
Committee
Fort Collins Chamber Housing Task Force
Fort Collins Interfaith Council
Fort Collins Rescue Mission
Fort Collins Sustainability Group
Grand Family Coalition
Habitat for Humanity
Home Builders Association of Northern Colorado
Homeward Alliance
Homeward 2020
Housing Catalyst
City’s Internal Affordable Housing Task Force
Larimer County
League of Women Voters
Loveland Housing Authority
Mi Voz
Neighbor 2 Neighbor
NoCo Housing Now
Volunteers of America
North Fort Collins Business Association
Northern Colorado Chapter of the Urban Land
Institute
Numerous CSU Classes, local realtors, bankers,
developers, local landlords, residents, and others
Thank you to the over 600 community
members, City staff members, businesses,
organizations, and partners who shared their
feedback and contributed to this plan!
HOUSING STRATEGIC PLAN | 2021 4
HOUSING STRATEGIC PLAN | 2021 5
HOUSING
STRATEGIC
PLAN
MARCH 2021
CITY OF FORT COLLINS
HOUSING STRATEGIC PLAN | 2021 6
Housing affordability has been a priority for Fort Collins for decades, and as highlighted in
City Plan, is a key element of community livability. As our community continues to grow, we
know that many people are struggling to afford stable, healthy housing in Fort Collins. Nearly
60% of our renters and 20% of our homeowners are cost-burdened. Furthermore, our BIPOC
(Black, Indigenous, and People of Color) and low-income households are disproportionately
impacted—these community members are experiencing lower homeownership rates, lower
income levels, and higher rates of poverty. We also know our current level of investment in the
housing system is not enough to meet the goal City Council established in 2015 of having 10%
affordable housing stock.
To begin addressing these challenges, City Council established Affordable and Achievable
Strategies for Housing Affordability as a Council Priority in 2019. In the summer of 2020,
amidst the COVID pandemic, we kicked off a seven-month planning process that expands our
housing efforts to all income levels. The result of this effort is a plan that includes 26 strategies
designed to overcome the greatest challenges we face in housing affordability in Fort Collins.
Implementing these strategies will address high priority outcomes such as increasing the
overall housing supply and diversity, preserving the affordable housing we have, increasing
housing stability, and advancing toward more equitable outcomes.
We developed this plan in alignment with the City’s 2020 Strategic Plan, which includes an
objective to center our work in equity for all, leading with race, so that policy decisions reduce
inequities in the community and improve outcomes for those who are directly impacted
by housing challenges. This commitment was bolstered by over 600 community members,
numerous Boards and Commissions, the Council Ad Hoc Housing Committee, and our
Home2Health Partners who engaged with and shaped this plan.
With these priority strategies identified, we now begin the hard work of implementation. Here
in Fort Collins, we are deeply committed to turning plans into action, and 10 quick-impact
strategies are included within this plan so we can take direct action together in the next
year. Achieving this community vision will require challenging conversations and innovative
changes. We believe if any place in the country can do this vital, neighborly work, it is Fort
Collins. We look forward to joining you all in doing our part so that everyone has healthy,
stable housing they can afford.
Sincerely,
Mayor Wade Troxell Darin Atteberry, City Manager
HOUSING STRATEGIC PLAN | 2021 7
As partners in the Home2Health initiative, we would like to offer our support for this update
to the City of Fort Collins Housing Strategic Plan. Housing is an overwhelming problem in
Colorado. According to the Colorado Health Institute Home Equity report (2019), “Sixty
percent of Coloradans say their community is in a housing crisis.” This housing crisis is also
a health crisis as families struggle to find safe, healthy and affordable housing that does not
require more than 30% of their income.
Over the last two years, Home2Health has been focused on community dialogue and capacity
building to bring community voices, especially those of traditionally marginalized groups, to
the center of the policy development process. During the update to the Housing Strategic
Plan, we have worked collectively to engage community members in defining the direction
and priorities for how our city will make housing accessible to more people and address this
mounting public health challenge. One unique difference in this effort has been our focus on
equity. We have been able to bring an English/Spanish Language Justice cohort of the Family
Leadership Training Institute (FLTI) to Larimer County for the first time to increase civic
capacity with Spanish-speaking residents. We have empowered Community Guides to talk
to neighbors and friends about policies that deeply impact their daily lives, and are excited
to see so many of the stories and experiences shared in our Community Guide Conversations
reflected in the Plan. We have asked difficult questions: Who does not have stable, healthy
housing? How can we work together to change that? And most importantly, we have
listened—deeply—as people have shared their struggles, challenges, and hopes for change.
We applaud the City’s commitment not only to solicit community feedback on the proposed
Housing Strategic Plan, but also the City’s effort to be transparent about incorporating
community feedback into the Plan so that people can see where their voices have had
an impact on City policy. This transparency is key to create trust between the City and
community members. This Plan is an important step in the right direction to focus on the
entire spectrum of housing needs, instead of focusing on only one part of our housing system
or on one group of community members. We also appreciate the City’s continued work to
keep community voices at the center of this effort.
As the Housing Strategic Plan transitions into implementation, we encourage the City to
continue working collaboratively with the community. The Home2Health coalition looks
forward to transforming our local community and working for more healthy, stable housing
for more families in Fort Collins. We remain committed to partnering with the City not only
to involve diverse voices in the creation of policies, but also to support efforts to transition
community voices into collaborative action. We must plan, learn, and then act together so that
the implementation of this Plan can address the complex challenges facing our community.
Thank you for your continued commitment to partner with the community in this important
work and to address the current inequities in the housing system.
HOUSING STRATEGIC PLAN | 2021 8
Acknowledgments .................................................................................................................2
Executive Summary .............................................................................................................10
What Does This Plan Do? ..................................................................................................................10
Introduction: Why This Plan Now? What is Different? ..........................................................10
Vision: What Does the Plan Aim to Achieve?.............................................................................11
Greatest Challenges: What Do We Need to Overcome to Achieve the Vision? ...........11
Strategies: How will We Overcome the Greatest Challenges? ............................................11
Implementation: Where do We Go From Here? .......................................................................13
Introduction .........................................................................................................................14
Why Update the Housing Strategic Plan now? ........................................................................14
What’s different about this plan? ..................................................................................................14
A Systems Approach ......................................................................................................................14
Centered in Equity ...........................................................................................................................15
Connecting Housing and Health ................................................................................................17
Reflects Lessons Learned from the COVID-19 Pandemic .................................................19
Previous Plans and Efforts ...........................................................................................................19
From Dialogue to Policy—The Planning Process ................................................................20
How to Use this Plan ...........................................................................................................................21
What We Heard from the Community ........................................................................................22
Vision and Housing Goals ..................................................................................................23
Defining the Vision .............................................................................................................................24
Meeting The Vision Today and in the Future ...........................................................................24
Affordability Goal ................................................................................................................................26
How Are We Doing So Far? Are We Meeting Our Goal? .................................................26
Refining The Goal ...........................................................................................................................26
What We Heard from the Community ........................................................................................28
TABLE OF CONTENTS
HOUSING STRATEGIC PLAN | 2021 9
Greatest Challenges and Remaining Questions..............................................................29
Greatest Challenges ...........................................................................................................................29
Remaining Questions ........................................................................................................................32
What We Heard from the Community ........................................................................................33
Strategies and Priorities .....................................................................................................34
Existing Affordable Housing Strategies and Programs ........................................................34
Preliminary Strategies & Evaluation Framework .....................................................................36
Strategy Evaluation ............................................................................................................................37
How Strategies Were Prioritized ...................................................................................................38
Prioritized Strategies .........................................................................................................................39
Brief Description of Prioritized Strategies ...............................................................................40
Detailed description of prioritized strategies ..........................................................................46
What We Heard from the Community ........................................................................................62
Implementation ...................................................................................................................63
Immediate Next Steps in 2021 .......................................................................................................63
Biennial Planning Lifecycle ..............................................................................................................65
Guiding Principles ...............................................................................................................................66
What We Heard from the Community ........................................................................................68
Conclusion ............................................................................................................................69
Appendices .........................................................................................................................70
Appendix A: Glossary ........................................................................................................................70
Appendix B: Rental Housing Gaps Data ....................................................................................80
Appendix C: Existing Conditions ...................................................................................................81
Appendix D: Engagement Summary .........................................................................................130
Appendix E: Strategy Identification ..........................................................................................140
Appendix F: Strategy Toolkit ........................................................................................................148
HOUSING STRATEGIC PLAN | 2021 10
Executive Summary
What Does This Plan Do?
The plan before you sets out an ambitious vision that
everyone in Fort Collins has healthy, stable housing they
can afford. The seven greatest challenges to this vision
have been identified, and 26 strategies are prioritized
as first steps to overcome the greatest challenges.
Importantly, because no single community in the United
States has yet solved their housing affordability crisis, the
plan also includes an adaptive approach to implementation
that ensures we stay in learning mode as we test what
works and, equally important, what does not work, as we strive toward the plan’s vision.
Housing is about more than a unit being built, a policy approach, or a percentage of income.
Housing, and home, is about people. Throughout this document, you will find the voices of some of
the 600+ community members who shared their thoughts and personal stories with us.
Introduction: Why This Plan Now? What is Different?
The City updates its housing plan approximately every five years on average, and the last update
was in 2015. Recognizing the growing gap between incomes and housing prices, the lack of supply
particularly at lower-and middle-income levels, and the lack of incentives and funding to bridge
these gaps, City Council adopted “Affordable and Achievable Housing Strategies” as a priority in
2019 and established an Ad Hoc Housing Committee in 2020 to guide the development of this
plan update.
In addition to being a Council priority and having a dedicated Ad Hoc Council Committee guide
this work, four key elements of this plan are different from prior efforts:
• Uses a systems approach to address the entire housing spectrum: Fort Collins has been working
to address affordable housing needs since 1999. This plan expands our focus to the entire housing
spectrum, so that our work applies to every income level and every community member.
• Centers the plan in equity for all Fort Collins residents: Recognizing that housing price
increases and other housing challenges disproportionately impact our BIPOC (Black,
Indigenous, and People of Color) and low-income residents, this plan is centered in equity in
both process and outcomes. Specific indicators for evaluating implementation with an equity
lens are included.
• Connects housing and health: Health care accounts for only about 10-20% of our health
outcomes. Other factors such as socioeconomic status, government policies, and the built
environment (including housing) account for about 50-60% of the health outcomes we see
today. 1Beginning this work with a focus on health allows the plan to focus on upstream
solutions (also called social determinants of health) and doesn’t wait until an individual gets
to a doctor’s office to create conditions that are supportive of well-being.
• Reflects some of the lessons learned from the COVID-19 pandemic: Keeping people housed
and getting people into housing has never been more critical than in the midst of the global
COVID-19 pandemic, and several new strategies focused on housing stability are included
within this plan.
1 https://nam.edu/social-determinants-of-health-101-for-health-care-five-plus-five/
You can also jump right to the
26 prioritized strategies if that is
what interests you most!
HOUSING STRATEGIC PLAN | 2021 11
Vision: What Does the Plan Aim to Achieve?
The plan’s vision that “Everyone has healthy, stable housing they can afford” includes four
components:
• Everyone: Challenges Fort Collins to assess who does and does not have healthy, stable, or
affordable housing today and design strategies to ensure a person’s identity or identities is
not a predictor of whether they, or our community, achieve this vision.
• Healthy Housing: Addresses physical and mental well-being inside and outside of the home.
• Stable Housing: Recognizes housing is the most important platform for pursuing all other life
goals (known as “Housing First”), and that a secure place to live is a fundamental requirement
for quality of life and well-being.
• Afford(able) Housing: Ensures an adequate supply so community members do not spend
more than 30% of their incomes on housing.
Greatest Challenges: What Do We Need to Overcome to Achieve the Vision?
To answer “what is the problem we’re trying to solve” and “what are our greatest challenges to
achieving the vision,” staff compiled an Existing Conditions Assessment based on existing data
and community feedback to summarize the current state of housing in Fort Collins. Seven greatest
challenges were identified:
1. Price escalation impacts everyone and disproportionately impacts BIPOC
(Black, Indigenous, and People of Color) and low-income households.
2. There aren’t enough affordable places available for people to rent or purchase, or what is
available and affordable isn’t the kind of housing people need.
3. The City does have some tools to encourage affordable housing, but the current amount of
funding and incentives for affordable housing are not enough to meet our goals.
4. Job growth continues to outpace housing growth.
5. Housing is expensive to build, and the cost of building new housing will likely continue to
increase over time.
6. It is difficult to predict the lasting effects of COVID-19 and the impacts of the pandemic.
7. Housing policies have not consistently addressed housing stability and healthy housing,
especially for people who rent.
Strategies: How will We Overcome the Greatest Challenges?
The 26 strategies included in this plan are designed to take the first steps to overcome the greatest
challenges outlined above. As represented in the graphic below, the strategies are designed to
achieve multiple outcomes:
• Increase housing supply and affordability (12 strategies): Examples include removing
barriers to accessory dwelling units (or ADUs), updating the City’s Land Use Code, and
creating a new dedicated revenue stream.
• Increase housing diversity and choice (12 strategies): Examples include
recalibrating existing incentives, exploring innovative housing development
opportunities, and removing barriers to allowed densities via the Land Use Code.
HOUSING STRATEGIC PLAN | 2021 12
• Increase stability and/or renter protections (11 strategies): Examples include exploring a
rental registry or licensing program, exploring revisions to the City’s occupancy policy, and
supporting resident organizing in manufactured home communities.
• Improve housing equity (11 strategies): Examples include promoting inclusion and
affordability as community values, supporting foreclosure and eviction prevention, and
assessing displacement risk.
• Preserves existing affordable housing (9 strategies): Examples include extending the
required affordability term for new developments, and right or option of first offer/refusal for
public and tenants, respectively, when affordable housing developments go up for sale.
• Increase accessibility (2 strategies): The two strategies include a visitability policy that
increases accessibility for people with mobility challenges and advancing the 2020 Analysis
of Fair Housing Choice Action Steps.
The Section of this plan that further describes the various strategies provides the time frame for
moving forward a particular strategy, why the strategy was prioritized, who in the housing system
is impacted by a strategy, who will lead the strategy’s implementation, and key next steps. A full
list of all the strategies considered for inclusion in the plan is included in Appendix E.
The 26 strategies are designed to achieve multiple outcomes, as appropriate.
HOUSING STRATEGIC PLAN | 2021 13
Implementation: Where do We Go From Here?
The planning process is just the beginning of the work to ensure everyone has stable, healthy
housing they can afford. Implementation is when community, City Council and staff will transition
from “what” to “how” we achieve this vision. No community in the country has solved the housing
crisis. Adaptable, flexible decision-making is critical to make progress and adjust as we learn new
information and test approaches. Thus, implementation involves three elements:
• Specific implementation actions in 2021: A community
summit in the spring will map out specific actions for
the prioritized strategies followed by development
of an implementation roadmap with metrics and
indicators; an explanation of how projects will ensure
accountability and embed equity for all, leading
with race; and clarification about required roles to
implement the prioritized strategies.
• Ongoing planning lifecycle for this work past 2021: To
ensure we as a community stay in learning and testing
mode, this plan includes a two-year implementation
cycle that begins with a progress check, a re-
evaluation of priorities, and finally a design summit
with community and stakeholders to keep the work
progressing forward in a dynamic, adaptive way.
• Guiding principles for future prioritization and
decision making: While the City and its partners
will use the evaluation framework described in the
strategies section for individual strategy prioritization,
guiding principles will shape overall prioritization and
direction (see sidebar at right). These principles are
intended to increase transparency and accountability
around decision making and will be used in the
community process, reviewed by decision-makers,
and form the basis for the priorities addressed at each
biennial design summit.
Guiding Principles:
• Center the work in people
• Be agile and adaptive
• Balance rapid decision making
with inclusive communication
and engagement
• Build on existing plans
and policies – and their
engagement
• Expect and label tensions,
opportunities, and tradeoffs
• Focus direct investment on the
lowest income levels
• Commit to transparency in
decision making
• Make decisions for impact,
empowerment, and systems
(not ease of implementation)
HOUSING STRATEGIC PLAN | 2021 14
Introduction
The Housing Strategic Plan guides housing policy, sets a new vision for housing in Fort Collins, and
outlines a framework for investments in the community’s housing system. Fort Collins residents,
community partners, and the City created this plan together over the course of eight months.
Why Update the Housing Strategic Plan now?
The City has had a strategic plan for housing since 1999 and typically updates the plan every
five years. In 2015, City Council adopted the previous version, the Affordable Housing Strategic
Plan (AHSP), which set a goal for 10% of housing to be affordable by 2040 and outlined five key
strategies:
• Increase the number of affordable rental units;
• Preserve the long-term affordability and physical condition of the existing stock of housing;
• Increase housing and associated services for people with disabilities;
• Support opportunities to obtain and sustain affordable homeownership; and
• Refine incentives to encourage affordable housing construction and expand funding sources
and partnerships.
Regular five-year updates allow our community to continually reassess our housing efforts,
incorporate new data and trends and adjust policies as needed. In 2019, City Council adopted
“Affordable and Achievable Housing Strategies” as a priority and established an Ad Hoc Housing
Committee to guide the development of this plan update.
What’s different about this plan?
• Uses a systems approach to address the entire housing spectrum;
• Centers the plan in equity for all Fort Collins residents;
• Connects housing and health; and
• Reflects some of the lessons learned from the COVID-19 pandemic.
A Systems Approach
All previous housing plans adopted by the City have focused on affordable housing. The City
defines affordable housing as any home that is:
• Affordable for households making 80% or less of the Area Median Income (AMI) without
spending more than 30% of their income for rent, or 38% of their income for a mortgage; and
• Deed-restricted, meaning the cost of rent or mortgage remains affordable for at least 20
years.
While this framework is useful, we know that it does not address the needs of many people who
are struggling to afford housing in Fort Collins. Housing is a complex, interdependent system that
requires a comprehensive approach.
Accordingly, this updated Housing Strategic Plan addresses the entire spectrum of housing. It
includes targets, metrics, and policies that include all kinds of homes and income levels, not just
those that meet the City’s definition of affordable housing. The graphic below shows the spectrum
of housing covered in this version of the City’s housing plan:
HOUSING STRATEGIC PLAN | 2021 15
Centered in Equity
The Housing Strategic Plan is aligned with the 2020 City Strategic Plan’s objective to “advance
equity for all, leading with race,” so that a person’s identity or identities is not a predictor of
outcomes. Leading with equity impacts both the planning process and the plan’s intended
outcomes:
• Equity in process: Ensuring everyone has meaningful opportunities to engage and provide
input into the Housing Strategic Plan process.
• Equity in outcomes: Everyone has healthy, stable housing they can afford.
To begin leading with equity in the planning process, City staff are changing the way we listen to
and learn from the community. We are recognizing the need for everyone to speak and receive
information in the language they feel most comfortable with (language justice2), tailoring content
and format to each unique audience, and working on building trust with groups that historically
have not been included in City planning efforts, but this work cannot end there. We will continue
to learn, adjust, and step more fully into processes that empower community members to work
with local government to create the future.
Adopting housing policies that create equity in outcomes is equally important. We need to go
deeper than the traditional economic cost/benefit method of measuring results. Who will each
policy benefit? Who will be indirectly affected? Will unfair and biased outcomes be reduced or
perpetuated?
This work focuses on a universal outcome for our entire community—the Plan’s vision that
“Everyone has healthy, stable housing they can afford,” and will include targeted strategies to
ensure a person’s identity or identities is not a predictor of whether or not they, or our community,
achieve this vision.3 Centering our work in equity is a process of continual growth and comes with
a great deal of change and myriad tensions to balance as we work to build a better future for all
people in our community.
2 Language justice is a commitment to creating spaces where no one language dominates over any other
and to building cross-language communication over the long haul.
3 The concept of targeted universalism, developed by the Othering and Belonging Institute, means setting
one singlegoal that applies to everyone. Then, “the strategies developed to achieve those goals are targeted,
based upon howdifferent groups are situated within structures, culture, and across geographies to obtain the
universal goal.”
HOUSING STRATEGIC PLAN | 2021 16
Understanding the Impacts of Institutional and Structural Racism
Fort Collins’ housing system is inextricably linked to the national and statewide context, especially
the long-term effects of institutional and structural racism.4 The Housing Strategic Plan recognizes
and highlights these impacts, outlines policies to address and reduce systemic inequities, and
makes intentional decisions that move Fort Collins closer to our vision.
Despite progress in addressing explicit discrimination, nationwide racial inequities continue to be
deep, pervasive, and persistent in education, criminal justice, jobs, housing, public infrastructure
and health. In housing specifically, significant evidence demonstrates that structural racism has
unfairly limited the ability of BIPOC (Black, Indigenous and People of Color) communities to secure
healthy, stable housing they can afford—
both historically and today.
Fort Collins continues to experience the
long-term effects of the displacement and
marginalization of our region’s indigenous
people to create a community that did
not provide equal opportunity and fair
treatment for all of its members. The
legacy of neighborhood segregation and
social and economic discrimination against
BIPOC community members is evident in
generational wealth gaps that affect access
to healthy and stable housing today.
Segregation ensured that BIPOC residents
in Fort Collins were likely to live near the
city’s industrial sites and more likely to be
exposed to toxins such as coal smoke and
soot from the sugar beet factory; constant
pollution and hazards from trains; and the
odor and environmental impacts from the
original Fort Collins City landfill and the
nearby oil depots.5
This segregation and disproportionate
exposure to environmental harms was
often a matter of widespread but informal
housing discrimination, as well as enforced
in some cases by restrictive covenants that
excluded BIPOC residents from living in certain white neighborhoods in Fort Collins (see example
in above image). These covenants often included minimum sales prices for homes as well, ensuring
that lower-income residents—regardless of race—were also excluded.6
4 Institutional racism refers to policies, practices, and programs that, most often unintentionally and
unconsciously, work to the benefit of white people and the detriment of people of color. Structural racism is
a history and current reality of institutional racism across all institutions, combining to create a system that
negatively impacts communities of color. (Source: fcgov.com/equity)
5 Hang your Wagon to a Star: Hispanics in Fort Collins 1900 – 2000. Adam Thomas, SWCA Environmental
Consultants, see in particular pages 7-9 for examples.
6 Restrictive Covenant from Slade Acres, 1948 – south of Mulberry Street, at Sheldon Lake: https://citydocs.
fcgov.com/?cmd=convert&vid=51&docid=7701&dt=S-SUBDIVISION+PLAT
HOUSING STRATEGIC PLAN | 2021 17
These examples highlight the legacy of institutional and structural racism in Fort Collins and help
to explain its continued ripple effects in our present housing system as well. Fort Collins’ data from
the Home Mortgage Disclosure Act (HMDA), which is aggregate data from all lenders, is included
in the 2020 Analysis of Impediments to Fair Housing Choice report and shows that Hispanic/Latinx
mortgage loan applicants are denied loans at higher rates than Non-Hispanic applicants across the
income spectrum. The same data source includes reasons for denials disaggregated by race and
ethnicity. For example, 38% of Hispanic/Latinx applicants whose loans were denied in 2016 were
denied for having too high of a debt-to-income (DTI) ratio, while 24% of Non-Hispanic applicants
who were denied a mortgage loan that same year were denied for their DTI.
Given the limited information we have, we cannot conclude that Hispanic/Latinx applicants
have been denied based on race. This conclusion would require a much deeper analysis. While
people may sometimes be denied a mortgage application based on race, what these findings
point to instead are more widespread, general disparities in income, credit availability and wealth
generation that are most pervasive along racial/ethnic lines. Additionally, household incomes for
BIPOC households are lower than they are for white households. Median household income for
African American and Hispanic households is roughly $20,000 less than non-Hispanic white and
Asian households.
Whether through forced displacement, land use regulation, or the financial systems tied to
housing and wealth generation, it is clear that access to stable, healthy, affordable housing is not
distributed equitably among all communities in Fort Collins. For more information about these and
other impacts of systemic racism in the housing system, see the Existing Conditions Assessment.
Connecting Housing and Health
While housing affordability is one essential component of a healthy housing system, there are
many other elements to consider. Fort Collins has long acknowledged a connection between
housing and health, but our housing policies have most often focused on affordability. The quote
below from the City’s 2015 Affordable Housing Strategic Plan describes how housing affordability
is one of the health pathways that can lead to poor outcomes in peoples’ lives:
“Economically, the more a household has to spend on housing the less money they
have for other needs. Housing costs will typically take precedence over other staples
such as food, transportation and medical care. These factors lead to less individual
wellness and less community prosperity. Less individual wellness leads to less stable
housing conditions, which leads to less stable families and neighborhoods. From an
environmental perspective, a lack of affordable housing pushes some community
members that work in Fort Collins out to other communities to live. This creates
congestion on our roads and increased pollution, which damages the environment
that the Fort Collins community cherishes. Thus to create a healthier community, Fort
Collins must actively pursue policies to ensure that people from all walks of life can
find an affordable, quality place to live.”7
Alongside housing affordability, this plan acknowledges that healthy and stable housing are
critically important. If someone’s home is not healthy and safe, whether because of the physical
condition of the home (e.g., poor maintenance, mold) or because of the dynamics within the home
(e.g., domestic violence8), that lack of safety can result in poor health outcomes including chronic
stress, infection, trauma and hospitalization. Likewise, unstable housing (e.g., homelessness,
7 Affordable Housing Strategic Plan, 2015-2019 (pg. 1)
8 On average, more than 33% of women and 25% of men will experience domestic violence in their lifetime.
https://www.thehotline.org/stakeholders/domestic-violence-statistics/
HOUSING STRATEGIC PLAN | 2021 18
displacement, lack of emergency assistance) can result in chronic stress, worsening of chronic
conditions, and mental health impacts.
Connecting housing and health means recognizing that housing affordability is only one part
of the problem, and that improving housing affordability is only one part of the solution.
Housing conditions and costs, neighborhood quality, access to amenities and services, social
and economic factors, health care costs and childcare costs, and environmental conditions can
have compounding impacts on an individual’s health and on community well-being.9, 10 Healthy,
stable, affordable housing is the foundation of both individual and community health. The critical
importance of this foundation is reflected throughout the vision and strategies in the Housing
Strategic Plan.
9 Housing and Health: An Overview of the Literature. Lauren Taylor, 2018.
10 Health Impact Assessment Summary. Larimer County Department of Health and Environment, Built
Environment Group, 2020.
HOUSING STRATEGIC PLAN | 2021 19
Home2Health
The Home2Health project began after the 2019 adoption of City Plan. Home2Health is a
collaborative, two-year project led by the City and community partners including the Family
Leadership Training Institute at CSU Extension, the Center for Public Deliberation at CSU, The
Family Center/La Familia, the Partnership for Age-Friendly Communities, and the Larimer County
Department of Health and Environment. The purpose of this project is to increase our community’s
ability to work together to carry out updates to policies, codes, and regulations that can improve
housing affordability and health equity.
After a year of community conversations, storytelling, and identifying key housing issues,
Home2Health began working to bring community voices and priorities into the development of the
Housing Strategic Plan. Hundreds of residents participated in this process, and this plan centers
the voices of community members throughout.
Reflects Lessons Learned from the COVID-19 Pandemic
This Housing Strategic Plan was developed in the midst of the COVID-19 global pandemic, and
the resulting health and economic crisis and public health restrictions have further exposed
and increased pre-existing inequities in housing, employment, and health. Now, more than ever,
the housing needs in our community are critical and urgent. The development of this Housing
Strategic Plan was a priority prior to the pandemic and has
become even more important to adopt and apply as we
face a public health emergency that is disproportionately
impacting BIPOC and low-income households.
Previous Plans and Efforts
This housing plan incorporates the primary conversations
and strategies identified in previous efforts, including City
Plan, the annual Community Survey, Our Climate Future,
the Analysis of Impediments to Fair Housing Choice, the
Social Sustainability Gaps Analysis, and conversations
led by the Health District of Northern Larimer County,
among others. Community members have consistently
talked about the importance of housing for a healthy
environment, an equitable community, and the physical
and mental health of individuals.
This plan aligns with Our
Climate Future, the combined
updates to the Climate Action
Plan, Road to Zero Waste Plan,
and Energy Policy, which was
developed at the same time
as the Housing Strategic Plan.
Common strategies across
both plans include addressing
occupancy, Land Use Code
updates, improving health in
our housing system, and much
more.
HOUSING STRATEGIC PLAN | 2021 20
From Dialogue to Policy—The Planning Process
Conversations, storytelling and partnerships facilitated through Home2Health, community
direction from other planning efforts such as City Plan, and the strong foundation created by the
previous Affordable Housing Strategic Plan all helped make this Housing Strategic Plan possible.
The planning process steps includes the following steps:
• Step 1: Vision. A vision describes what we aspire to in the future. This plan’s vision that
“Everyone has healthy, stable housing they can afford” commits to ensuring all community
members benefit from our housing efforts and expands the focus of our work from
affordability to also include health and stability.
• Step 2: Our Greatest Challenges. The housing system is complex and has many different
influences. This step identified the greatest challenges to achieving the vision in Fort Collins.
• Step 3: Community Engagement. Over a two-month period, H2H partners and staff asked
approximately 450 community members to reflect on whether the vision and greatest
challenges matched their experience and what they would like to see changed to achieve the
vision.
• Step 4: Identify strategies and create a tool to evaluate them. Strategies were identified
based on what the community highlighted as important, research of peer cities, and work
with the project’s consultant team, Root Policy Research. To date, more than 50 strategies
have been identified.
• Step 5: Evaluate the identified strategies. Strategies were evaluated using 17 criteria, which
ask how well the strategy advances the vision, whether it is centered in equity, whether it is
feasible, what kind of impact it will have, and what resources are required.
• Step 6: Prioritize the strategies. With all strategies individually evaluated, staff developed an
initial set of priorities for the community to consider. Community members and City Council
prioritized solutions for final inclusion in the plan.
• Step 7: Consider plan adoption. In February 2021, Council reviewed the community’s
feedback, the draft plan, and will consider adoption of the Housing Strategic Plan.
• Step 8: Implementation. The community, Council, and City staff will transition from “what” to
“how” we achieve this vision in the implementation phase. The community and the City will
review work and determine what is working and what is not on a biennial basis, or every two
years.
Note: In the timeline graphic, the * symbol in each of the steps
indicates community engagement opportunities.
HOUSING STRATEGIC PLAN | 2021 21
How to Use this Plan
The Housing Strategic Plan is one of
many strategic or “functional” plans
that help the City set specific targets
and make progress toward the vision
for our community outlined in our
comprehensive City Plan.
If City Plan identifies the “what”
for the future of Fort Collins, the
Housing Strategic Plan describes a
set of targeted actions in the housing
system and guides future public
funding through the City’s Budgeting
for Outcomes (BFO) process and the
City’s annual Competitive Process
for housing funding. See fcgov.com/
socialsustainability/competitive-process
for more details.
Everyone has a part to play in this plan.
To arrive at a future where everyone has
healthy, stable housing they can afford,
we will all need to work together to
make changes in our housing system.
We hope you will see yourself, your
neighbors, and your families in this plan.
We also hope you will use this plan to
build momentum and accountability.
Finally, we encourage you to get
involved. If you have an idea or a project
to propose, get in touch at fcgov.com/
housing!
The remaining sections of this plan describe our housing needs, strategies, and accountability
measures in the following topic areas:
• Vision: This section articulates the vision, defines each of the terms used and how community
members shared that it affects them today, and paints a picture of what it could look like in
the future.
• Greatest Challenges & Remaining Questions: The housing system is complex and is
influenced by many different factors. This section includes the seven greatest challenges that
affect our ability to achieve the vision.
• Strategies and Priorities: This section illustrates the primary strategies we will use to
overcome the greatest challenges and advance toward the vision. Strategies reflect ideas
from the community, research on how peer cities are approaching similar housing needs, and
work with the project’s consulting firm, Root Policy Research.
• Guiding Principles & Metrics to Guide Implementation: As strategies are applied and the
community, region, and housing system evolves, new and updated strategies will be needed
to move toward the vision. This section will set forth guiding principles for advancing
strategies in the future and includes a set of metrics for evaluating plan success.
HOUSING STRATEGIC PLAN | 2021 22
WHAT WE HEARD FROM THE COMMUNITY
“All of it is connected. Unaffordable housing trickles into all other aspects of the community
and weakens the community as a whole.”
“People’s quality of life is so heavily affected when they have to make tradeoffs and make
hard decisions (like having to work multiple jobs) so that they can hopefully make it through.
This is especially hard on families with children. It bears a lot of weight on someone if they feel
they cannot provide a safe and quality space for their loved ones.”
“I’m finding the prospect of home ownership increasingly unrealistic and out of reach for my
income in this community. While home ownership is not a deal-breaker, the lack of flexible
rental options (i.e., access to yard and garden space) means quality homemaking by my
definition seems out of reach for me. For the community, I think we’re going to see our quality
of life for all residents decline. Working class and middle-class folks are going to have to either
move to a bedroom community and commute in or sacrifice other expenses to afford housing.
While we claim a high quality of life by most measures, I’d predict we’ll start seeing declines in
physical and mental health, and decreases in disposable income (i.e., expenditures on events,
restaurants, etc.) which will undermine that quality of life.”
“Based on personal experience, having a stable home environment plays a role in your mental
and physical health. When you can’t eat properly because you don’t have anywhere to cook
and you’re just eating out and eating things that you can’t reheat, it’s hard to stay clean and
get proper sleep and get your body the things it needs and even hard to get the right amount
of water. For youth, when there is nothing stable in their lives, they’re going to run with any
opportunity that comes along. Stable home environment is the foundation.”
“People end up having to make a lot of tradeoffs. When people have to choose between rent
and healthcare, they will often choose rent.”
“As a group we really were talking about the difference between equity and equality and how
equality isn’t the problem, that equity is the problem. We were thinking that people of color
and people of lower income need to be supported even more so they can maintain a living for
themselves and their families. This change could be started by anyone big or small because
even little things make a difference.”
“People I know cannot live near where they work. For me this makes traffic worse and our
climate and air quality footprint worse.”
“I felt a step away from homelessness when I was laid off from my permanent full-time job and
had to take 2 part time jobs during the downturn in our economy. It was a struggle financially.
I was able to hold on to my home, but don’t take it for granted.”
“We’ll need to address more than just housing—what is the transportation infrastructure?
Utilities infrastructure? Getting toward the vision, especially at the neighborhood level, will
require looking at the whole system.”
HOUSING STRATEGIC PLAN | 2021 23
Vision and Housing Goals
VISION:
EVERYONE HAS
HEALTHY, STABLE
HOUSING THEY
CAN AFFORD
HOUSING STRATEGIC PLAN | 2021 24
Defining the Vision
Everyone recognizes that all community members need
housing and are affected by the housing they do or do
not have. By including the entire community in the vision,
we can assess who does not have healthy, stable, or
affordable housing today and design strategies to ensure
that a person’s identity or identities is not a predictor of
whether or not they, or our community, achieve this vision.
(As one example, see the sidebar on varying rates of home
ownership in Fort Collins.)
Healthy Housing addresses
physical and mental well-being inside and outside of the home. Inside
the home, this means high quality indoor air, comfortable temperatures
in each season, physical and emotional safety, and freedom from harmful
mold, pests or pathogens. Community members defined health outside
the home as feeling safe in your house and neighborhood and the ability
to walk, bike, or take transit to get the services you need.
Stable Housing is when a house becomes a home. For community
members, a secure place to live is a fundamental requirement for quality
of life and well-being. Housing stability is central to the best-practice
“Housing First” approach to homelessness prevention, which recognizes
that housing is the most important platform for pursuing all other life
goals. This part of the vision also recognizes that people may need a
range of supportive services to stay in their homes.
Affordable Housing recognizes that many people in Fort Collins have
financial challenges related to housing costs and that increasing the
range and quantity of housing options can support greater choice
and affordability. Today, 3 in 5 renters and 1 in 5 homeowners are cost-
burdened, which means that the household spends more than 30% of
their income on housing.
Meeting The Vision Today and in the Future
What have community members shared about their housing today and whether it is healthy,
stable, or affordable? What key outcomes will this plan achieve and how might Fort Collins evolve
in the future as we work toward the vision?
(Images Credit: Shelby Sommer)
Homeownership rates in Fort
Collins vary by race
(Source: Equity Indicators):
• 55 in 100 white households
• 42 in 100 Hispanic/Latinx
households
• 52 in 100 Asian households
• 20 in 100 Black households
• 47 in 100 Native American
households
HOUSING STRATEGIC PLAN | 2021 25
Vision Today
What we heard from the community about
their current experiences with housing
Tomorrow
What the vision aims to
achieve in the future
Everyone
“We need more people of color and people that
come from these backgrounds handling and giving
insight on these issues. Need more people that
care about and advocate for these vulnerable
populations. City leaders/city officials should be
handling this with the insight of people of color.”
“We need to have more lower to middle class
citizens actually having their voices heard and
helping make the big decisions.”
A person’s identity or identities is not
a predictor of whether or not they, or
our community, achieve this vision
Alignment with key outcomes:
Improve housing equity
Healthy
Housing
“My apartment is rising in rent every year, and
the living conditions don’t match the price. I have
maintenance issues (and) the condition of the
apartment is old and undertaken care of. . .”
“It makes it so that the places that are more
affordable are no longer safe due to living conditions
and crime rates among other things. These are
important to consider when you have kids. Do you
stay broke and live somewhere safe or give yourself
more cushion but risk safety? Some of the more
affordable areas also do not have as good of schools,
which is a big concern for me regarding my kids.”
Tools and supportive services would
be in place to ensure that renters have
safe and healthy places to live.
Outside the home, neighborhoods
across the City would provide safe,
walkable spaces for all ages and
stages of life.
Alignment with key outcomes:
Increases accessibility; Improves
housing equity
Stable
Housing
“We are impacted by great uncertainty in being
able to afford to live in this City in the long-term,
impacting all facets of our lives. . . including mental
health with facing this kind of uncertainty. The right
to shelter is a basic need and there needs to be
solutions that start supporting those lower-income
residents to have long-term stable housing as soon
as possible.”
“You have to live paycheck to paycheck. Sometimes
you don’t even know where your next meal will
come from.”
Community members would be able to
choose where they want to live and for
how long, making housing instability an
issue of the past.
Policies and solutions focus on all
outcome areas, from housing to health.
People will have access to supportive
services and emergency assistance
when they need them.
Alignment with key outcomes:
Increases stability / renter protections
Affordable
Housing
“When you lack affordable housing, it causes a lot of
stress for the individual. Do I have enough money for
rent, for food, for medicine, and for gas? You keep
making trade-offs. [If] I pay for rent, I don’t buy food
or don’t get medicine.”
“I think it is important that workers are able to afford
living in or near the city they work in, especially
teachers and frontline workers.”
Housing costs and the cost of living
are aligned with individual incomes,
meaning decisions like these are rare
and nonrecurring.
There is enough housing supply that
aligns with the incomes and needs of
community members.
Alignment with key outcomes:
Increases housing supply and
affordability; Increases housing
diversity / choice; Preserves existing
affordable housing
HOUSING STRATEGIC PLAN | 2021 26
Affordability Goal
GOAL (SET IN 2015):
FORT COLLINS AIMS TO HAVE 10% OF ITS HOUSING STOCK
BE DEED RESTRICTED AND AFFORDABLE
[TO HOUSEHOLDS MAKING <80% AMI] BY 2040.
How Are We Doing So Far? Are We Meeting Our Goal?
In 2015, affordable housing made up 5% of the City’s
housing stock. Over the past five years since Council
adopted the 2015 plan, the City and its partners have
added 373 new affordable homes with 240 under
construction. However, the total number of housing units
has also increased proportionately to 70,692, which means
that affordable units still make up only 5% of the overall
housing stock. Overall, Fort Collins has 3,534 affordable
units in its affordable housing inventory, which falls short
by 708 units of where we should be by now. To get back
on track to achieve our 10% goal by 2040, we need to
increase the amount of affordable housing by 282 units
every year from 2020 onward. Every year the community is unable to reach its annual affordable
housing target requires current and future generations to make up the difference.
Refining The Goal
The City has some existing tools to encourage affordable housing, but the current amount of
funding and incentives for affordable housing are not enough to meet our goal. In addition, the
goal, as it is currently defined, reflects a broad approach to affordability and does not address
targeted needs by price point or tenure (rental vs. owner-occupied housing units).
The nuances in housing needs, as well as the importance of tailoring new tools and strategies to
achieve the city’s affordability goal, suggest that the City should consider defining subgoals. These
subgoals could establish more specific targets and help us more accurately monitor progress
toward the overarching goal of 10% affordability by 2040. This recommendation is included as one
of the plan’s prioritized strategies (see page 26).
The first step in refining our goals is better defining our housing needs. The following figures
compare supply and demand for both rental and ownership housing at different income levels
(as a percentage of AMI). The figures illustrate that rental needs are concentrated below 60%
AMI while ownership needs are concentrated below 120% AMI—evidence of the need for
goal refinement and strategy calibration. A shortage of rental or owner housing at any given
affordability level means the households in that income range must “rent up,” (or “buy up”),
spending more than 30 percent of their income to find housing.
The City needs to build 282
affordable units per year between
2020 and 2040 to achieve its
current affordability goal.
HOUSING STRATEGIC PLAN | 2021 27
Note: The figures show cumulative supply and demand, meaning each bar builds upon (and
includes) the preceding affordability category (e.g., the 0 to 60% bar includes inventory from
the 0 to 30% bar as well). See Appendix B for data and detailed more explanation of the rental
affordability figure.
Rental Affordability, Fort Collins, 2019
Note: Income limits assume a 2-person household and allow for 30% of monthly income for housing costs.
Source: 2019 American Community Survey (ACS), HUD 2019 Income Limits, and Root Policy Research.
Ownership Affordability, Fort Collins, 2019
Note: Shortage shown in percentage points (%pp). Income limits assume a 2-person household and allow for 30% of monthly income
for housing costs including 30-year fixed mortgage with 4% interest rate and 5% down payment.
Source: 2019 ACS, Larimer County Assessor Sales Database 2020, HUD 2019 Income Limits, and Root Policy Research.
HOUSING STRATEGIC PLAN | 2021 28
WHAT WE HEARD FROM THE COMMUNITY
“One item that I’d like to highlight is the need for “For Sale” affordable housing. Housing
Catalyst is doing a terrific job of working in the rental market for lower income families,
but except for Habitat for Humanity I don’t know of anyone in the For Sale arena for lower
incomes and even for the 80% to 120% AMI families.”
“There is more commuter traffic as people move out of Fort Collins for housing they can
afford. Those making the 80% to 120% of AMI—that’s teachers, firefighters, police officers, and
the like cannot afford to live here. I have 2 adult kids that are in that situation, so it does affect
me individually as well as the overall community.”
“There are people from all over with all sorts of different families trying to live here and one
policy won’t fit all of them.”
“Small levers will NOT get us where we need to go. We need to take BIG risks to really change
the system in a way that will actually help people. This is not the time for incremental change.”
“One woman moved here 15 years ago on disability (she’s in a wheelchair) with 2 kids in 3rd
& 5th grade and an income of $189 a month. Because of N2N [Neighbor 2 Neighbor] she was
able to raise them in a stable home. They both graduated with honors. If not for N2N she
would have lost her kids.”
“All housing moving forward needs to meet the entire housing spectrum to get to our final
buildout number to meet the needs of the next 70,000 people. Everything built going forward
needs to be over-built for lower income ranges to adjust the current stock to achieve any kind
of balance by buildout.”
“People have to work multiple jobs in order to pay their living expenses. I lose great
employees all the time because they have to leave for a multitude of reasons including
not being able to afford childcare. Sometimes we lose great employees because they find
higher paying jobs and these are always happy farewells because we want everyone to be
successful.”
“It’s hard to choose between renting and buying because the newer houses are being rented
but the rent is as expensive as a mortgage. If you decide to buy an older house it is still
incredibly expensive, and you have to factor in repairs and remodel costs. Another challenge
is that even families have to have roommates to afford their housing.”
HOUSING STRATEGIC PLAN | 2021 29
Greatest Challenges and Remaining Questions
City staff began developing the Housing Strategic Plan by analyzing housing, demographic, and
job data for Fort Collins. This analysis became the Existing Conditions Assessment (see Appendix
C for full document and data sources), which provides an overview of what we know about the
current state of housing in Fort Collins and the many factors that influence our housing system.
Some of the topics include:
11 The Existing Conditions Assessment provides a list of sources and citations for all data in this section of
the Plan.
• Demographics
• Equity and inclusion history and context
• Jobs and economic indicators
• Price of rental and for sale housing
• Housing policies
Based only on this initial data and analysis, staff created a preliminary list of greatest challenges
and remaining questions for the plan update. During the public engagement process, staff shared
the list with participants and asked them to compare the challenges and questions with their lived
experience. Did the list reflect their lived experience of finding housing in Fort Collins? What was
missing? How could these challenges and remaining questions adjust to better reflect the reality
of finding a place to live in Fort Collins? What needs to change to address these challenges? This
process led to the finalized list of greatest challenges and remaining questions in the Housing
Strategic Plan.
Greatest Challenges11
Price escalation impacts everyone, and disproportionately impacts BIPOC [Black, Indigenous and People
of Color] and low-income households.
Hispanic/Latinx, Black or African American, and Native
American households make up a disproportionate share
of low-income households in Fort Collins. While the wages
of many low-income occupations have climbed faster than
wages overall, they still have not kept up with the increase
in housing prices. Since 2010, rents in Fort Collins have
increased 68%, the median sales price of single-family
detached homes has increased by 124%, and the median
sales price of townhomes and condos has risen 164%.
During the same time period, wages have increased by just
25%. With an ever-widening gap between housing prices
and wages, and without further review into possible causes
and explanations for that gap, BIPOC households could
be further marginalized by our housing system and suffer
from the continued effects of a gap that may be caused, at
least in part, by the effects of institutionalized and systemic
racism. These effects are further outlined in the Equity and
Inclusion Section of the Existing Conditions Assessment
Data clearly indicate
BIPOC communities are
disproportionally low-income,
have lower net worth, and are
less likely to be homeowners.
While structural racism is evident
across the United States and
locally, more work is needed to
establish the exact cause of these
disparate outcomes here in Fort
Collins.
HOUSING STRATEGIC PLAN | 2021 30
There aren’t enough affordable places available for people to rent or purchase, or what is available and
affordable isn’t the kind of housing people need.
The inventory of affordable rentals and homes for sale has
dwindled over the past several years. In 2012, 50% of the
rental housing stock cost less than $1,000 per month to
rent. In 2018, only 20% of the rental housing stock cost less
than $1,000 per month. As a result, 60% of renters in Fort
Collins are “cost burdened.” Cost burdened households
spend more than 30% of their income on housing, which
means they have less money for savings, food, healthcare,
and other essential needs. Similarly, since 2010 the median
price of housing for purchase has risen from about
$200,000 to $448,250 for a single-family detached home
and from about $120,000 to $316,885 for a townhome or
condominium. (Fort Collins Board of Realtors, December
2020 Report). This has led to an increased percentage of
renters. Fort Collins is now almost evenly split between
renters and homeowners. Participants in the Home2Health
community engagement workshops indicated that they
are having to make difficult choices to meet their housing
needs. Many community members are subletting portions
of their homes, living with roommates, or working multiple jobs to afford their homes. Elderly
residents and residents with disabilities also have a difficult time finding housing that is accessible
for their physical needs. This is a mismatch between the housing that people need and the housing
that is available in Fort Collins. Community members who have to live in housing that is too
expensive or that does not meet their physical needs are making difficult decisions that lead to
instability and added stress in their lives.
The City does have some tools to encourage affordable housing, but the current amount of funding and
incentives for affordable housing are not enough to meet our goals
While the City has affordable housing incentives and provides between $1.5 million to $3 million
in direct subsidy funding every year, these resources are not enough to meet the City’s affordable
housing goals. The City would need an additional 708 affordable units to meet its 2020 goal of
6% of all housing being affordable. Assuming a $38,970 investment by the City yields one unit of
affordable housing, the City would need to invest $27,590,000 of direct subsidy funding to close
the 2020 gap, which is the equivalent of 9 to 18 years of funding at current levels. This calculation
also assumes that federal subsidies for the development of affordable rental housing (Low-
Income Housing Tax Credits) remain steady, that there are enough tax-exempt government bonds
(Private Activity Bonds, or PABs) available to support each project, and that private developers
have the ability to deliver projects. Currently there is not enough PAB capacity for all proposed
projects, which has created a bottleneck for development of tax credit communities. In addition,
recommendations from the Land Use Code Audit indicate that current land use incentives (e.g.,
increased density, parking reductions) for affordable housing require revision and recalibration.
The strategy section of this plan includes recommendations for new and expanded tools and
funding sources to better support achieving our housing goals.
Job growth continues to outpace housing growth
The Fort Collins job market grew by 2.8% per year from 2010 to 2019. The Fort Collins population
only grew by 1.6% annually during the same time frame. While the housing stock of Fort Collins
grew by 1.73% from 2010 to 2019, this is still a slower rate than job market growth. The community’s
unemployment rate fell from 7% to 3% between 2012 and 2015 and has held steady below 3% since
“I used to live in Fort Collins in
the 80s and 90s. We could afford
one income and raise a family.
Now, divorced, I had to leave Fort
Collins and move to Wellington
where I have to rent a room. Due
to the increase in housing prices
many people were pushed out
to Wellington to find affordable
housing. If you look at Wellington
now, housing isn’t affordable
there either. Homes are well over
$300,000.”
HOUSING STRATEGIC PLAN | 2021 31
2015. Wages during this time frame did not keep pace with increases in home prices as referenced
in the first challenge. All these factors indicate a growing imbalance between jobs in Fort Collins
and the kind of housing available. If new housing supply in Fort Collins cannot keep up with the
pace of job growth, some Fort Collins workers must live in surrounding communities. Timnath,
Wellington, and Windsor grew by 18%, 8.7%, and 7%, respectively, from 2015 to 2018. Residents in
these Northern Colorado communities, as well as others,
tend to commute into neighboring communities like Fort
Collins, Loveland, and Greeley for work and many of
their daily needs. As of 2015, 18,799 car trips started in
communities with cheaper home prices than Fort Collins.
Some of these commuters live in nearby communities by
choice or because overall supply is so low that options
are limited for some buyers regardless of affordability. It
is likely, however, that many of these commuters cannot
afford to live in Fort Collins and must live in surrounding
communities, in hopes that they may be able to enter the
Fort Collins housing market in the future. This is known as
the “drive till you qualify” phenomenon, which also requires
commuters from neighboring communities to pay more for
daily transportation. In addition to the burden it creates on
individuals, this trend runs counter to the inclusive vision
outlined by City Plan and the City’s climate action goals, such as the goal to reduce vehicle miles
traveled (VMT) per capita. When individuals must drive further to meet their housing needs, VMT
per capita is increasing instead of decreasing.
Housing is expensive to build, and the cost of building new housing will likely continue to increase over time
In isolation, regulations for new housing development help deliver the kind of development quality
desired by the Fort Collins community. Developers pay for the impact their developments have
on the community through various fees, and regulations help ensure consistency across all kinds
of new housing development. The unintended consequence of regulations on housing, impact
fees and the rising costs associated with construction,
is that new housing ends up being unattainable for
most households. Fees for infrastructure, water, and
development review continue to rise as resources
become scarcer and development challenges become
more complex. In 2015, the average cost to build a unit of
housing was about $278,000, while today it costs close
to $330,000. Median income households can only afford
a home priced at about $330,000. Developers build
housing for a profit and thus cannot build new homes
for purchase for less than $330,000 without some form
of subsidy. In addition, the recent Land Use Code Audit
identified many places where existing regulations could
be revised or clarified to better encourage a wide range of
housing options. However, rewriting the Land Use Code is
a complex, resource-intensive task that will require funding
to complete. Further complicating this picture is the finite
quantity of natural resources in Fort Collins. Water to
support new development is increasingly scarce and expensive. Within our Growth Management
Area, Fort Collins has a limited supply of land. It will only become more expensive to develop in
Fort Collins. A dollar spent today on housing will go further than a dollar spent on housing in ten
years.
“Housing is part of a more
complex issue of life in Fort
Collins. We have attracted many
well paying jobs and have paid
for them. We have not done the
same with lower income/lower
education jobs.”
“Fees to builders are too high
to do anything but “high end”
or “luxury” as the media likes to
call it. There is a huge market of
low to middle income residents
that developers would love to
help but costs to build are too
difficult to hit any significant
development.”
HOUSING STRATEGIC PLAN | 2021 32
Remaining Questions
It is difficult to predict the lasting effects of COVID-19 and the impacts of the pandemic
The COVID-19 pandemic has cast a shadow of uncertainty
over many facets of life. Unemployment soared into double
digits before returning to 5%, leaving many without a
stable income. During the community engagement process
for this plan, many reported the strain the pandemic
has placed on their mental and physical health. While
the CARES Act provided enhanced unemployment
benefits and stimulus funds to individuals making less
than $75,000 and married couples filing jointly making
less than $150,000, the medium and long-term financial
prospects are unknown for households impacted by
COVID-19. Previous recessions have seen increased rates of
foreclosures and evictions. Recovery is also uncertain since
this current recession is in direct response to a pandemic.
Recovery will depend on the success of the vaccine rollout,
continued physical distancing, how fast businesses recover,
and many other factors. It remains to be seen how the
lingering effects of the pandemic may continue to impair
the mental and physical health of our community.
Housing policies have not consistently addressed housing
stability and healthy housing, especially for people who rent
What does it mean for all residents to have healthy and
stable housing? With only 1 in 10 renters able to afford
the median home price in Fort Collins, how will the City
support the nearly 50% of households who rent their
homes? Today, the City has several programs available
to support households (e.g., income-qualified programs,
Healthy Homes, Epic Homes, Landlord and Tenant
Information), and has recently supported expanded rights
for owners of manufactured homes who own their homes
but rent or lease the land. Additional information on
programs and policies that support stability and health are
noted in the next section.
However, our housing policies need to evolve further to
support renters in Fort Collins. This includes continuing
and expanding the programs that already exist, actively supporting partners who are providing
supportive services and emergency assistance, and examining the City’s occupancy regulations.
As noted in the Existing Conditions Assessment current zoning does not allow us to meet demand
for housing supply. Further, the City regulates the number of unrelated people that can occupy a
home (referred to as “U+2”). While many community members consider U+2 to be a successful
tool for preserving neighborhood character, the extent to which U+2 impacts the housing market
is unclear. More study would shed light on how U+2 might be modified to meet its intent without
impacting the affordability of housing. The Housing Strategic Plan includes the entire spectrum
of housing and recognizes the critical role of rental housing within the housing system. This will
require careful consideration of new policies that could improve housing stability and health for
renters.
“With having to now deal with
COVID, being unsure as to what
is going to happen in the next
couple of months, hours getting
cut and prices rising as a student
it has been very stressful. Trying
to balance all of those things plus
school, has impacted my mental
health and makes me worried/
anxious that I may lose my job
due to COVID or miss a couple
of days and be short on rent
because of COVID. “
“I want decision makers to
understand that our families are
regular people working hard and
they did not plan to take care
of grandchildren. A crisis can
change one’s life forever and it
affects their financial and mental
health, that is what our senior
families are dealing with “
HOUSING STRATEGIC PLAN | 2021 33
WHAT WE HEARD FROM THE COMMUNITY
“I have lived in Ft Collins since 1996. My first 1-bedroom apartment was $425 month. I now
rent a 2-bedroom house that costs $2150 a month. I’m college educated, make $65,000 year
and STILL can’t afford to own a home in the town I have grown up and old in.”
“I come from an upper-middle class family and yet I have had no option but to consistently
violate U+2 since I moved out of my parents’ home ten years ago. It was not until I was
28 years old that I could afford to rent a home with only two unrelated housemates. Even
then, rent consumed approximately 60% of my income, leaving me unable to afford health
insurance for two years.”
“Personally, lack of middle [income] housing is effectively making it impossible for me to
purchase a home, even though I earn just over the median income for this area. Where there
are more affordable options like attached single-family dwellings, duplexes, and triplexes,
they are often rigidly controlled and don’t include easy-to-add quality of life adds (gardening
space, outdoor patios, renewable energy sources, etc.).”
“My experience is that after living in Fort Collins for most of my life and then having to restart
my life on my own in my 40s, even with a decent paying job, I moved to Windsor to find
something affordable that met my needs.”
“I am disabled. It is incredibly challenging to find accessible housing within public
transportation areas in Fort Collins, let alone affordable housing. This is a significant problem.”
“There is no silver bullet to making housing more affordable—we’ll have to examine everything
we can to see how we can increase affordability—permitting processes, construction costs,
land costs, water costs—how can all options be on the table?”
“It’s just too expensive to build, we can’t build affordable product under the current cost
structure without subsidy.”
“One of our greatest challenges is that everyone wants affordable housing, but when we
(builders, developers) try to build it, we get push back—how do we overcome this at the
community? This isn’t only on the City to address - we all need to work on messaging on this.”
“We want to build more townhomes and a greater diversity in product, but it’s very
challenging with the current code structure, e.g., height limits of 3 stories, maximum densities.
We want to increase accessibility, but it needs to be easier to build at least to four stories if we
want to add elevators—anything lower that and it’s cost prohibitive.”
“This challenge [There aren’t enough affordable places available for people to rent or
purchase, or what is available and affordable isn’t the kind of housing people need] more
directly impacts me, especially recently when looking for housing for my mom, dad and
brother who are low income. It was a difficult process with not a lot of options and the
options that are out there can be too expensive, too small, too far away or substandard for a
family.”
HOUSING STRATEGIC PLAN | 2021 34
Strategies and Priorities
Development of this plan included consideration of more than 50 potential policy tools—or
strategies—that were identified by the community, City staff, City Council’s Ad Hoc Housing
Committee, and best practice research. This “strategy toolkit” was streamlined to 26 priority
strategies designed to overcome the Greatest Challenges, produce meaningful outcomes in
alignment with the community’s housing vision, and expand housing choice in Fort Collins across
the entire spectrum of housing preference and need.
In short, the prioritized strategies
give the City an array of policy tools
to achieve the City’s housing vision,
affordability goal and the six key
outcomes in the graphic on the right.
To provide context and background
about the tools that are already in
the City’s “toolkit,” a brief overview of
existing strategies and programs begins
this section of the plan. A discussion
of how new or expanded strategies/
tools were identified, evaluated, and
prioritized follows. Finally, the section
presents 26 prioritized strategies with
a focus on how those strategies help
accomplish the community’s vision and
address the Greatest Challenges.
Existing Affordable Housing
Strategies and Programs
Existing housing policies, programs,
and partners are summarized below
to provide context for the strategies
set forth in this Plan. Additional details
are available in the Existing Conditions
Assessment.
Funding Sources and Financial Assistance
• Community Development Block Grant (CDBG) and HOME Funds: federal funds allocated
annually to the City of Fort Collins to support affordable housing and economic/community
development activities benefitting low-income households. Ranges from $1.5 to $2.5 million
annually.
• Private Activity Bonds (PABs): tax-exempt bond capacity is allocated to the City of Fort
Collins to finance affordable housing development in association with the 4% Low Income
Housing Tax Credit (LIHTC) development tools. PAB allocations to cities are based on
population size; Fort Collins received $8.9 million in 2020.
• Affordable Housing Capital Fund: locally generated funding from the Community Capital
Improvement Program quarter-cent sales tax, a portion of which is dedicated to funding
affordable housing ($4 million over 10 years, sunsetting in 2025).
• Metropolitan Districts: special districts that issue tax exempt bonds to pay for infrastructure
improvements. Residential Metropolitan Districts must provide some form of public benefit.
The 26 strategies are designed to achieve
multiple outcomes, as appropriate.
HOUSING STRATEGIC PLAN | 2021 35
Providing affordable housing is one of the public benefit options. Staff is currently evaluating
this policy and there was a moratorium on new residential Metropolitan District applications
until January 31, 2021.
• Fee deferral: qualified affordable housing projects can
defer development fees until Certificate of Occupancy
or until December 1 in the year building permits are
obtained, whichever occurs first.
• Fee credits: developers can seek credits to cover
capital expansion fees, development review fees, and
building permit fees on units for households making
no more than 30% AMI.
• Homebuyer Assistance: the City previously provided
loans to income-eligible households to cover a portion
of down payment and closing costs; however, because
there are now several private and public down
payment assistance options the City is no longer
offering this program and is referring candidates to
programs offered by other agencies. For instance, the
City has agreed to participate in the metroDPA down
payment assistance program that expands the range of eligibility by serving households with
incomes up to $150,000. Many programs, including the City’s former Homebuyer Assistance,
only serve households up to 80% area median income, which is currently $75,250 for a family
of four.
Partnerships. The City works with many partners to advance Fort Collins’ housing goals. Below are
just a few examples.
• Local Non-Profit Housing Providers include CARE Housing, Neighbor to Neighbor, Habitat
for Humanity, and Housing Catalyst. Partners provide affordable housing as well as housing-
related services such as utility and rental assistance, housing counseling, homebuyer
education, and eviction and foreclosure prevention.
• Homeward 2020 was a collaborative, strategic think tank guiding implementation of Fort
Collins’ 10-year plan to make homelessness rare, short-lived and non-recurring by setting
priorities, developing alignment and action plans, and suggesting policy.
• Northern Colorado Continuum of Care coordinates funding and delivery of housing and
services for people experiencing homelessness in Northern Colorado, bringing together
agencies in Larimer and Weld Counties to develop a strategic, regional approach to
homelessness.
• Community Land Trust affordable ownership model that removes land from the purchase of
a home. Current partners include Urban Land Conservancy and Elevation Community Land
Trust.
• The Land Bank program is the City’s primary long-term incentive for affordable housing in
which the City acquires strategic parcels, holds, and then sells to qualified affordable housing
developers at a discounted price. All units developed must be affordable in perpetuity.
While increasing supply is critical,
even the most durable housing
needs reinvestment after it
has been lived in for 20 years.
Thus, these funding sources
are for both new construction
and rehabilitation of affordable
housing.
HOUSING STRATEGIC PLAN | 2021 36
Land Use Code Provisions for Affordable Housing
• Low Density Mixed-Use (LMN) Zone District Density Bonus: density increase from 9 to 12
dwelling units per acre for affordable housing projects in the LMN zone.
• Height bonus in the Transit Oriented Development Overlay Zone (TOD): one additional story
of building height if 10% of total units are affordable to 80% AMI or less (only applies in TOD
zone).
• Reduced landscaping requirements: affordable
housing projects may plant smaller trees than
required by the Land Use Code.
• Priority processing: qualified affordable housing
project applications receive priority processing during
the development review process (reduces each round
of review by City staff by one week).
Previous and Related Studies
Complementary recommendations from the following
studies are acknowledged in the Prioritized Strategies:
• Housing Affordability Policy Study (HAPS) – 2015
• 2015-2019 Affordable Housing Strategic Plan
• Land Use Code Audit – 2020
• Analysis of Impediments to Fair Housing – 2020
• Homeward 2020 Final Report– 2020
• Feasibility Study for Inclusionary Housing and
Affordable Housing Linkage Fees - 2020
Existing programs, policies, strategies and partnerships will
continue to be necessary as the City and community partners work toward housing goals. It is still
important to increase the inventory of affordable rental units, preserve the long-term affordability
and physical condition of existing affordable housing, increase housing and supportive
services for people with disabilities and support opportunities to obtain and sustain affordable
homeownership. However, existing efforts are limited in a couple of ways: first, because many of
these programs are focused on reaching goals related to affordable housing, they do not address
needs across the entire housing spectrum. Second, engagement with community members and
partners revealed community members do not always see their needs or themselves reflected in
the strategies presented in previous plans. The proposed strategies are organized to address these
issues.
Preliminary Strategies & Evaluation Framework
Strategy Identification
Preliminary strategies were designed to address the greatest housing challenges identified in the
Existing Conditions report and were based on findings and recommendations in previous City
reports, in addition to engagement with various city departments, Boards and Commissions,
Home2Health partners, meetings with the City Council Housing Ad Hoc Committee, community
engagement and researching peer cities.12 These groups generated hundreds of ideas, which were
12 2020 Land Use Code Audit, 2020 Analysis of Impediments to Fair Housing Choice, Homeward 2020
Consistent with the 2015-2019
Affordable Housing Strategic
Plan, this plan recognizes we still
need to increase the inventory of
affordable rental units, preserve
the long-term affordability and
physical condition of existing
affordable housing, increase
housing and supportive services
for people with special needs
and support opportunities to
obtain and sustain affordable
homeownership. See more about
this strategy at the end of the
detailed description of prioritized
strategies.
HOUSING STRATEGIC PLAN | 2021 37
consolidated and organized into over 50
preliminary policy strategies for consideration
in the Plan.
The City’s consultant, Root Policy Research,
led the process of converting ideas into
preliminary strategies. All suggestions were
included in some form;13 the reduction from
150 ideas to 50+ strategies was primarily
based on consolidation of duplicate or similar
ideas and framing ideas for a policy format.
A full list of ideas (and which groups
recommended them) are available in the
Appendix E.
Strategy Evaluation
The preliminary strategies were evaluated
based on three factors: alignment with
the vision, feasibility, and effectiveness.
The evaluation of vision
alignment included a
series of questions that
addressed each vision
element (“everyone,”
“health,” “stable,”
“affordable”), with
particular attention
to equity factors at
the individual and
neighborhood level (see
the evaluation framework
questions on the following
page). To evaluate whether
a strategy was feasible and
potentially effective, the
process relied on questions
related to community
support, implementation
options and partnerships,
as well as expectations
about how effective
each strategy could be.
Additional details on the
preliminary strategies and
evaluation framework are
available in Appendix F.
13 The only exceptions were ideas for which there was not a viable legal path forward (e.g., violation of
basic property rights or interstate commerce).
Evaluation Framework Ex. StrategyEx. StrategyDoes this strategy create/preserve housing affordable to 80% AMI or less (City-
adopted goal for affordability)?yes
Does this strategy enhance housing stability?maybe
Does this strategy promote healthy neighborhoods/housing?yes
Does this strategy increase equity in the following ways…
Address housing disparities?yes
Increase accessibility?no
Increase access to areas of opportunity?maybe
Promote investment in disadvantaged neighborhoods?yes
Mitigate residential displacement?yes
Does this strategy address highest priority needs (to be defined by sub-goal
development)?maybe
Does this strategy increase housing type and price-point diversity in the city?yes
Does the city have necessary resources (financial and staff capacity) to implement
administer and monitor?yes
Does this strategy have community support?yes
Can the City lead implementation of this strategy (or does it require state/regional
leadership and/or non-profit or partner action)?yes
If no, are partnerships in place to lead implementation?n/a
Does this strategy help advance other community goals (e.g., climate action, water
efficiency, etc.)?yes
How effective is this strategy in achieving the desired outcome (on a scale of 1 to 5
where 1 is not at all effective is 5 is very effective)?4
How resource intensive is this strategy (on a scale of 1 to 5 where 1 is no cost is 5
is very high cost)?2
Rating scales for efficacy and cost
Respond to each question with yes, maybe, or no:Vision CriteriaFeasibility CriteriaA note on limitations: Staff researched
housing policies implemented by communities
throughout the United States as part of the
strategy identification process. Each state has
different rules about what local governments
can do regarding housing policy.
One Colorado example is that cities may not
implement any form of rent control, which
means Fort Collins cannot limit rent prices or
require a percentage of affordable homes in
new rental developments (inclusionary housing).
Strategies like these would first require changes
to state or federal laws before Fort Collins could
consider them as policy options.
These ideas have been included in the full
strategy list (see Appendix E), though ongoing
advocacy at the state and federal level is (see
Strategy 5).
HOUSING STRATEGIC PLAN | 2021 38
How Strategies Were Prioritized
Staff further prioritized strategies that met the baseline criteria (vision alignment, feasibility, and
effectiveness), through a variety of exercises that rated and ranked each strategy, and discussed
broad priorities and objectives required to achieve the City’s vision and goal. The process
prioritized vision alignment over immediate feasibility, as some strategies may require additional
staff time and/or funding. In other words, strategies that currently may not be financially feasible
were included only if they met the other two criteria and if there was a clear path to achieve
feasibility.
Prioritization incorporated perceived impact of strategies, efficacy of strategies in achieving
desired outcomes, best practices and proven policies in peer communities, and alignment with
community recommendations (as identified through Home 2 Health and engagement efforts
specific to the Strategic Plan development).
The draft prioritized strategies were available for public comment as part of the Draft Strategic
Housing Plan in January 2021, as prioritization efforts continued through meetings with Home
2 Health Partners, Ad Hoc Housing Council Committee, meetings with various Boards and
Commissions, community and business organizations, and additional City staff vetting. No new
strategies were added nor were any strategies eliminated between Draft and Final Housing
Strategic Plan iterations, though several strategies were expanded and a number were edited for
clarity.
Additional detail on the prioritization process is included in Appendix F. In addition, the detailed
description of strategies includes the reasons each strategy was prioritized.
All prioritized strategies meet the baseline vision, feasibility, and effectiveness criteria and
reflect staff and community input on key objectives for the Plan. They are designed to address
the Greatest Challenges, produce meaningful outcomes, and expand housing choice in Fort
Collins across the entire spectrum of housing preference and need.
HOUSING STRATEGIC PLAN | 2021 39
Prioritized Strategies
Housing is a fundamental part of all communities, and a
critical consideration of community development. Yet the
types of housing available—and the market prices—are
not always in line with community needs. After analyzing
housing, demographic, and job data for Fort Collins in
the Existing Conditions Assessment, staff identified the
following list of Greatest Challenges and Remaining
Questions related to the Fort Collins housing system.
These challenges provide the organizing framework for
the prioritized housing strategies. Though many strategies
address multiple challenges, each is linked to the primary
challenge it addresses. (No challenges are listed under
Greatest Challenge #6, though many strategies will address
housing challenges exacerbated by the pandemic). In
addition, a vision alignment statement explains how each
group of strategies is linked to the vision: Everyone has
healthy, stable housing they can afford.
Priority strategies are summarized in the following table.
The table also includes the anticipated outcome of each
strategy, alignment with community recommendations,
and the anticipated timeline for implementation. Of the
26 prioritized strategies, 10 are “new” efforts (requiring
new programming or policy) and 16 are expansions or
recalibrations of existing efforts/policies (as noted in the
table).
The time frame is defined as:
• Quick(er) wins: actions that could be moved forward
in less than 1 year (10 strategies)
• Transitional: actions requiring 1-2 years to implement
(8 strategies)
• Transformational: actions requiring 2+ years to
develop an implementation and engagement strategy
(8 strategies)
The summary table of prioritized strategies is a more
detailed explanation of strategies, still organized by the
greatest challenge that they address. Detailed descriptions
include secondary challenges addressed by the strategy
(when applicable), the lead entity to implement the
strategy (further described in the glossary), the expected
outcome of the strategy, the group impacted by the
strategy (see sidebar), reasons for prioritization, next
steps, and the time frame for when actions could be
implemented.
The Ad Hoc Committee identified
the following strategies as quick
wins:
1. Assess displacement and
gentrification risk.
8. Extend the City’s affordability
term.
9. Advance Phase One of the
Land Use Code (LUC) Audit with
off-cycle appropriation.
13. Recalibrate existing incentives
to reflect current market
conditions.
14. Create additional
development incentives for
affordable housing.
25. Fund foreclosure and
eviction prevention and legal
representation.
Impacted players in the housing
system are identified in the
strategies to illustrate where
community members, businesses
and all fit into the strategies,
including the following:
1. Builders/developers
2. Landlords
3. Homeowners associations
4. Special districts and
government entities
5. Financial institutions
6. Manufactured housing
neighborhoods
7. Homeowners
8. Renters
9. People experiencing
homelessness
10. Residents vulnerable to
displacement
11. Historically disadvantaged
populations
12. Other community partners
HOUSING STRATEGIC PLAN | 2021 40
Brief Description of Prioritized Strategies
PRIORITIZED
STRATEGIES14 BRIEF DESCRIPTION OUTCOME
COMMUNITY
RECOMMENDATIONS
ALIGNMENT (See Appendix X)
TIMELINE
GREATEST CHALLENGE #1
Price escalation impacts everyone, and disproportionately impacts BIPOC
[Black, Indigenous and People of Color] and low-income households.
Vision Alignment: The following strategies primarily address the “everyone” (i.e., equity) component of the Vision.
1. Assess
displacement and
gentrification risk
(New)
Create map illustrating
displacement and gentrification
threats at the neighborhood level.
Improve housing
equity, housing
stability, and
preservation
• Not directly referenced,
though there were many
comments to no longer
being able to afford to live
here.
Quick(er) win
(<1 year)
2. Promote
inclusivity, housing
diversity, and
affordability as
community values.
(Expand)
Community engagement should
address structural racism, counter
myths related to affordable
housing and density, prioritize
storytelling and be culturally
appropriate.
Improve housing
equity and
accessibility; Increases
housing choice and
stability / renter
protections
• Combat stigmas associated
with affordable housing
• Build community-wide
support for doing things
differently
Transformational
(2+ years)
3. Implement the
2020 Analysis
of Fair Housing
Choice Action
Steps (Expand)
This HUD-required document
analyzes fair housing (the
intersection of civil rights and
housing) challenges for protected
class populations in Fort Collins.
Improve housing
equity and access to
opportunity
• Focus financial support on
lowest-income residents
• Ensure all neighborhoods
have access to amenities
• Increase equity in existing
programs and services
Transformational
(2+ years)
GREATEST CHALLENGE #2
There aren’t enough affordable places available for people to rent or purchase,
or what is available and affordable isn’t the kind of housing people need.
Vision Alignment: The following strategies support affordable, healthy, stable housing for all
by increasing housing choice across the entire housing spectrum.
4. Implementation,
tracking and
assessment of
housing strategies
(Expand)
Develop real-time, accessible
and performance-based data
evaluating results of strategies
to ensure they are effective,
equitable and moving towards
vision.
Increase and monitor
effectiveness of
strategies; Improves
housing equity
• Increase equity in existing
programs and services
• Consult with BIPOC and
low-income households
Quick(er) win
(<1 year)
5. Advocate for
housing-related
legislation at state
and federal levels
(Expand)
Monitor and support state-level
renter protection legislation.
Advocate for additional state
and federal funding sources.
Work with Larimer County on
eviction protections and consider
statewide coalition. Monitor state
legislative changes that affect
local government housing tools
(e.g., inclusionary zoning, real
estate transfer tax).
Varied (e.g., renter
protections, funding
options)
• Advocate for limits on rent
prices and/or annual rent
increases
• Provide emergency gap
funding to prevent eviction
Transitional
(1-2 years)
14 Each strategy is listed as New (initiated as a result of this Plan), Expand (expansion or evaluation of existing
program or policy), or Continue (Continuing existing program or policy).
HOUSING STRATEGIC PLAN | 2021 41
PRIORITIZED
STRATEGIES14 BRIEF DESCRIPTION OUTCOME
COMMUNITY
RECOMMENDATIONS
ALIGNMENT (See Appendix X)
TIMELINE
6. Evaluate
implementation of
a visitability policy
(New)
Allows easy visitation residents
with physical disabilities in a
portion/percentage of units in
new housing developments.
Improve accessibility;
Increases housing
diversity / choice;
Improves housing
equity
• Build community-wide
support for doing things
differently
• Increase equity in existing
programs and services
Transformational
(2+ years)
7. Remove barriers to
the development
of Accessory
Development Units
(Expand)
Remove Land Use Code barriers
and create more incentives for
revamping existing housing/
neighborhoods
Diversify housing
options/Increase
housing choice;
Preservation of
affordable rental/
owner housing
• Explore housing types
including smaller homes
and cooperative housing
• Relax restrictions in the
Land Use Code
Transitional
(1-2 years)
8. Extend the City’s
affordability term
(Expand)
The current affordability term for
projects receiving City funding or
incentives is 20 years, but many
cities commonly use terms from
30 to 60 years to keep inventory
affordable for longer.
Increase stability
& preservation of
affordable rental/
owner options
• Build community-wide
support for doing things
differently
Quick(er) win
(<1 year)
9. Advance Phase
One of the
Land Use Code
(LUC) Audit
with off-cycle
appropriation
(New)
Define additional housing types;
create opportunity to increase
overall supply; recalibrate
incentives for affordable housing
production; identify opportunities
to add to existing incentives;
refine and simplify development
processes
Diversify housing
options / Increase
housing choice;
Preservation of
affordable rental/
owner housing
• Explore opportunities to
limit fees associated with
housing
• Remove or relax
regulations that limit
creative reuse of existing
homes
Quick(er) win
(<1 year)
GREATEST CHALLENGE #3
The City does have some tools to encourage affordable housing,
but the current amount of funding and incentives are not enough to meet our goals.
Vision Alignment: The following strategies primarily address the affordability component of the Vision.
10. Refine local
affordable housing
goal (Expand)
Set more specific housing goals
by income level so that it is easier
to track progress and convey our
housing goals to developers
Improve targeting of
housing investments;
Improves housing
equity; Increases
stability / renter
protections
• Incentivize developers to
build affordable housing
Quick(er) win
(<1 year)
11. Create a new
dedicated revenue
stream to fund
the Affordable
Housing Fund
(Expand)
Create a fee or tax that generates
money for the Affordable
Housing Fund, which would
support additional affordable
housing development and
rehabilitation.
Increases housing
supply and
affordability and
preservation of
affordable rental/
owner housing
• Incentivize developers to
build affordable housing
Transformational
(2+ years)
12. Expand
partnership(s) with
local Community
Development
Financial
Institution (CDFI)
to offer gap
financing and low-
cost loan pool for
affordable housing
development
(Expand)
Establish a loan pool and gap
financing for affordable housing
projects that need additional
financial support to be viable.
Increase supply of
affordable rental/
owner housing
• Incentivize developers to
build affordable housing
Transitional
(1-2 years)
HOUSING STRATEGIC PLAN | 2021 42
PRIORITIZED
STRATEGIES14 BRIEF DESCRIPTION OUTCOME
COMMUNITY
RECOMMENDATIONS
ALIGNMENT (See Appendix X)
TIMELINE
13. Recalibrate
existing incentives
to reflect current
market conditions
(Expand)
Existing incentives include fee
waivers, fee deferral, height
bonus, density bonus, reduced
landscaping, priority processing.
Update incentives for affordable
housing development so
developers are motivated to
use them based on market
conditions.
Increase supply of
affordable rental/
owner housing;
Increases housing
diversity / choice
• Incentivize developers to
build affordable housing
Quick(er) Win
(<1 year)
14. Create additional
development
incentives for
affordable housing
(New)
Increase incentives to develop
affordable housing in the Land
Use Code to increase affordable
housing supply.
Increase supply of
affordable rental/
owner housing;
Improves housing
equity
• Incentivize developers to
build affordable housing
Quick(er)win
(<1 year)
GREATEST CHALLENGE #4
Job growth continues to outpace housing growth.
Vision Alignment: The following strategies increase housing for all by removing barriers to development and increasing housing options.
15. Explore/address
financing and
other barriers to
missing middle and
innovative housing
development
(New)
Collaborate with developers
and financial institutions to
understand barriers for missing
middle projects, e.g., financing,
code, materials; consider
partnerships with developers
and partners to address barriers
and build support for diverse,
innovative, and efficient housing
options; evaluate options to
promote innovation, competition,
and partnerships.
Increases housing
supply and
affordability; Diversify
housing options /
Increase housing
choice
• Incentivize developers to
build affordable housing
• Relax restrictions in the
Land Use Code to make
it easier for developers to
build new homes
• Seek out innovative ideas
from the community and
peer cities
Transitional
(1-2 years)
16. Remove barriers to
allowed densities
through code
revisions (New)
Revisit or remove barriers in
code that limit the number of
multifamily units, have square
footage requirements for
secondary or non-residential
buildings and height limitations
restricting the ability to maximize
compact sites using tuck-under
parking
Diversify housing
options / Increase
housing choice
• Explore more housing
types including tiny homes
and cooperative housing
• Build more duplexes and
small multifamily units
• Remove or relax regulations
that limit creative reuse of
existing homes
• Relax restrictions in the
Land Use Code to make
it easier for developers to
build new homes
Transitional
(1-2 years)
GREATEST CHALLENGE #5
Housing is expensive to build and the cost of building new housing
will likely continue to increase over time.
Vision Alignment: The following strategies primarily address the affordability components of the Vision.
17. Consider
affordable housing
requirements
as part of the
community benefit
options for metro
districts (Expand)
Consider requirement that
Metropolitan Districts containing
housing must provide affordable
housing
Increase supply of
affordable rental/
owner housing
• Incentivize developers to
build affordable housing
Quick(er) win
(<1 year)
HOUSING STRATEGIC PLAN | 2021 43
PRIORITIZED
STRATEGIES14 BRIEF DESCRIPTION OUTCOME
COMMUNITY
RECOMMENDATIONS
ALIGNMENT (See Appendix X)
TIMELINE
18. Increase awareness
opportunities
for creative
collaboration
across water
districts and other
regional partners
around the
challenges with
water costs and
housing (Expand)
Fort Collins has multiple water
providers and the cost of water
is different in each district. This
collaboration could address the
impacts of the variable cost of
water across districts.
Improve affordability
and housing diversity
• Incentivize developers to
build affordable housing
Transitional
(1-2 years)
GREATEST CHALLENGE #6:
It is difficult to predict the lasting effects of COVID-19 and the impacts of the pandemic.
Note: Multiple strategies address the challenges that COVID has created or amplified (e.g., Strategy 25. Foreclosure and eviction
prevention and legal representation). However, each of those strategies are primarily linked to other challenges. These linkages are
noted below in the narrative. As we better understand the impacts of COVID, alignment with this strategy will evolve, including
alignment with the City’s and region’s recovery efforts.
GREATEST CHALLENGE #7
Housing policies have not consistently addressed housing stability
and healthy housing, especially for people who rent.
Vision Alignment: The following strategies primarily address the health and stability components of the Vision.
19. Bolster city land
bank activity
by allocating
additional funding
to the program
(Expand)
The Land Bank program sets
aside land for affordable housing
development. This would allow
the City to purchase more land
for the Land Bank.
Increase supply of
affordable rental/
owner housing
• Incentivize developers to
build affordable housing
Transformational
(2+ years)
20. Explore the option
of a mandated
rental license/
registry program
for long-term
rentals and pair
with best practice
rental regulations
(New)
Potential components include
landlord education (fair housing
or other), standardized lease
agreements in English and
Spanish, requirements for
reasonable application fees, a
more defined path for conflict
resolution, and rental inspections
focused on health, safety, stability
and efficiency.
Improve renter
protections, housing
quality, housing
stability and landlord
access to information;
Improves housing
equity
• Explore rental licensing to
promote safe and healthy
housing
• Increase equity in existing
programs and services
Transformational
(2+ years)
21. Explore revisions
to occupancy
limits and family
definitions in order
to streamline
processes and
calibrate the policy
to support stable,
healthy, and
affordable housing
citywide (Expand)
Occupancy limits and narrow
family definitions often create
unintended constraints on
housing choice and options,
including cooperative housing
opportunities for seniors, people
with disabilities, and low-income
renters desiring to live with
unrelated adults in a single
family home setting, as well
as non-traditional household
arrangements.
Diversify housing
options / Increase
housing choice;
Improves housing
equity; Increases
stability / renter
protections
• Remove or relax
occupancy restrictions
• Increase equity in existing
programs and services
Transitional
(1-2 years)
HOUSING STRATEGIC PLAN | 2021 44
PRIORITIZED
STRATEGIES14 BRIEF DESCRIPTION OUTCOME
COMMUNITY
RECOMMENDATIONS
ALIGNMENT (See Appendix X)
TIMELINE
22. Require public
sector right of
first offer/refusal
for affordable
developments
(New)
Typically requires owners of
affordable housing to notify the
public sector of intent to sell or
redevelop property and allow
period of potential purchase
by public sector or non-profit
partner.
Preserve current
supply of affordable
rental housing
• Bolster nonprofits
providing “housing-first”
models of support
• Focus financial support on
lowest income residents
Transitional
(1-2 years)
23. Allow tenants
right of first
offer/refusal
for cooperative
ownership of
multifamily or
manufactured
housing
community (New)
Laws that give tenants the
right to purchase a rental
building or complex (including
a manufactured housing
community) before the owner
puts it on the market or accepts
an offer from another potential
buyer.
Increase stability
and housing options
for renters and
manufactured
housing residents
and preservation of
affordable housing
• Explore opportunities
for resident-owned
manufactured housing
communities
• Explore more housing
types including tiny homes
and cooperative housing
Transformational
(2+ years)
24. Support
community
organizing efforts
in manufactured
home communities
and increase
access to resident
rights information,
housing resources,
and housing
programs (Expand)
Continue and expand existing
efforts to work with residents
and nonprofit community
partners to address the critical
need for programs focused
on manufactured housing
livability and safety, reduction
of the fear of retaliation for
residents, preservation of
these as an affordable housing
option, and equitable access
to City resources in historically
underserved neighborhoods and
populations.
Increase stability and
housing options for
manufactured housing
residents; Improves
housing equity
• Explore opportunities
for resident-owned
manufactured housing
communities
• Preserve manufactured
housing communities
• Increase equity in existing
programs and services
Quick(er) win
(<1 year)
25. Fund foreclosure
and eviction
prevention
and legal
representation
(Expand)
Provides assistance with
mortgage debt restructuring
and mortgage and/or utilities
payments to avoid foreclosure;
short-term emergency rent and
utilities assistance for renters.
CARES Act funding is currently
dedicated to a legal defense
fund for renters but additional
resources are needed.
Increase stability for
vulnerable renters
and owners; Improves
housing equity
• Provide emergency gap
funding to prevent eviction
• Increase equity in existing
programs and services
Quick(er) win
(<1 year)
26. Develop Small
Landlord
Incentives (New)
Incentivize small landlords to
keep units affordable for a
period of time in exchange for
subsidized rehabilitation or tax or
fee waivers. Aligns with Strategy
20 to explore rental registration
and licensing.
Increase affordable
rentals, housing
stability and
preservation, and
improve condition;
Increases housing
diversity / choice
• Advocate for limits on rent
prices and/or annual rent
increases
• Explore rental licensing to
promote safe and healthy
housing
Transformational
(2+ years)
HOUSING STRATEGIC PLAN | 2021 45
PRIORITIZED
STRATEGIES14 BRIEF DESCRIPTION OUTCOME
COMMUNITY
RECOMMENDATIONS
ALIGNMENT (See Appendix X)
TIMELINE
ALIGNING THE PLAN WITH RELATED EFFORTS
• Continue the City’s
ongoing efforts
to implement
recommendations
from current
housing-related
studies and other
City efforts. (LUC
Audit, Fair Housing
Analysis, Homeward
2020, 2015-2019
Affordable Housing
Strategic Plan)
(Continue)
This work acknowledges that
continuing the City’s existing
efforts is critical for achieving the
City’s goals and achieving the
vision.
Diversify housing
options, increase
housing choice,
increase equity,
solutions to end
homelessness,
preservation of
affordable housing
• Focus financial support on
lowest income residents
• Bolster nonprofits
providing supportive
housing services
• Preserve manufactured
housing communities
• Bolster nonprofits
providing “housing first”
models of support
• Provide emergency gap
funding to prevent eviction
Ongoing and
varies
• Continue to align
housing work with
other departmental
plans and programs
to leverage more
funding resources
and achieve citywide
goals that advance
the triple bottom
line of economic,
environmental, and
social sustainability
(could include
citywide disparity
study) (Continue)
As housing impacts every aspect
of the community, integrating this
work across the triple bottom
line to leverage funds, reduce
redundancies, and align toward
multiple city goals is critical to
success.
Citywide alignment • Build communitywide
support for doing things
differently
• Seek out innovative ideas
from the community and
peer cities
• Increase equity in existing
programs and services
Ongoing and
varies
HOUSING STRATEGIC PLAN | 2021 46
Detailed description of prioritized strategies
GREATEST CHALLENGE 1:
Price escalation impacts everyone, and disproportionately impacts BIPOC
[Black, indigenous and People of Color] and low-income households.
1. Assess displacement and gentrification
risk (New). City staff can use examples
from other communities as a guide for
building our own index for displacement
and gentrification risk using readily
available data (Census, American
Community Survey, etc.). This information
can help promote and target anti-
displacement resources/programs,
pair such resources with major capital
investments, and guide community
partnerships.
Why Prioritized? Low-cost effort with
targeted and meaningful impact; direct
impact on equity and stability. Already
identified as an Ad Hoc Committee Quick
Win.
Time Frame: Quicker Win (<1 year)
Expected Outcome: Improves housing
equity; Increases stability / renter
protections, Preservation
Lead Entity: County, City
Impacted Players: Renters, Historically
disadvantaged populations, Residents
vulnerable to displacement
Next Steps: Best practice review of
approaches to identifying vulnerable
neighborhoods; analysis and mapping;
partner with the County’s Built Environment
Group and their work to assess displacement
Secondary Greatest Challenges: #6
2: Promote inclusivity, housing diversity,
and affordability as community values
(Expand). Public relations campaign and/
or communications related to density,
structural racism, need for affordable
housing, myths about affordable housing,
etc. Could also use “tactical urbanism”
strategies as part of this effort.
Why Prioritized? Best fundamental
practice for fostering broad access to
housing vision, contributing to an inclusive
community culture, and addressing a
common and significant barrier to the
creation of affordable housing: “Not-In-My-
Back-Yard” (NIMBYism). Can be high cost,
but also a high-impact strategy.
Time Frame: Transformational (2+ years)
Expected Outcome: Improves housing equity
and accessibility; Improves housing choice
and stability/renter protections
Lead Entity: Partners, Community, City
Impacted Players: HOAs, Landlords,
Builders/Developers, Financial Institutions,
Special Districts and Government Entities,
Manufactured Housing Neighborhoods,
Homeowners, Renters, People Experiencing
Homelessness, Historically disadvantaged
populations, Residents vulnerable to
displacement, other partners
Next Steps: Coordinate with
Communications department on approach;
Evaluate funding needs and options
Secondary Greatest Challenges: N/A
HOUSING STRATEGIC PLAN | 2021 47
3: Implement the 2020 Analysis of
Impediments to Fair Housing Choice
Action Steps (Expand). This HUD-required
document analyzes fair housing (the
intersection of civil rights and housing) and
challenges for protected class populations
(e.g., race, individuals with disabilities) in
Fort Collins. It outlines the following action
steps:
a. Strengthen distribution of fair
housing information, educational and
training opportunities.
b. Improve housing options for people
with disabilities.
c. Support residents’ efforts to
establish and build credit.
d. Support programs, projects, and
organizations that improve housing
access and affordability.
e. Continue to pursue equity in public
infrastructure and amenities.
f. Use Home2Health public
engagement activities to inform
Land Use Code and policy updates.
Why Prioritized? HUD requirement
for receiving federal funds, direct and
meaningful impact on addressing
segregation and discrimination, as well
as improving fair housing choice and
increasing opportunity for BIPOC and
people with disabilities. Low-cost effort
resulting in targeted and meaningful
impact; direct impact on equity and
stability. Already identified as an Ad Hoc
Committee Quick Win.
Time Frame: Transformational (2+ years)
Expected Outcome: Improves housing
equity and access to opportunity; Improves
accessibility, stability / renter protections
Lead Entity: Partners/Organizations
Impacted Players: HOAs, Landlords,
Builders/Developers, Financial Institutions,
Special Districts and Government Entities,
Manufactured Housing Neighborhoods,
Homeowners, Renters, People Experiencing
Homelessness, Historically disadvantaged
populations, Residents vulnerable to
displacement, other partners
Next Steps: See Action Step details in the
Analysis of Fair Housing.
Secondary Greatest Challenges: N/A
HOUSING STRATEGIC PLAN | 2021 48
GREATEST CHALLENGE 2:
There aren’t enough affordable places available for people to rent or purchase,
or what is available and affordable isn’t the kind of housing people need.
4. Implementation, tracking, and
assessment of housing strategies (Expand).
Includes:
• Regularly assess existing housing
policies and programs to ensure they
are effective, equitable, and aligned
with vision. Begin with a comprehensive
review of current programs/policies
using the Government Alliance on
Race & Equity Racial Equity Toolkit.
All strategies proposed in this Housing
Strategic Plan will also be evaluated
through an equity and effectiveness
lens.
• Develop real-time, accessible, and
performance-based data that evaluates
the performance of these strategies
and their progress toward the vision.
This would include data for the entire
housing spectrum, from people
experiencing homeless to middle-
income households.
Why Prioritized? Best practice; essential for
maintaining effectiveness, equity, and impact
of housing programs/strategies; also fosters
transparency in monitoring performance and
progress toward citywide goal for affordable
housing.
Time Frame: Quicker Win (<1 year)
Expected Outcome: Increases effectiveness of
all strategies; Improves housing equity
Lead Entity: Partners, City
Impacted Players: HOAs, Landlords,
Builders/Developers, Financial Institutions,
Special Districts and Government Entities,
Manufactured Housing Neighborhoods,
Homeowners, Renters, People Experiencing
Homelessness, Historically disadvantaged
populations, Residents vulnerable to
displacement, other partners
Next Steps: Evaluate existing programs/
policies for both equity and effectiveness;
Create data dashboard to track housing
production against affordability goal(s).
Secondary Greatest Challenges: N/A
HOUSING STRATEGIC PLAN | 2021 49
5. Advocate for housing-related legislation
at state and federal levels (Expand). Focus
areas could include: monitor and support
state level renter protection legislation
(e.g., fee caps, eviction protections),
advocate for additional state and federal
funding sources (e.g., real estate transfer
tax), monitor state legislative changes that
affect local government housing tools (e.g.,
inclusionary zoning), connecting housing
to the City’s Legislative Policy Agenda
policies more broadly, e.g., health care, and
advocate for additional LIHTC funding and
Qualified Allocation Plan (QAP). Also work
with Larimer County on eviction protections
and explore the option of pausing evictions
in times of crisis (e.g., if/when state of
emergency in declared). Consider a
statewide coalition of local governments,
similar to Colorado Communities for Climate
Action (or CC4CA) that the City participates
in for climate.
Why Prioritized? Low-cost approach to
leveraging additional resources and strategies
to achieve City’s goal/vision. Acknowledges
regional nature of housing challenges and
addresses by regional/state framework.
Time Frame: Transitional (1-2 years)
Expected Outcome: Varied (e.g., renter
protections and funding options)
Lead Entity: Partners, City
Impacted Players: Special Districts and
Government Entities, other partners
Next Steps: Continue working with the City’s
Legislative Review Committee and initiate
conversations with other municipalities to
assess how local governments can work
together to advance common goals.
Secondary Greatest Challenges: 1,7
6. Evaluate implementation of a
visitability policy (New). Require or
incentivize developers to make a portion
of developments “visitable,” meeting
design standards that allow easy visitation
by people with physical disabilities (one
zero-step entrance, 32-inch doorways,
and bathroom on the main floor that is
wheelchair accessible). Visitable design
has been shown to add no additional cost
to developers; it could be mandated or
supported with a variety of incentives similar
to affordability incentives (e.g., fee waivers/
deferrals, priority processing, density
bonuses, variances).
Why Prioritized? Low cost approach to
leveraging additional resources and strategies
to achieve City’s goal/vision. Acknowledges
regional nature of housing challenges and
addresses by regional/state framework.
Time Frame: Transformational (2+ years)
Expected Outcome: Improves accessibility;
Increases housing diversity /choice; Improves
housing equity
Lead Entity: City
Impacted Players: Historically disadvantaged
populations
Next Steps: Evaluate appetite for mandate
versus incentive; stakeholder outreach with
development community and disabled
community; review similar policies in other
communities and draft policy language for
Fort Collins; partner with the County’s Built
Environment Group to coordinate this effort
with existing multimodal index.
Secondary Greatest Challenges: N/A
HOUSING STRATEGIC PLAN | 2021 50
7. Remove barriers to the development of
Accessory Dwelling Units (Expand). Allow
by right in all residential zone districts (in
process per the 2020 LUC audit); reduce (or
waive) tap fees and other development fees;
consider development of a grant program for
low- and moderate-income owners; evaluate
feasibility of ADUs by lot to determine if
there are excessively burdensome standards
related to lot coverage, setbacks, alley
access, etc., and address those barriers as
necessary. This is connected to strategy 9
to approve the off-cycle appropriation for
phase one of the LUC audit.
Why Prioritized? Best practice for increasing
housing choice without adverse impact
on community context. Already identified
as priority in the 2020 LUC audit and
implementation underway.
Time Frame: Transitional (1-2 years)
Expected Outcome: Diversifies housing
options/Increases housing choice; Preserves
existing affordable housing
Lead Entity: Community, City
Impacted Players: Homeowners
Next Steps: Housing-related elements will
be included in the off-cycle appropriation
to advance Phase One of the Land Use
Code (LUC) Audit. An update of the City’s
development fees is anticipated in 2021.
Elements that can be moved forward more
quickly will be identified, as appropriate.
Secondary Greatest Challenges: 1,4,5,7
8. Extend the city’s affordability term
(Expand). Affordability term is the time
period in which affordable housing is
income-restricted, after which it can convert
to market rate. The current affordability
term for projects receiving City funding or
incentives is 20 years; many cities use longer
terms of 30 to 60 years.
Why Prioritized? Current term is
uncommonly short; extension would
have meaningful impact on stability and
preservation of future affordable housing
stock. Already identified as an Ad Hoc
Committee Quick Win.
Time Frame: Quicker Win (<1 year)
Expected Outcome: Diversifies housing
options/Increases housing choice
Lead Entity: Partners, City
Impacted Players: Builders/Developers,
Renters, Historically disadvantaged
populations, Residents vulnerable to
displacement
Next Steps: Stakeholder outreach to
affordable housing providers and multifamily
developers to vet term options and
applicability
Secondary Greatest Challenges: 5
HOUSING STRATEGIC PLAN | 2021 51
9. Advance Phase One of the Land Use
Code (LUC) Audit (New). Responds to
the greatest challenges by addressing the
entire housing spectrum with new tools and
processes, including:
a. Establishment of additional housing
types; opportunity to increase overall
supply
b. Recalibration of existing incentives
for affordable housing production;
identification of new incentives
c. Refines and simplifies development
processes
Beginning the LUC update is an important
step to advancing several strategies
including strategies 7,13,14 and 16
Why Prioritized? Brings LUC into compliance
with best practice standards for current
market trends and needs; expands housing
choice and diversity; implements priorities
already identified as part of LUC Audit and
an Ad Hoc Committee quick win.
Time Frame: Quicker Win (<1 year) to allocate
resources; Transitional (1-2 years) to complete
Phase 1 code changes
Expected Outcome: Diversifies housing
options/Increases housing choice; Preserves
existing affordable housing
Lead Entity: City
Impacted Players: Builders/Developers,
Special Districts and Government Entities,
other partners
Next Steps: Off-cycle appropriation
Secondary Greatest Challenges: 1,3,4,5,7
HOUSING STRATEGIC PLAN | 2021 52
GREATEST CHALLENGE 3:
The City does have some tools to encourage affordable housing, but the current amount of
funding and incentives for affordable housing are not enough to meet our goals.
10. Refine local affordable housing goal
(Expand). The City has already adopted a
broad goal of 10% affordable at 80% AMI.
Consider formal adoption of subgoals (e.g.,
10% of rental units affordable to 60% AMI; 5%
of owner units deed restricted and affordable
to 100% AMI) to help set expectations for
developers as they negotiate agreements
with the City and establish more specific
targets to monitor progress.
Why Prioritized? Critical for aligning needs
with quantified affordability target and
ensuring meaningful impact of strategies.
Time Frame: Quicker Win (<1 year)
Expected Outcome: Improve targeting of
housing investments; Improves housing equity;
Increases stability / renter protections
Lead Entity: Partners, City
Impacted Players: HOAs, Landlords, Builders/
Developers, Financial Institutions, Special
Districts and Government Entities, Manufactured
Housing Neighborhoods, Homeowners, Renters,
People Experiencing Homelessness, Historically
disadvantaged populations, Residents
vulnerable to displacement, other partners
Next Steps: Convene staff and stakeholders to
refine goal according to identified needs; Align
prioritized strategies with sub-goal targets.
Secondary Greatest Challenges: N/A
11. Create a new dedicated revenue stream to
fund the Affordable Housing Fund through
dedicated property or sales tax (Expand).
Local funds can support a variety of affordable
housing activities, have fewer restrictions
and are easier to deploy than federal or state
dollars. They can be earmarked for a specific
income level (e.g., less than 30% AMI) or used
more broadly. Prioritized recommendations for
revenue generation that can be implemented
together or separately are:
a. Dedicated sales or property tax; and/or
b. Linkage (or impact) fees imposed on
new commercial and/or residential
development.
Why Prioritized? High-impact strategy
and increasingly common among local
jurisdictions in the midst of rising housing
challenges and diminishing federal resources.
Additional funding is necessary for the city
to achieve affordability goal and implement
select prioritized strategies.
Time Frame: Transformational (2+ years)
Expected Outcome: Increases supply of
affordable rental/owner housing
Lead Entity: Partners, City
Impacted Players: Builders/Developers,
Financial Institutions, Special Districts
and Government Entities, Homeowners,
Renters, People Experiencing Homelessness,
Historically disadvantaged populations,
Residents vulnerable to displacement, other
partners
Next Steps: Propose linkage fee adoption
(based on 2020 Feasibility study) to Council;
Begin to evaluate opportunities for dedicated
sales or property tax within the broader
context of citywide needs, e.g., transit, parks
operations and maintenance
Secondary Greatest Challenges: N/A
HOUSING STRATEGIC PLAN | 2021 53
12. Expand partnership(s) with local
Community Development Financial
Institution (CDFI) to offer gap financing and
low-cost loan pool for affordable housing
development (Expand). Partnership with a
CDFI could include financial support through
grants or low-cost debt, risk sharing through
pooled loan loss reserve, or alignment of
priorities around affordable development
priorities.
Why Prioritized? Low-cost effort with
potential for high impact; capitalizes on
existing partnerships to leverage common
goals.
Time Frame: Transitional (1-2 years)
Lead Entity: Financial Institutions, City
Expected Outcome: Increases supply
affordable rental/owner housing
Impacted Players: Financial Institutions
Next Steps: Outreach to CDFIs (e.g., Impact
Development Fund) to evaluate strategic
opportunities.
Secondary Greatest Challenges: N/A
13. Recalibrate existing incentives (fee
waivers, fee deferral, height bonus, density
bonus, reduced landscaping, priority
processing) to reflect current market
conditions (Expand). Conduct a detailed
review of financial benefits of existing
incentives relative to their requirements,
evaluate applicability by income level and
geography and recommend improvements.
Consider if incentives maximize leveraging
of resources and would justify allocating
limited resources to developments already
in progress. This is connected to strategy 9
to approve the off-cycle appropriation for
phase one of the LUC audit.
Why Prioritized? High impact strategy, already
identified as priority in LUC Audit and by
Council Ad Hoc. Best practice for maintaining
effectiveness of incentives, which must be
regularly calibrated to market changes.
Time Frame: Transitional (1-2 years)
Expected Outcome: Increases supply of
affordable rental/owner housing; Increases
housing diversity / choice
Lead Entity: Partners, City
Impacted Players: Builders/Developers
Next Steps: Evaluate performance of existing
incentives (through analysis and stakeholder
outreach); conduct feasibility analysis; and
propose changes based on results.
Secondary Greatest Challenges: 2, 4
HOUSING STRATEGIC PLAN | 2021 54
14. Create additional development
incentives for affordable housing (New).
Development incentives require production
of affordable rental or owner units. Most
policies mandate between 10 and 30 percent
as affordable units, depending on the
market, and set affordability terms between
15 and 99 years. The city should evaluate and
implement the following priority incentives:
a. Expand density bonus program
to apply in other zone districts
(currently limited to LMN zone).
Program would need to be calibrated
for a variety of zones.
b. Identify related building variances
(e.g., setbacks, lot coverage, parking
requirements, design standards, open
space dedication)
This is connected to strategy 9 to approve
the off-cycle appropriation for phase one of
the LUC audit.
Why Prioritized? Current incentives are
limited and additional incentives are critical
for increasing production of affordable
housing. High-impact strategy with low
cost to City as it leverages private sector
investment to achieve goals; very common
practice throughout Colorado (and other)
communities. Already identified as an Ad
Hoc Committee Quick Win.
Time Frame: Quicker Win (<1 year)
Expected Outcome: Increases supply of
affordable rental/owner housing; Improves
housing equity
Lead Entity: Partners, City
Impacted Players: Builders/Developers
Next Steps: Conduct feasibility analysis
for density bonus expansion and calculate
financial benefit of variance incentives;
conduct stakeholder outreach with developers
to vet proposals.
Secondary Greatest Challenges: 2, 4
HOUSING STRATEGIC PLAN | 2021 55
GREATEST CHALLENGE 4:
Job growth continues to outpace housing growth.
15. Explore/address financing and other
barriers to missing middle and innovative
housing development (New). Collaborate
with developers and financial institutions
(CDFI, credit unions, and banks) to
understand barriers for missing middle
projects, e.g., financing, code, materials;
consider partnerships with developers
and partners to address barriers and build
support for diverse, innovative, and efficient
housing options; and evaluate options
to promote innovative partnerships with
developers, e.g., design competitions such
as the X-Prize concept raised at the January
2021 Ad Hoc Housing Committee meeting.
Why Prioritized? Low-cost strategy with
potential to unlock production of diverse,
relatively affordable housing options. Best
practice approach to foster missing middle
options.
Time Frame: Transitional (1-2 years)
Expected Outcome: Increases housing supply
and affordability; Diversifies housing options /
Increases housing choice
Lead Entity: Builders/Developers, City
Impacted Players: Builders/Developers,
Financial Institutions, Other Community
Partners
Next Steps: Convene developer working group
to assess barriers.
Secondary Greatest Challenges: 1, 2, 3, 7
16. Remove barriers to allowed densities
through code revisions (New). As noted in
the 2020 LUC Audit, barriers to fully realizing
allowed densities include multifamily
unit number maximums, square footage
thresholds for secondary or non-residential
buildings, and height limitations that restrict
the ability to maximize compact sites using
tuck-under parking. Such requirements
should be recalibrated or removed entirely.
This is connected to strategy 9 to approve
the off-cycle appropriation for phase one of
the LUC audit.
Why Prioritized? Removes internal conflicts
in land use code; already identified as
priority in LUC audit.
Time Frame: Transitional (1-2 years)
Expected Outcome: Diversifies housing
options / Increases housing choice
Lead Entity: Builders/Developers, City
Impacted Players: Builders/Developers
Next Steps: Housing-related elements will
be included in the off-cycle appropriation to
advance Phase One of the Land Use Code
(LUC) Audit
Secondary Greatest Challenges: 1, 2, 3
HOUSING STRATEGIC PLAN | 2021 56
GREATEST CHALLENGE 5:
Housing is expensive to build, and the cost of building new housing
will likely continue to increase over time.
17. Consider affordable housing
requirements as part of the community
benefit options for metro districts (Expand).
The city is already working on a specific
recommendation for this strategy.
Why Prioritized? Low-cost opportunity to
integrate affordable housing requirements as
part of related efforts; already prioritized by
City and implementation underway.
Time Frame: Quicker Win (<1 year)
Expected Outcome: Increases supply of
affordable rental/owner housing
Lead Entity: City
Impacted Players: Builders/Developers,
Special Districts and Government Entities
Next Steps: Moratorium on Metro District
applications expired January 31. Council will
consider amendments to this policy in 2021.
Secondary Greatest Challenges: 2, 4
18. Increase awareness and opportunities
for creative collaboration across water
districts and other regional partners around
the challenges with water costs and housing
(Expand).
Why Prioritized? Water costs have a
significant impact on housing development
costs; addressing water cost challenges
creates opportunity to improve
affordability and housing product diversity.
Acknowledges regional nature of water
and seeks opportunities for education and
collaborative solutions; potential for direct
impact on sustainability and affordability.
Time Frame: Transitional (1-2 years)
Expected Outcome: Improves affordability and
housing diversity
Lead Entity: Water Districts, City Utilities
Impacted Players: Special Districts and
Government Entities, other partners
Next Steps: Study underway in 2021 to identify
challenges and opportunities of multiple water
providers in the GMA; Secondary Greatest
Challenges: 2
19. Bolster city land bank activity by
allocating additional funding to the
program (Expand). Begin with inventory
and feasibility of publicly owned land in city
limits and growth management area. Also
consider underutilized commercial properties
that could be used for affordable housing.
Continue effective disposition of existing
parcels to affordable housing developers and
land trust partners.
Why Prioritized? Leverages success of current
program to increase its impact with additional
resources allocation. High-impact strategy
that helps City reach affordability target.
Time Frame: Transformational (2+ years)
Expected Outcome: Increases effectiveness of
all strategies
Lead Entity: Partners, City
Impacted Players: Builders/Developers
Next Steps: Identify funding potential; identify
strategic parcels for acquisition.
Secondary Greatest Challenges: 1, 3
HOUSING STRATEGIC PLAN | 2021 57
GREATEST CHALLENGE 7:
Housing policies have not consistently addressed housing stability
and healthy housing, especially for people who rent.
20. Explore the option of a mandated rental
license/registry program for long-term
rentals and pair with best practice rental
regulations (New). A rental registration or
license program that requires landlords either
to register or obtain a license from the City
makes it easier to implement and enforce a
variety of renter protections, promote best
practices to landlords, identify problem
landlords, and establish specific housing
quality and performance standards, e.g.,
efficiency. Specific efforts promoted through
such programs include landlord education
(Fair Housing or other), standardized
lease agreements in English and Spanish,
reasonable application fee requirements, a
more defined path for conflict resolution,
and health and safety rental inspections. Can
include a modest fee to cover program cost.
Recent research suggests these fees range
from approximately $0 to $110/unit, though
fee frequency, determination, etc. varies by
jurisdiction. This is connected to strategy 26
Small Landlord Incentives.
Why Prioritized? Best practice, high
impact, low cost strategy that lays critical
groundwork for future efforts related to
advancing vision and goal.
Time Frame: Transformational (2+ years)
Expected Outcome: Improves renter
protections, housing quality, and landlord
access to information; Improves housing
equity
Lead Entity: Landlords, Community, City
Impacted Players: Landlords, Manufactured
Housing Neighborhoods, Homeowners,
Renters, People Experiencing Homelessness
Historically disadvantaged populations,
Residents vulnerable to displacement
Next Steps: Form internal task force to review
best practice research on program design;
develop a proposal for policy and community
engagement.
Secondary Greatest Challenges: N/A
HOUSING STRATEGIC PLAN | 2021 58
21. Explore revisions to occupancy limits
and family definitions in order to streamline
processes and calibrate the policy to
support stable, healthy, and affordable
housing citywide (Expand). Occupancy
limits and narrow family definitions often
create unintended constraints on housing
choice and options, including cooperative
housing opportunities for seniors and people
with disabilities or low-income renters
desiring to live with unrelated adults in a
single-family home setting. Occupancy limits
can also pose fair housing liabilities to the
extent that they have a disparate impact
on people with disabilities. Current best
practices in other communities allow up to 8
unrelated occupants or base occupancy on
building code requirements instead of family
definitions. Occupancy limits do not always
have a direct relationship to neighborhood
livability, and there may be a better way to
address livability concerns.
Why Prioritized? Best practice, both in
regard to increasing housing choice and
avoiding fair housing violations (disparate
impact claims).
Time Frame: Transitional (1-2 years)
Expected Outcome: Diversifies housing
options/Increases housing choice; Improves
housing equity; Increases stability / renter
protections
Lead Entity: Community, City
Impacted Players: Homeowners, Renters,
People Experiencing Homelessness,
Historically disadvantaged populations,
Residents vulnerable to displacement
Next Steps: Form an internal task force to
develop a proposal for policy and community
engagement; determine which, if any, pieces
of this work, e.g., extra occupancy licensing,
can move forward more quickly.
Secondary Greatest Challenges: 1,2,5,6
22. Require public sector right of first offer/
refusal for affordable developments (New).
Typically requires owners of affordable
housing to notify the public sector of intent
to sell or redevelop property and allow a
specific time period of potential purchase by
public sector or non-profit partner.
Why Prioritized? High-impact preservation
strategy; does not require substantial
financial resources from the City if structured
to defer rights to non-profits.
Time Frame: Transitional (1-2 years)
Expected Outcome: Stabilizes current supply
of affordable rental housing
Lead Entity: Partners, City
Impacted Players: Landlords, Builders/
Developers, Special Districts and Government
Entities, Residents vulnerable to displacement
Next Steps: Review peer city policies; draft
approach including appropriate time period
for refusal, engage with community, and
institute requirement and monitoring process.
Secondary Greatest Challenges: 1
HOUSING STRATEGIC PLAN | 2021 59
23. Allow tenant right of first offer/
refusal for cooperative ownership of
multifamily or manufactured housing
community (New). Allows tenants to have
the legal right to purchase a rental building
or complex (including a manufactured
housing community) before the owner puts
it on the market or accepts an offer from
another potential buyer. Laws typically allow
residents to assign their “right of first refusal”
to other entities, such as nonprofit partners
that help the residents form a limited equity
cooperative, or affordable housing providers
that agree to maintain the property as
affordable rental housing for a set period of
time. Note that this provision already exists
for manufactured housing communities
under the Colorado Mobile Home Park
Residents Opportunity to Purchase (HB20-
1201 passed in June 2020).
Why Prioritized? Expands housing choice,
leverages existing housing stock, and
extends good policy (i.e., Mobile Home
Park Residents Opportunity to Purchase)
to additional contexts such as multifamily
tenants.
Time Frame: Transformational (2+ years)
Expected Outcome: Increases stability and
housing option for renters and manufactured
housing residents
Lead Entity: Residents, Partners
Impacted Players: Manufactured Housing
Neighborhoods, Renters, Residents vulnerable
to displacement, other partners
Next Steps: Review similar policies and
consider policy options.
Secondary Greatest Challenges: 1
24. Support community organizing
efforts in manufactured home communities
and increase access to resident rights
information, housing resources, and
housing programs (Expand). Continue
and expand existing efforts to work
with residents and nonprofit community
partners to address the critical need for
programs focused on manufactured housing
livability and safety, reduction of the fear
of retaliation for residents, preservation
of these as an affordable housing option,
and equitable access to City resources in
historically underserved neighborhoods and
populations.
Why Prioritized? Direct and significant
impact to uniquely vulnerable communities;
fosters health, stability, and equity; aligns
with existing efforts and priorities related to
manufactured home community stabilization.
Time Frame: Quicker Win (<1 year)
Expected Outcome: Increases stability and
housing option for renters and manufactured
housing residents; Improves housing equity
Lead Entity: Manufactured Housing
Neighborhoods, City
Impacted Players: HOA’s Landlords,
Manufactured Housing Neighborhoods,
Homeowners, Renters, Historically
disadvantaged populations, Residents
vulnerable to displacement
Next Steps: Continue work with existing
partners and evaluate options for additional
funding/support.
Secondary Greatest Challenges: 1
HOUSING STRATEGIC PLAN | 2021 60
25. Fund foreclosure and eviction prevention
and legal representation (Expand). Housing
counseling generally provides assistance with
mortgage debt restructuring and mortgage
and/or utilities payments to avoid foreclosure,
and offers short-term emergency rent and
utilities assistance for renters. Cities often
partner with local nonprofits experienced
in foreclosure counseling. Landlord-tenant
mediation is similar but generally conducted
by local Legal Aid for more involved
disputes between the landlord and tenant.
CARES Act funding is currently dedicated
to a legal defense fund for renters, which
directly supports legal representation if an
issue needs to be resolved by the court, but
additional resources are necessary to carry
this strategy beyond the duration that CARES
resources allow. This recognizes that while
there are times when eviction and foreclosure
are the appropriate tool (and outside of the
control of the City), keeping people housed is
a goal that serves everyone’s interests.
Why Prioritized? High impact, best practice
strategy; leverages success of existing
program; addresses acute needs exacerbated
by the ongoing COVID-19 pandemic (and
related levels of unemployment). Already
identified as Ad Hoc Committee priority.
Time Frame: Quicker Win (<1 year)
Expected Outcome: Increases stability for
vulnerable renters and owners; Improves
housing equity
Lead Entity: Partners
Impacted Players: Manufactured Housing
Neighborhoods, Homeowners, Renters, People
Experiencing Homelessness Historically
disadvantaged populations, Residents
vulnerable to displacement, other partners
Next Steps: Allocate additional funding to
Legal Defense Fund.
Secondary Greatest Challenges: 1, 6
26. Develop small landlord incentives
(New). Public sector incentives that
encourage small landlords to keep units
affordable for a period of time in exchange
for subsidized rehabilitation or tax or fee
waivers. Requires identification of properties
through rental registration. Could also
be applied to current vacation rentals for
conversion to longer term permanent rentals.
This is connected to strategy 20 Renter
Regulations and/or Registry.
Why Prioritized? Potential for high impact
on preservation and condition; extends
incentives to existing housing stock (rather
than just new development), unlocking
additional affordable potential.
Time Frame: Transformational (2+ years)
Expected Outcome: Increases affordable
rental housing (converts naturally occurring
affordable housing into income restricted
affordable) and improves condition; Increases
housing diversity / choice
Lead Entity: Landlords, City
Impacted Players: Landlords, Renters,
Residents vulnerable to displacement
Next Steps: Research similar policies and evaluate
feasibility of incentive options (“Level Up”
program tested in COVID recovery, subsidies, fee
waiver, etc.). Note: Requires implementation of the
rental registration strategy (to identify landlords)
Secondary Greatest Challenges: 2
HOUSING STRATEGIC PLAN | 2021 61
The Plan is also aligned to the following existing plans and policy efforts:
Continue the City’s ongoing efforts to implement recommendations from current housing-
related studies and other City efforts, including but not limited to:
• 2020 Land Use Code Audit Recommendations
• 2020 Analysis of Impediments to Fair Housing Choice Action Steps
• Homeward 2020
• 2015-2019 Affordable Housing Strategic Plan
• City Plan
• Our Climate Future
This includes continuing to prioritize direct funding to the
lowest-income residents. This also includes strategies
from the prior housing plan to: increase the inventory of
affordable rental units; preserve the long-term affordability
and physical condition of existing affordable housing;
increase housing and associated supportive services for
people with disabilities; and support opportunities to
obtain and sustain affordable homeownership. In addition,
this plan recognizes the need to continue the Housing First
model for supporting persons experiencing homelessness
with appropriate services. This is part of the objective to increase housing and associated
supportive services for people with disabilities.
Why Prioritized? Existing high priority actions led by housing providers and others continue to
be make critical contributions towards achieving the 10% affordable housing goal.
Continue to align housing work with prior Affordable Housing Strategic Plan and other
departmental plans and programs to leverage more funding resources and achieve
citywide goals that advance the triple bottom line of economic, environmental, and social
sustainability (could include citywide disparity study).
Why Prioritized? Aligns with the City’s commitment to the triple bottom line and centering this
work in equity
This plan recognizes the
interrelationships between this
work and other community
priorities, such as climate action,
historic preservation, economic
health, and much more. More
information on how the individual
strategies align with this work will
be included in implementation.
HOUSING STRATEGIC PLAN | 2021 62
WHAT WE HEARD FROM THE COMMUNITY
“Many of the developers want to build more product and address supply—we know that’s
one of the biggest challenges—are there more incentives we could explore as opposed to just
adding more regulations?”
“We have to address water more regionally—Fort Collins Utilities has some of the best
rates around. How can we level the playing field? Water costs have outpaced land costs in
construction.”
“There are few incentives for landlords/property management companies to keep their
properties upgraded and in good condition. I live in a 10-unit apartment building from the
1950s. The building’s generally well built but needs the windows repaired, improved, or
replaced, better air quality controls, and creaky floors replaced/insulated. However, there’s no
incentive for the management company to do this all while steadily increasing the rent.”
“We are fortunate enough to have lived here long enough to establish a home before prices
increased so dramatically. It is difficult to conclude that in all likelihood, our children will have
to leave when they’re ready to buy houses unless we compromise our retirement to help them.
I am strongly in favor of expanded first-time homebuyer programs and for rent-controlled
housing for short-term use to help young people get their financial footing, and for seniors to
remain in their hometown.”
“Eventually [U+2] will HAVE to go away because of the cost of housing and shortage of
housing… [This is] not just a student housing issue anymore. [There are] way more renters
than there used to be.”
“Changes that would be greatly beneficial would be changes in the building and zoning code
to allow for smaller permanent dwellings, including solutions like changing the codes around
ADUs and tiny homes on wheels. Many cities around the United States are making these
changes to allow, and even incentivize, smaller dwelling living, and Fort Collins needs to follow
suit. This is not a solution for all, but there are many people who would love to live this way
and it is much more financially feasible.”
“[I] have been here for 20 years and have seen prices skyrocket and attitudes worsen about
“maintaining home values” which negates the legitimate housing needs of others who work/
contribute and need to live in this community.”
“We as citizens need to spread word about the housing situation in our city. Everyone
including the decision makers need to be informed and educated, which means hearing from
individuals about their own experiences.”
“There are many people who do not desire the traditional house with a 20–30-year mortgage
and want to take a different more sustainable path. There are so many people (both young and
old) who want to live smaller and we are ready for these options to be available in our city.”
“I would love to see a prioritization on smaller, affordable homes for young, hardworking
citizens. As someone who doesn’t come from wealth and isn’t expecting an inheritance, no
amount of fiscal responsibility on my end will make home ownership possible at this rate.”
HOUSING STRATEGIC PLAN | 2021 63
Implementation
Housing and shelter are fundamental community needs.
This plan recognizes that achieving the vision that
“Everyone has healthy, stable housing they can afford”
requires contributions from the entire community. This
work also acknowledges that no single community in
the United States has solved this issue, and the Fort
Collins housing system is influenced by systems beyond
city boundaries—whether that is our regional workforce,
statewide policies, or the national housing market.
Therefore, we will need to be in a continual testing mode
to assess which strategies can work, pilot them where
appropriate, and then bring viable solutions to scale.
Adapting to changing conditions—both within the broader
market and the community—will be critical as we proceed
in the decades it will take to reach the vision.
Based on these assumptions and this plan’s commitment
to being centered in equity, the following framework is
offered as a starting point for how to lead this work into
the future:
• Immediate next steps as we transition from planning to implementation in 2021;
• A biennial lifecycle for assessing progress, revisiting priorities, checking in with the
community and with City leadership; and
• Guiding principles for future decision making.
The following sections describe each of these elements in more detail.
Immediate Next Steps in 2021
The final step in the planning process is just the beginning of the work to ensure that everyone has
stable, healthy housing they can afford. Implementation is when community, Council and City staff
will transition from “what” to “how” we achieve this vision. The following elements are key next
steps:
• Community Summit (Spring): To support moving from the planning phase to implementation,
staff is working with Home2Health partners to design a community summit that will focus
on mapping out implementation of the prioritized strategies in the Plan. More details on this
summit will be available at www.fcgov.com/housing.
• Implementation Roadmaps (Spring/Summer): With the community summit complete,
staff and community partners will develop an overall implementation strategy and specific
implementation roadmaps. These roadmaps will include metrics and indicators to evaluate
progress; an explanation of how projects will ensure accountability and embed equity for all,
leading with race; and clarification about specific roles required to implement the prioritized
strategies.
–To align with Strategy 10 to Refine the Affordable Housing Goal, the implementation
roadmaps will include more specific subgoals to achieve the vision.
• Council Work Session (Summer 2021): After the Community Summit, staff will present the
outcome of the Summit and roadmaps for implementation and ongoing tracking to City
Council in a Work Session.
As noted on page 10, centering
this work in equity includes both
process and outcomes:
Equity in process: Ensuring
everyone has meaningful
opportunities to engage and
provide input into the Housing
Strategic Plan process.
Equity in outcomes: Everyone
has healthy, stable housing they
can afford.
HOUSING STRATEGIC PLAN | 2021 64
It is important to note this plan does not commit dedicated funding for implementation. As with
any policy change, new program, or code revision, future City investments in moving the priority
strategies forward need to follow standard budget processes. These processes include evaluation
of costs and benefits, examination of relative cost effectiveness, and consideration of community
costs. And while cost effectiveness is a critical piece of future investment in implementation, it
must also be considered alongside other City priorities including equity and sustainability.
As noted above, in summer 2021 the City will lead a process to finalize implementation roadmaps
with specific metrics and indicators for success. Though additional indicators may be identified
for specific projects, the general indicators below be used to guide the development of all
implementation efforts. These indicators specifically address equity in process and outcomes and
are intended to ensure continued transparency and accountability as strategies are implemented.
Indicator Area Indicator
Equitable Process • Evaluate engagement in ongoing programs, processes, and services by
income and race
• Allocate resources in project budgets to achieve equity in process, e.g.,
language justice and compensation for community members’ time and
expertise
• Consistently provide language justice and access to interpreters/
translators at City events and in materials and programs, especially in
Spanish, and consider other languages
• Consistently provide childcare and other resources to remove
engagement barriers for all community members
• Develop and apply a consistent approach to embedding equity in
implementation
Equitable Outcomes • Affordable housing inventory
• Fort Collins’ Housing Opportunity Index (HOI) compared to western
states region HOI
• Housing stock in comparison to income levels (will be refined with the
subgoal development addressed in Strategy 10)
• Homeownership rates, disaggregated by race and income
• Accessible units
• Distribution of affordable housing throughout the city
• Percentage of cost-burdened homes (renters and owners)
• Jobs/housing balance
• Long-term homeless exits and entries
• Level of funding dedicated to affordable housing
HOUSING STRATEGIC PLAN | 2021 65
Biennial Planning Lifecycle
This work will be ongoing for decades. The steps below illustrate how the City will assess progress
and move forward to implementation on a biennial basis.
1. Assess Progress: Work with community members, including community partners,
stakeholders, and historically underrepresented groups, to measure progress against
established metrics. What is working? What could be improved? What did not work? Who
benefitted and who was burdened?
2. Revisit Priorities: As noted above, the housing market and system will always be evolving,
and community priorities should evolve with these changes. Based on iterative assessment,
revisit the full strategy list. Ask if new strategies should be considered. With community
partners and stakeholders, apply the guiding principles to consider annual priorities and work
plans.
3. Confirm Priorities: Create space for community members and City leadership to confirm
priorities and assess if others should be considered. Note tensions and opportunities as
they arise, especially from groups impacted by strategies, that should be considered in
implementation.
4. Design Summit Every Two Years: Continue efforts to partner with community members
to co-create work plans with community partners, stakeholders, and City staff. Create new
metrics to assess progress, as applicable, for new priorities.
These steps are just a starting point for checking in every two years—they will evolve as the City
and community partners gain more experience in equity-centered planning and implementation.
HOUSING STRATEGIC PLAN | 2021 66
Guiding Principles
To support this work moving toward implementation, the plan includes a set of guiding principles
to document how the City and community will make decisions in the future. They will support
future strategy selection and overall prioritization to determine annual work planning. While the
housing strategies may be updated or changed on an annual basis, the guiding principles will
continue throughout the lifecycle of this plan.
Why have guiding principles? Guiding principles recognize that the prioritization of strategies will
continue to evolve as they are tested, evaluated, and adapted. In addition, new strategies will arise
and initial ideas may prove not to have the intended impact. Finally, Fort Collins’ work on housing
is bigger than one person, one entity, or any one project, and transparently documenting how
decisions will be made going forward is critical for ongoing accountability.
When will the guiding principles be applied? These principles will largely be a tool for overall
prioritization of strategies in any given two-year period. While individual strategies will continue to
be assessed against the evaluation criteria, the guiding principles will support a holistic approach
to evaluating overall priorities for the housing system.
How will the guiding principles be applied? In the biennial planning lifecycle, the community
and the City will partner to apply the guiding principles, and decision makers will review the
subsequent priorities established at each design summit.
HOUSING STRATEGIC PLAN | 2021 67
Guiding Principles for the Housing Strategic Plan
Guiding Principles What the Principle Means
Center the work in
people
• One outcome, targeted strategies: achieving the vision that “Everyone has healthy,
stable housing they can afford” will require a suite of strategies that target different
income levels, geographies, and identities; the portfolio should support the entire
system of impacted players.
• Value of both content and context experts: prioritize strategies from technical and lived
experiences. Both forms of expertise should contribute to prioritization.
Be agile and adaptive • Review priorities annually for progress and overall work planning
• Priorities and strategies must be specific enough to generate real solutions and flexible
enough to address the changing landscape of the community, the region, and the
market.
• Evaluate when citywide solutions are needed and when place-based solutions are best.
Balance rapid decision
making with inclusive
communication and
engagement
• Be clear that the work requires action while also prioritizing time and space for all
community members, businesses, and stakeholders, especially those most impacted by
the decisions, to engage with and influence the outcome.
Build on existing plans
and policies – and
their engagement
• Review adopted plans and policies for informing policy priorities.
• Also review the feedback community members have already shared on a topic before
asking again – respect their time and prior engagement.
• Identify opportunities to complement and amplify existing goals, priorities, and where
strategies can advance the triple bottom line.
Expect and
label tensions,
opportunities, and
tradeoffs
• Recognize and name where limited resources impacted decision making, where
stakeholders are impacted differently and have different perspectives, and the tradeoffs
in moving forward with a given solution.
Focus direct
investment on the
lowest income levels
• Target limited financial resources for housing the lowest income households. Policy
should be used all along the continuum to stimulate a wide range of housing choice for
residents of all ages, income levels and life stages.
• Exceptions can include when an innovative technique or strategy is being applied at
higher AMI levels but generally should not exceed 120% AMI.
Commit to
transparency in
decision making
• Be clear regarding how the decision maker came to their conclusions and what they did
or did not consider.
Make decisions
for impact,
empowerment, and
systems (not ease of
implementation)
• Prioritize strategies for outcomes, not necessarily ease of implementation. However,
where high impact and ease of implementation overlap, take swift action to move these
efforts forward.
• Prioritize strategies that advance multiple priorities, the triple bottom line, and
partnerships that recognize all community members, businesses, and stakeholders are
needed to achieve the vision.
• Assess the entire portfolio of prioritized strategies for a mix of quick wins versus
longer-term transformational solutions that may require more dialogue and investment
to implement
HOUSING STRATEGIC PLAN | 2021 68
WHAT WE HEARD FROM THE COMMUNITY
“I think any collection of new tools or adjustments will need to be coupled with an aggressive
public education campaign that addresses the cognitive dissonance in the voting public that
says they want affordable housing, but don’t actually want the solutions that would get us
there, at least not in their neighborhood.”
“There needs to be a systemic change to both wage and housing laws in order to address the
challenges. Responsibility for this would come down to legislators and elected officials, which
to an extent means the population that votes for them.”
“I don’t have a notable experience with housing because I am only 15, and my parents were
lucky when they bought our house years ago because we got a good deal. From hearing from
my peers, I think decision-makers need to know that we need more affordable housing in Fort
Collins and low-income housing as well.”
“I think affordable housing is long overdue and I am extremely in favor. I would be proud of
FoCo if it made plans to take care of more citizens. I love this city and the phenomenal ways I
see my tax dollars at work.”
“I’m a big fan of the language in the Draft Strategic Plan around accessory dwelling units and
missing middle development. While I like the idea of (subsidized) affordable housing, I think
increasing the housing supply will be a much bigger hammer. I’d like to see more changes to
zoning code to allow higher density without requiring parking. As a homeowner in an already-
dense neighborhood I understand that that will be politically difficult, but it’s necessary to
keep people living in the city they love.”
“As someone who is privileged enough to be able to afford to own a home in Fort Collins, I
support efforts by the community to improve affordable housing options. I support them even
more if they are creative, I’m not scared of co-housing and community gardens. I understand
and am fine with the fact that this might cost homeowners a little more. Our community is
only as strong as the most vulnerable and I’m more than happy for my city to make that a
little more equal.”
“I understand that the city of Fort Collins may not have enough funding allocated to put more
money into housing, but I think there are other avenues that can be explored. People should
advocate for further investment in housing and the city needs to change the u+2 law.”
HOUSING STRATEGIC PLAN | 2021 69
CONCLUSION
City Plan’s Vision calls for our community to “take
action to address the needs of all members of our
community and strive to ensure that everyone
has the opportunity to thrive. As a community, we
commit to building a healthy, equitable, sustainability
city – for our families, for our neighbors, and for
future generations.”
The Housing Strategic Plan responds to this vision
by advancing twenty-six strategies designed to
overcome the greatest housing challenges facing
Fort Collins today. With this Plan’s adoption, we
move into learning and testing mode and begin the
commitment to revisiting the prioritized strategies
every two years. If any place can do this, it’s Fort
Collins. Together, we will create a future where
everyone has healthy, stable housing they can afford.
HOUSING STRATEGIC PLAN | 2021 70
APPENDICES
Appendix A: Glossary
Accessory Dwelling Units (ADUs): Smaller, subordinate residential dwellings located on the
same lot as a single-family home. Also known as granny flats, ADUs are any unit added onto a
single-family home where an additional person or family could live. These can take the form of
a basement, attic or garage that is converted into its own small unit or a separate unit detached
from the main house.
Ad Hoc Housing Committee: The function of an ad hoc committee is to accomplish specific tasks,
often on a short-term basis not easily provided for elsewhere in the committee system. In this
case, an Ad Hoc Housing Committee was formed and made up of three City Councilmembers who
wanted to focus on the Housing Strategic Plan and the City’s housing policies.
Advocacy: The promotion of an idea that is directed at changing a policy, position, or program
at an institution. An example of this could be a community member speaking during a public
comment period at a City Council meeting about the need for more sidewalks. This would be
considered an advocacy activity. The City also advocates for changes to state and federal laws in a
formal capacity through the Colorado Municipal League.
Affordable Housing: Housing that has a sales price or rental amount that is within the means of a
household with moderate income (80% AMI) or less. In the case of dwelling units for sale, housing
that is affordable means housing in which principal, interest, taxes, homeowners’ association dues
and insurance constitute no more than 38 percent of the gross household income. In the case
of dwelling units for rent, housing that is affordable means housing for which the rent, heat, and
utilities other than telephone constitute no more than 30 percent of the gross annual household
income. The rent or sale price must be affordable to households making no more than 80 percent
area median income. The unit must be affordable for a period of not less than 20 years.
Aging In Place: The ability to age and remain in one’s own home and community safely,
independently, and comfortably, regardless of age, income, or ability level.
Appropriation: The provision of funds, through a formal budgeting process or a specific legislative
action, that authorizes payments for specified purposes. The City’s budgeting process is called
Budgeting for Outcomes (BFO).
Area Median Income (AMI): The median income of all households in a given county or
metropolitan region. If you lined up all incomes of all households in a row, the median is the
midpoint. AMI, adjusted for household size, is used as a baseline to measure eligibility for many
affordable housing programs. To qualify for subsidized housing, Housing Choice vouchers, and
other programs, a household must typically make 80% of AMI or less.
BIPOC: Black, Indigenous and People of Color.
Budgeting for Outcomes (BFO): The City of Fort Collins’ budgeting process designed to allocate
resources based on budget offers for services, programs and projects to achieve specific results.
CARES Act: The Coronavirus Aid, Relief, and Economic Security (CARES) Act and the Coronavirus
Response and Relief Supplemental Appropriations Act of 2021 are Federal legislative actions
that provide direct economic assistance for American workers, families, and small businesses
to mitigate the negative economic impacts of the COVID-19 pandemic (Source: United States
Treasury Department)
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Community: A specific group of people, often living in a defined geographic area, who share
a common culture, values, and norms and who are arranged in a social structure according to
relationships the community has developed over a period of time. The term “community” includes
worksites, schools, and health care sites. “Groups of people who are impacted by policies and
programs.” (Source: Colorado Department of Public Health and Environment, Office of Health
Equity).
Community Development: A practice-based profession and an academic discipline that promotes
participative democracy, sustainable development, rights, equality, economic opportunity and
social justice, through the organization, education and empowerment of people within their
communities, whether these be of locality, identity or interest, in urban and rural settings. (Source:
National Association of Community Development Extension Professionals)
Community Engagement: The process of bringing together community members to work
collaboratively on common goals and issues that influence a group’s wellbeing.
Community Land Trust: A means of achieving permanently affordable housing similar to the city’s
deed restriction (see “Deed Restriction”). CLTs are membership-based nonprofit organizations
that own the land under a housing unit affordable to low- and moderate-income households.
Affordability is initially achieved through this separation of the land value from the value of the
home and improvements. Income-qualified households purchase the home, but not the land,
thereby realizing a price reduction. Affordability is ensured through a 99- year ground lease, which
restricts the resale price on the home
Deed Restriction: A legal obligation imposed by the city on an owner of residential real estate
to preserve the long-term affordability of units whose price was reduced to below-market levels
through a government or philanthropic subsidy, inclusionary zoning or affordability incentive.
These restrictions can be applied to the deed of a unit in perpetuity, or for a specified amount of
time. In Fort Collins, affordable housing must be deed-restricted for a minimum of 20 years. The
restriction is enforceable on subsequent buyers of a property.
Density: A measure to determine how many people, housing units, or activities exist within a given
area. Typically expressed as people per square mile or dwelling units per acre.
Density Bonus: The allocation of development rights that allow a parcel to accommodate
additional square footage or additional residential units beyond the maximum for which the parcel
is zoned, usually in exchange for the provision or preservation of an amenity (such as affordable
housing or open space) at the same site or at another location.
Disability: Any physical, mental, or sensory condition that may be the basis for updating
accommodations and laws to address barriers to human activity. Barriers may be attitudinal, social,
architectural, educational, or related to transportation and employment conditions and policies.
Those external conditions make it more difficult for the person with the condition to do certain
activities and interact with the world around them. There are many types of disabilities, such as
those related to a person’s vision, movement, thinking, remembering, learning, communicating,
hearing, mental health, and social relationships. Although “people with disabilities” is sometimes
used to refer to a single population, this is actually a diverse group of people that requires a
diverse set of responses in order to create equitable conditions. Two people with the same type
of disability can be affected in very different ways. Some disabilities may be hidden or not easy to
see. (Sources: Centers for Disease Control and Prevention; CSU Student Disability Center)
Disparity: Differences in outcomes and their determinants between segments of the population,
as defined by social, demographic, environmental, and geographic conditions. (Source: Centers for
Disease Control and Prevention)
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Displacement: The involuntary movement or loss of housing by individuals and families from an
established area, often resulting from redevelopment, higher property taxes, rising housing costs,
and the of loss social connections.
Dwelling Unit: One or more rooms and a single kitchen and at least one bathroom, designed,
occupied or intended for occupancy as separate quarters for the exclusive use of a single family
for living, cooking and sanitary purposes, located in a single-family, two-family or multi-family
dwelling or mixed-use building.
Equality: “Providing the same set of resources or services to all people, regardless of starting
place.” (Source: Colorado Department of Public Health and Environment, Office of Health Equity)
Equity: “When everyone, regardless of who they are or where they come from, has a fair and just
opportunity to live life to their fullest potential. This means removing barriers such as poverty
and discrimination so all people can thrive.” (Source: Colorado Department of Public Health and
Environment, Office of Health Equity)
Eviction: The removal of a tenant from rental property by the landlord. In some jurisdictions it may
also involve the removal of persons from premises that were foreclosed by a mortgagee.
Fair Housing: The Fair Housing Act of 1968 protects people from discrimination when they are
renting or buying a home, getting a mortgage, seeking housing assistance, or engaging in other
housing-related activities. Additional protections apply to federally-assisted housing. (Source:
Federal Department of Housing and Urban Development)
Foreclosure: The action of taking possession of a mortgaged property when the mortgagor fails to
keep up their mortgage payments.
Gentrification: The transformation of neighborhoods from low-priced land to high-priced land.
This change has the potential to cause displacement of long-time residents and businesses.
Growth Management Area (GMA): An intergovernmental agreement that sets the outer
geographic limits of a city’s future development. Fort Collins and Larimer County have jointly
adopted a GMA for Fort Collins within which future land may be annexed into the City. The
geographic area of the GMA represents locations that are more suitable for urban services,
infrastructure, and development.
Health: A state of physical, mental, and social well-being and not merely the absence of disease
and infirmity. (Source: World Health Organization)
Health Equity: “Health equity means that everyone has a fair and just opportunity to be as healthy
as possible. This requires removing obstacles to health such as poverty, discrimination, and their
consequences, including powerlessness and lack of access to good jobs with fair pay, quality
education and housing, safe environments, and health care.” (Source: Robert Wood Johnson
Foundation)
Health Impact Assessment (HIA): A combination of procedures, methods, and tools by which a
policy, program, or project may be judged as to its potential effects on the health of a population,
and the distribution of those effects within the population. An HIA can be used to evaluate
objectively the potential health effects of a project or policy before it is built or implemented. It
can provide recommendations to increase positive health outcomes and minimize adverse health
outcomes. A major benefit of the HIA process is that it brings public health issues to the attention
of persons who make decisions about areas that fall outside of traditional public health arenas,
such as transportation or land use.
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Healthy Community: A community that is continuously creating and improving physical and social
environments and expanding community resources that enable people to mutually support each
other in performing all the functions of life and in developing to their maximum potential.
Historically Underserved/Underrepresented Groups: This term refers to groups who have been
denied access and/or suffered past institutional discrimination in the United States. According
to the Census and other Federal measuring tools, these groups include African Americans, Asian
Americans, Hispanics or Chicanos/Latinos, and Native Americans.
Homeowners’ Association (HOA): A self-governing association that, in most cases, is created
by a real estate developer for the purpose of controlling the appearance of the community and
managing common area assets. HOAs are handed off for private control to the homeowners
after the development is completed. Association dues are used to cover maintenance, capital
improvements, and upgrades.
Homeward 2020: Homeward 2020 was a collaborative, strategic think tank guiding
implementation of Fort Collins’ 10-Year Plan to Make Homelessness Rare, Short-Lived and Non-
Recurring by setting priorities, developing alignment and action plans, and suggesting policy from
2009-2020. (Source: Homeward 2020)
Housing Choice Vouchers: The Housing Choice Voucher program (formerly called Section 8) is
“the federal government’s major program for assisting very low-income families, the elderly, and
the disabled to afford decent, safe, and sanitary housing in the private market.” It is a form of
subsidized affordable housing in which families who qualify (usually by having an income that is
50% or less than the AMI) may be provided with government funding to pay a portion of their rent
in standard, market-rate housing. It is overseen by local Public Housing Authorities, although the
money comes from the Federal government. The program is tenant based and the assistance stays
with the family rather than with the housing unit. (Source: U.S. Department of Housing and Urban
Development)
Housing Incentives: Many communities offer incentives to developers to offset the cost of
providing affordable housing units. The most common incentive is the ability to build increased
density. Other common incentives include parking or design waivers, zoning variances, tax
abatements, fee waivers, and expedited permitting. While a small number of communities seek to
offer incentives to fully offset the cost of providing affordable units, incentives are seen as a way to
reduce but not eliminate the economic impact of building affordable housing. (Source: Inclusionary
Housing.org)
Housing Spectrum: The entire range of housing in a community, often organized by income
level and subsidy. Consists of short-term accommodations (emergency shelters and transitional
housing), affordable housing (permanent supportive housing, deed-restricted housing for rent or
purchase), and market rate (unsubsidized) housing.
Housing Stock: The total number of housing units in an area.
HUD Code: The U.S. Department of Housing and Urban Development’s code that regulates a
manufactured home’s design and construction, strength, and durability, transportability, fire
resistance, energy efficiency, quality control, and installation at the home site.
Implicit Bias: Also known as implicit social cognition, implicit bias refers to the attitudes or
stereotypes that affect our understanding, actions, and decisions in an unconscious manner. These
biases, which encompass both favorable and unfavorable assessments, are activated involuntarily
and without an individual’s awareness or intentional control. These biases are different from
conscious biases that individuals may choose to conceal for the purposes of social and/or political
correctness. Rather, implicit biases are not accessible through introspection.
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Inclusion: An intention or policy of including people who might otherwise be excluded or
marginalized based on ethnicity, familial status, gender identity, age, marital status, national origin,
geographic background, race, religious and spiritual beliefs, sexual orientation, socioeconomic
status, disability, or veteran status.
Inclusionary Zoning Policies: Policy strategy that requires a percentage of the rental or for-sale
units in housing developments to be designated as affordable housing for low- and moderate-
income residents. In return, developers receive incentives as compensation for their affordable
housing contributions. Also called “Inclusionary Housing Ordinance” or IHO.
Inequity: “When systems and policies result in less opportunity for groups of people based on
factors like gender, race, physical and mental ability, sexual orientation, or immigration status.”
(Source: Colorado Department of Public Health and Environment, Office of Health Equity). This is
the opposite of equity.
Intergovernmental Agreement (IGA): An agreement between two or more government entities to
solve problems of mutual concern. (Source: Colorado Department of Local Affairs)
Institutional Racism: Policies, practices, and programs that, most often unintentionally and
unconsciously, work to the benefit of white people and to the detriment of people of color.
Involuntary Displacement: See “Displacement.” “A process by which low-income families and
families of color who have lived in a neighborhood for generations are forced out of their home
because they cannot afford the high costs of new development.” (Source: Colorado Department of
Public Health and Environment, Office of Health Equity)
Land Bank: Land that is acquired and held by a public or private organization for future
development or sale. Fort Collins has a Land Bank program to purchase and hold properties for
the purpose of developing future affordable housing or other housing that meets community
goals.
Land Use Code (LUC): A planning implementation tool of the community’s comprehensive plan.
The land use code can include zoning regulations, subdivision regulations, annexation policy,
impact fees, public hearing processes, fence and sign permitting, and more. (Source: Colorado
Department of Local Affairs, cdola.colorado.gov)
Landlord: The owner of a house, apartment, condominium, land, or real estate which is rented or
leased to an individual or business, who is called a tenant (also a lessee or renter).
Language Justice: Language justice is a powerful tool for social change, connecting people
and movements across language barriers and ensuring all voices are heard. Fundamentally, we
believe that everyone has a right to express themselves in their languages, to understand and
to be understood. Language justice is a commitment to creating spaces where no one language
dominates over any other and to building cross-language communication over the long haul.
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Lead Players or Lead Entities: To advance the vision in this plan, many different groups will need
to lead the implementation of specific strategies. These groups include, but are not limited to:
• The City of Fort Collins: The City organization of staff and elected officials
• Partnerships: community coalitions that are working to advance the City’s housing goal.
Examples include:
o Local non-profit housing providers
o Homeward 2020
o Northern Colorado Continuum of Care
o Elevations Community Land Trust
• Organizations: other regional and state government entities, and nonprofit organizations that
work towards advancing housing. Some examples include:
o Larimer County
o Housing Catalyst
o Colorado State University
o State of Colorado
o Banks and financial institutions
• Developers and Builders: companies that purchase land to develop and build housing
Legislation: The act or process of making or enacting laws.
Low Density Mixed-Use Neighborhood (LMN): One of Fort Collins’ zone districts in the Land
Use Code (LUC). The Low Density Mixed-Use Neighborhood District is intended to be a setting
for a predominance of low density housing combined with complementary and supporting land
uses that serve a neighborhood and are developed and operated in harmony with the residential
characteristics of a neighborhood. Densities range from 4-9 dwelling units per acre, or up to 12
dwelling units per acre for affordable housing.
Low Income: A household whose income does not exceed 80 percent of the median income for
the area, as determined by HUD, with adjustments for smaller or larger families.
Low Income Housing Tax Credits (LIHTC): Tax incentive created in the Tax Reform Act of 1986
that is designed to attract equity capital for investment in rent restricted affordable housing. The
program encourages the production of affordable housing by offering its owners tax credits for a
ten year period based on the cost of development and the number of low income units produced.
Their contributions offset the cost of building or rehabilitating the property, which allows rents to
be low. In Colorado, the Colorado Housing and Finance Authority awards tax credits. Each housing
unit in a tax credit-funded property has an associated low-income limit. Tenants’ must income-
qualify annually and, in turn, they pay below-market rents affordable to the AMI associated with
the unit they occupy. (Source: City of Fort Collins)
Manufactured Home Communities/Park: Private land developed and managed as home sites for
manufactured homes. The lots in the community can either be leased to the homeowner or be
purchased by the homeowner. Communities can be restricted to certain groups (e.g. seniors or 55+).
Manufactured Housing: A home built in a controlled factory environment on a permanent frame
and chassis that is designed to be used with or without a permanent foundation. Manufactured
homes are normally single-story and are delivered to the home site in one, two or three sections.
They may be placed on private property or in a manufactured home community. The U.S.
Department of Housing and Urban Development (HUD) defines “manufactured home” as factory-
built units constructed after 1976 under HUD’s construction and safety standards.
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Metro District: Authorized by Colorado state law as a type of special district for defined
geographic areas to provide infrastructure and services. Metro districts are independent
governmental entities that may be authorized to tax or assess fees to finance, design, acquire,
install, construct, operate and/or maintain public improvements.
Market-Rate Housing: Housing that is available on the open market. There are no restrictions on
the selling price or rent of market-rate housing, and anyone who can afford to rent or purchase
market-rate housing may do so. Market-rate housing is subject to fluctuations in the housing
market, and, market-rate housing is unaffordable to many of those who work in the community.
(Source: City of Fort Collins)
Middle Income: A household whose income is generally in the 80-120% range of the Area Median
Income (AMI), as determined by HUD, with adjustments for smaller or larger families.
Missing Middle Housing: Refers to housing that accommodates more people than a single-family
home but is smaller than a large apartment building. Typically, this term encompasses housing
types such as accessory dwelling units, duplexes, townhomes, andsmall apartment buildings that
are designed to blend into and be compatible with a residential neighborhood dominated by
single-family homes. It is called “missing” middle because many communities do not have much of
this sort of mid-range housing.
Mixed-Use: Any building that contains at least two different uses. The most common mixed-use
buildings have commercial spaces for stores, restaurants, and offices on the bottom floor and
apartments on the upper floors. Other common mixed-use building types include commercial
on the bottom floor and offices on the upper floors or residences in one area of the building and
studio/workspace in the other area of the building (sometimes called a live/work space).
Mobile Home: A dwelling structure built on a steel chassis and fitted with wheels that is intended
to be hauled to a usually permanent site. “Mobile home” is the term that applies to factory-built
housing fabricated prior to 1976 under the requirements of the American National Standards
Institute (ANSI).
Multi-Family Housing: “A building that houses more than one family at a time. Apartments,
condos, townhouses, duplexes, and four-plexes are all examples of multifamily housing options.
The building can be owned by one person who rents out the units, or each unit can be owned
individually (i.e., condos).
Multi-Section Home: A manufactured home delivered to the home site in two or more sections.
The average square footage is 1715 square feet, but may be as large as 2500 plus square feet.
Common descriptions for multi-section homes include “double wide” for a two-section home, and
and “triple wide” for a three-section home.
Naturally Occurring Affordable Housing (NOAH): Housing that is available on the open market
to anyone and not subsidized by a government or nonprofit, but which happens to be within the
budget of many low- and middle-income families. In many cases, naturally occurring affordable
housing tends to be older, may have deferred maintenance needs, and may be at risk due to
market speculation.
Occupancy Limits: The number of people permitted to live in a dwelling unit. In Fort Collins,
occupancy is restricted to one family and not more than one additional person; OR one adult and
their dependents (if any), a second adult and their dependents (if any), and not more than one
additional person. The shorthand for this occupancy regulation is “U+2” or “three unrelated.”
(Source: City of Fort Collins)
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Our Climate Future: Our Climate Future is a 2021 update to three community environmental
plans in Fort Collins: the Climate Action Plan, Renewable Energy Policy, and Road to Zero Waste
Plan. This update is seeking to design equitable solutions to reducing greenhouse gas emissions,
improving renewable electricity and energy efficiency and achieving waste reduction goals.
(Source: City of Fort Collins)
Private Activity Bonds (PAB): Tax-exempt bonds issued by or on behalf of a local or state
government for the purpose of providing special financing benefits for qualified projects. This
financing is most often for projects of a private user, and the government generally does not
pledge its credit.
Permanent Foundation: A slab foundation where people can place a manufactured or modular
home.
Permanent Supportive Housing: A model that combines affordable housing with other supportive
services for individuals and families transitioning out of homelessness in order to create a more
stable living environment.
Policy (Housing): The actions of government, including legislation and program delivery, which
have a direct or indirect impact on housing supply and availability, housing standards and urban
planning.
Preservation: When action is taken to ensure that housing subsidies or low-income housing
restrictions remain in place, preserving long-term housing affordability. Preservation is usually
combined with repairs to the property. (Source: National Housing Trust)
Public Health: Promotion and protection of the health of people and the communities where they
live, learn, work and play. (Source: American Public Health Association)
Public Sector: Refers to a part of the economy related to government or quasi-governmental
agencies and activities. Other sectors of the economy include the “private sector” and the
“nonprofit or philanthropic sector.”
Public Housing/Housing Projects: Public housing, sometimes referred to as “projects,” is any
housing created by a government entity and typically offered to low-income residents. As with
Housing Choice Vouchers, funding for public housing projects tends to come from the federal
government (U.S. Department of Housing and Urban Development) but is handled through local
Public Housing Authorities.
Quality of Life: An overall sense of well-being with a strong relationship to a person’s health
perceptions and ability to function. On a larger scale, quality of life can include all aspects of
community life that have a direct and quantifiable influence on the physical and mental health of
its members.
Race: Race is a grouping of humans based on shared physical or social qualities into categories
generally viewed as distinct by society. Because it is a subjective social construct, ideas about and
definitions of race and specific racial categories change over time, are not universally accepted,
and have varying connotations. The term was first used to refer to speakers of a common language
and later to denote national affiliations and physical traits. An individual’s racial identity may
differ from how others perceive it, and also may not be readily captured by applied demographic
categories. (Source: Measuring Racial Discrimination, National Academies Press)
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Racial Discrimination: Racial discrimination is any discrimination against individuals based on
their physical traits or self-identified or perceived racial or ethnic identity or identities. Individuals
can discriminate by refusing to do business with, socialize with, or share resources with people
on the basis of race. Governments can discriminate in a de facto fashion or explicitly in law, for
example through policies of racial segregation, disparate enforcement of laws, or disproportionate
allocation of resources.
Redlining: The systematic denial of various services or goods by federal government agencies,
local governments, or the private sector (banks, real estate agents, insurance companies, etc.)
either directly or through the selective raising of prices. This is often manifested by placing strict
criteria on specific services and goods that often disadvantage poor and minority communities.
Prior to the Fair Housing Act of 1968, there were no specific laws that protected minority
populations from discriminatory practices in housing and commercial markets.
Rent-Burdened or Cost-Burdened: Financial strain caused by having to spend more than 30% of
one’s income on housing, which leaves little to no money for other basic needs such as medical
care child care, transportation and/or utilities.
Restrictive Covenant: A covenant imposing a restriction on the use of land so that the value
and enjoyment of adjoining land will be preserved. In the United States, deed restrictions and
restrictive covenants became an important instrument for enforcing racial segregation in most
towns and cities, becoming widespread in the 1920s and proliferating until they were declared
unenforceable in 1948.
Rent Control: Rent control is a government program that places a limit on the amount that a
landlord can charge for leasing a home or renewing a lease. Rent control laws are usually enacted
by municipalities, and the details vary widely. All are intended to keep living costs affordable for
lower-income residents. In the United States, 37 states (including Colorado) prohibit rent control.
Sales Tax: A consumption tax imposed by the government on the sale of goods and services. A
conventional sales tax is levied at the point of sale, collected by the retailer, and passed on to the
government.
Single-Family and Multi-Family Housing: Single-family housing ( SFH) is any unit meant for only
one family to reside in, such as a standalone house or an attached townhouse or rowhome. Multi-
family housing (MFH) is any building meant for more than one family such as a duplex, apartment
or condo building.
Single-Section Home: A manufactured home delivered to the home site in one, intact section. The
width of a section can be 10 feet, 12 feet, 14 feet, or 16 feet. The length of the section can be from
30 feet to 80 feet. The average square footage of a single section home is 1120 square feet. Also
called a “single-wide.”
Site-built Home: Housing constructed at the home site rather than built off-site in a factory. During
construction the house is exposed to the elements, but may consist of modules of pre-assembled
parts like trusses, doors, windows, and pre-cast wall panels. Also called “stick-built” construction.
Stakeholder: An individual or group that has an interest in any decision or activity of an
organization. Stakeholders may include suppliers, employees and workers, business associations,
community groups, and others.
Social Determinants of Health: “The conditions in which people are born, grow, work, live, and
age, and the wider set of forces and systems shaping the conditions of daily life. These forces
and systems include economic policies and systems, development agendas, social norms, social
policies and political systems.” (Source: World Health Organization)
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Subsidized Affordable Housing: Sometimes called “capital-A” Affordable Housing, this is housing
that is made affordable, specifically by nonprofit or government subsidies. It can take several
forms including Housing Choice Vouchers, public housing, units created through Low Income
Housing Tax Credits, and apartments managed and sponsored by nonprofit organizations.
Sustainability: Meeting the needs of the present without compromising the ability of future
generations to meet their own needs. (Source: UN World Commission on Environment and
Development)
Systems Approach: A systems approach is based on the concept that everything is inter-related
and interdependent. A system is composed of related and dependent elements which, when
interacting, form a unitary whole.
Systemic Racism: The various policies, practices and programs of differing institutions within
a community that can lead to adverse outcomes for communities of color compared to white
communities.
Tiny Homes: Standalone cottages typically less than 400 square feet, often on wheels for ease of
relocation. The tiny home movement encourages living simpler in a smaller space. Although the
tiny home movement is relatively new, small housing options have been available for decades in
the form of trailers and mobile homes. Like accessory dwelling units, tiny homes are not permitted
in many communities.
Transit-Oriented Development (TOD): Any strategic effort to create dense urban living around
public transit stops to increase transit ridership. It often appears in the form of large mixed-use
apartment buildings and condos near rail stations in urban areas. Fort Collins has a TOD Overlay
Zone along the MAX line that permits taller, denser buildings with reduced parking requirements.
Visitability: A measure of a place’s ease of access for people with physical disabilities. “Visitable”
homes are those that have at least one zero-step entrance, 32-inch wide doorways, and a
bathroom on the main floor that is wheelchair accessible.
Vision: Aspirational statement that collectively conveys the desire and intent for the future.
Walkable Community: A community designed for safe, convenient, and equitable access to
shopping, jobs, and other amenities (parks, doctors office, etc.) for pedestrians and people using
wheelchairs and other devices.
Water District: A special district authorized to supply water and sewer services. Fort Collins is
served by several water districts: Fort Collins Water Utilities, Fort Collins/Loveland Water District,
and East Larimer County Water District (ELCO)
Zoning Ordinance: A regulatory tool used by local governments that designates permitted uses
for land where one set of uses is separated from another throughout a community, often using
distinct zoning districts. Examples of common zone districts include: Residential, Retail and
Commercial, Open Spaces and Parks, Institutional, and Industrial.
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Appendix B: Rental Housing Gaps Data15
The rental housing data that informs the graphic on page 25 of the Housing Strategic Plan is
included below to provide a more detailed picture of the cumulative rental demand and market
gaps in Fort Collins by income range. One distinction to note is that while the gap is concentrated
below 50% AMI, the cumulative gap shows that it takes the market up until about 80% AMI to
“catch up” because so many lower-income households are “renting up”—above their affordability
level. Note: The figure shows cumulative supply and demand, meaning each bar builds upon (and
includes) the preceding affordability category (e.g., the 0 to 60% bar includes inventory from the 0
to 30% bar as well).
Rental Affordability, Fort Collins, 2019
Note: Income limits assume
a 2-person household and
allow for 30% of monthly
income for housing costs.
Source: 2019 American
Community Survey (ACS),
HUD 2019 Income Limits,
and Root Policy Research.
Income Range
Maximum
Income
(2-person hh)
Rental Demand
(Renter
Households)
Maximum
Affordable
Rent
Rental Supply
(Rental Units)Rental Gap Cumulative
Gap
Num.Pct.Num.Pct.
0-30% of AMI $20,950 7,652 24%$524 761 2%(6,891)(6,891)
31-50% of AMI $34,900 4,135 13%$873 3,063 9%(1,072)(7,963)
51-60% of AMI $41,880 2,231 7%$1,047 3,407 10%1,176 (6,787)
61-80% of AMI $55,800 4,334 14%$1,395 9,269 28%4,935 (1,852)
81-100% of AMI $69,800 4,168 13%$1,745 7,428 22%3,260 1,408
101-120% of AMI $83,760 2,799 9%$2,094 5,827 17%3,028 4,436
121-150% of AMI $104,700 2,565 8%$2,618 3,239 10%674 5,110
151-200% of AMI $139,600 1,829 6%$3,490 217 1%(1,612)3,498
> 200% of AMI $139,600+2,289 7%$3,490+166 0%(1,663)3,447
Total/Low Income Gap 32,003 100%33,378 100%(7,963)(7,963)
15 Data in this appendix is drawn from the American Community Survey (ACS), HUD 2019 Income Limits,
and Root Policy Research.
HOUSING STRATEGIC PLAN | 2021 81
Appendix C: Existing Conditions
Introduction
To move forward, we must understand where we are as a community and how we got here.
The purpose of the Existing Conditions Assessment is to better understand the current state of
housing in Fort Collins. Whereas previous iterations of the Housing Strategic Plan focused solely
on affordable housing, this iteration will articulate goals, objectives, and strategies for the entire
housing spectrum to achieve the Plan’s draft vision that “Everyone has healthy, stable housing
they can afford.” The Existing Conditions Assessment will look at the entire range of the housing
spectrum and many factors that influence housing.
Note: The information compiled for this document was gathered in September 2020. These data
have not been updated to reflect the most recent information available. To track progress, staff
is working to create a “Housing Dashboard” that would enable data tracking as we progress
in a more dynamic way as demographics and housing markets shift and change over time (as
addressed in Strategy 4).
WHAT ARE OUR EXISTING HOUSING GOALS?
Fort Collins aims to have 10% of its housing stock be deed restricted and affordable by 2040.
WHY DEVELOP THE HOUSING STRATEGIC PLAN NOW?
The City typically updates its housing plan every five years. City Council adopted the previous
version of this plan, the Affordable Housing Strategic Plan, in 2015. Regular 5-year updates allow
the City to consistently reassess its goals and adjust policies while having ample data to support
these changes in direction, if need be.
WHAT’S DIFFERENT ABOUT THIS PLAN FROM PREVIOUS VERSIONS?
All previous housing plans adopted by the City have focused on affordable housing. For the
purposes of this document, affordable housing is housing targeted towards households earning
80% or less of Area Median Income (AMI) without spending more than 30% of their income on
housing. The Housing Strategic Plan will address the entire spectrum of housing. As such, this
Existing Conditions Assessment provides data and analysis for the entire spectrum of housing.
HOW ARE WE DOING SO FAR? ARE WE MEETING OUR GOALS?
Over the past five years, City and its partners have added 373 new affordable homes since the last
plan was adopted, with 248 more under construction. Still, we are 708 units behind in meeting
our affordable housing goals. Overall, the City has 3,534 affordable units in its affordable housing
inventory. 290 of these units are for sale units with the remaining 3,244 units available for rent. To
achieve our 10% goal by 2040, the City would need to increase the amount of affordable housing
as a percentage of the overall housing by 1 percentage point every 5 years or 228 units every
year from 2020 onward. In 2015, affordable housing made up 5% of the City’s housing stock. With
70,692 housing units in the City as of 2019, affordable units make up 5% of the overall housing
stock. To get back on track for achieving our affordable housing goal by 2040, the City would
need 4,242 affordable housing units. This means the City is short 708 affordable units currently
despite all of the unit production since 2015. Every year the City is unable to reach its affordable
housing target means current and future generations must make up the difference.
HOUSING STRATEGIC PLAN | 2021 82
WHAT’S IN THIS REPORT?
Fort Collins’ housing system is inextricably linked to the national and statewide context,
especially impacts from structural racism. This planning effort is centered in equity. Following the
introduction is a grounding in equity and inclusion overall, the historical context of racism and
inequity in the U.S. housing system, and Fort Collins’ history and present-day realities within that
national historical context.
Then, this report presents data on a variety of factors that influence the housing market. These
factors include demographics, job and wage data, housing prices, rents, vacancies, and much
more. Qualitative data gathered from community engagement is also incorporated throughout
this report to illustrate the ways in which our existing housing system connects to the experiences
and challenges of residents who live and work in our community. Following a presentation of data,
the report outlines the policy landscape and land supply in Fort Collins. Then, a brief discussion of
limitations follows with a synthesis of our biggest challenges wrapping up the report.
EQUITY AND INCLUSION
“History cannot give us a program for the future, but it
can give us a fuller understanding of ourselves, and of our
common humanity, so that we can better face the future.”
-Robert Penn Warren
The Housing Strategic Plan is being developed in alignment with the 2020 City Strategic Plan’s
Strategic Objective to “Advance equity for all, leading with race,” so that a person’s identity or
identities is not a predictor of outcomes.
Leading a planning effort in equity impacts both process and outcome:
• Equity in process: Ensuring everyone has meaningful opportunities to engage and provide
input into the Housing Strategic Plan process.
• Equity in outcomes: Everyone has healthy, stable housing they can afford.
Leveraging the concept of Targeted Universalism, this work focuses on a universal outcome – the
Plan’s vision that “Everyone has healthy, stable housing they can afford,” and will include targeted
strategies to ensure a person’s identity or identities is not a predictor of whether or not they, or
our community, achieve this vision.
This section provides an initial framing around the historical and local context that influences this
work and begins to illustrate how equity and housing are related. It was built from the Existing
Conditions Document developed via the Our Climate Future planning process. Still, the City
recognizes these efforts require humility, listening, and learning, as staff’s knowledge in this
space, both locally and nationally, is incomplete. Accordingly, staff anticipates these sections
will be updated with the community throughout the process and beyond as understandings and
information evolve.
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EXISTING CONDITIONS: HISTORICAL AND LOCAL CONTEXT
LOOKING BACK TO LOOK FORWARD
Understanding how we can plan together for the Housing
Strategic Plan requires awareness of both our past
and present. The examples below are not meant to be
comprehensive of the entire historical and present-day
context, but are meant to provide an initial background
to begin understanding how persistent inequities (see
sidebar) impact our ability to realize the Plan’s vision for
housing that is stable, healthy, and affordable for all - and
how we implement strategies moving forward with an
equity lens.
HISTORICAL CONTEXT
Chances are every person has experienced some degree
of inequity. However, despite progress in addressing
explicit discrimination, racial inequities continue to
be deep, pervasive, and persistent across the country.
Racial inequities exist across all indicators for success,
including education, criminal justice, jobs, housing, public
infrastructure and health, regardless of region.16 Rooted
in our country’s violent history of genocide, colonization,
slavery, and segregation, racist practices have been
embedded in almost every aspect of American life,17
resulting in structural racism.18
In housing specifically, there is significant evidence demonstrating how structural racism has
impacted BIPOC (Black, Indigenous and People of Color) communities’ ability to secure healthy,
stable housing they can afford – both historically and today. Just a few examples are highlighted
below for an initial grounding:
• In 1865, President Johnson reversed the Special Field Order providing formerly enslaved
African Americans with 40 acres of land.
• While in 1917, the Supreme Court “unanimously overturned a zoning ordinance from
Louisville, Kentucky that required residential by race in neighborhoods,” restrictive covenants
excluding BIPOC from purchasing homes were nonetheless enforceable through the 1940s
and continued in practice much later, even after they were technically outlawed by the
Federal Fair Housing Law of 1968. These restrictive and discriminatory covenants were
common throughout the county as housing development expanded after World War II.
These covenants, often enforced by Home Owners’ Associations and the real estate industry,
resulted in the systematic exclusion of BIPOC households from equal access to the new
housing choices available in the post-war era.19
16 Government Alliance on Race and Equity – see their information here.
17 See for example, section II of the Racial Equity Toolkit by the Government Alliance for Race and Equity
(GARE).
18 Reference the Equity and Inclusion Work Session Agenda Item Summary for more information
19 Color of Law, by Richard Rothstein, pp VII-VIII
Centering work in equity
includes understanding that
racism takes place at multiple
levels:
Individual racism: pre-
judgment, bias, or discrimination
based on race by an individual.
Institutional racism: Policies,
practices, and programs that,
most often unintentionally and
unconsciously, work to the
benefit of white people and the
detriment of people of color.
Structural Racism: A history and
current reality of institutional
racism across all institutions,
combining to create a system
that negatively impacts
communities of color.
(Source: fcgov.com/equity)
HOUSING STRATEGIC PLAN | 2021 84
• Neighborhoods were graded in the 1930s from a green to red scale, with red representing
the greatest credit risks. Being African American (or Catholic, Jewish, or an immigrant from
Asia or Southern Europe) meant these neighborhoods were deemed undesirable – preventing
access to loans and attracting incompatible land uses. These divisions were reinforced
with a 1935 Underwriting Manual that included this language reinforcing segregation, “If
a neighborhood is to retain stability it is necessary that properties shall continue to be
occupied by the same social and racial classes…”20 This practice is commonly referred to as
“redlining.” Restrictive covenants, predatory loan terms, and the higher interest rates charged
to the BIPOC households who could manage to get a loan for a mortgage combined to
limit the ability of BIPOC households to build wealth through home ownership over several
generations.21
• The GI Bill enacted after World War II provided over 4.3 million home loans worth $33 billion
but largely benefitted White Americans. Historian Ira Katznelson noted there was “no greater
instrument for widening an already huge racial gap in postwar America than the G.I. Bill.”
• In 1949, the Housing Act rejected amendments to integrate public housing, reinforcing
segregated by design in public housing. After this rejection, predominantly Black or
integrated neighborhoods were demolished to make way for segregated housing projects.22
• The Civil Rights Act of 1964 saw the longest filibuster in the Senate’s history (57 days)
because of disagreements about how to address past discrimination. Ultimately, the Act
only addressed future discrimination, which “ignored the White head start, presumed that
discrimination had been eliminated, presumed that equal opportunity had taken over, and
figured that since Blacks were still losing the race, the racial disparities and their continued
losses must be their fault.”23
These acts at the national level were reinforced locally,
whether through Jim Crow laws in the South or zoning
laws throughout the United States which restricted
undesirable land uses in white neighborhoods but allowed
incompatible land uses in Black neighborhoods, to name
but a few. While not every federal or local action resulted
in racial discrimination or increased the racial wealth gap,
these foundational acts inform the outcomes we see today
– White families have nearly 10 times the net worth of
Black families, poverty rates and income levels are lower
for nearly all BIPOC communities in Fort Collins (more
information below), and, even in 2020, homeownership
rates for BIPOC communities in America are significantly
lower than that for Whites in America.
20 Color of Law by Richard Rothstein, p 65
21 Aaronson, Daniel; Hartley, Daniel; Mazumder, Bhashkar (2017) : The effects of the 1930s HOLC “redlining”
maps, Working Paper, No. 2017-12, Federal Reserve Bank of Chicago, Chicago, IL.
22 Color of Law by Richard Rothstein, pp 30-32.
23 Stamped from the Beginning by Ibram X. Kendi, pp 384-386
White families have nearly 10
times the net worth of Black
Families, and over 8 times the
net worth as Hispanic, or Latinx
households.
Source: Federal Reserve, as of
2016
HOUSING STRATEGIC PLAN | 2021 85
LOCAL CONTEXT
Our country’s broader history of oppression has also played out locally, at times with local
government as a key actor. Many more examples have occurred on both individual, institutional,
and structural levels than can be listed here. For illustrative purposes, some documented examples
include:
• Individual racism: Fort Collins has seen cases of racial profiling on the Colorado State
University campus and crime spree vandalism, such as experienced by our Muslim community
when the Fort Collins Islamic Center was vandalized. In addition, there is a rise of anti-
Semitism in Colorado overall. In June, a Black CSU football player and his co-worker were held
at gunpoint in Loveland.
• Institutional racism: From a land use and environmental justice perspective, starting in
the 1930s neighborhoods were segregated so residents of the Alta Vista, Andersonville,
Buckingham and Holy Family neighborhoods lived near the city’s industrial wastelands;
were exposed to toxins such as coal smoke and soot from the sugarbeet factory; dealt
with constant pollution from trains carrying concentrated lime; and experienced odor and
environmental impacts from the Fort Collins City dump.24 One might ask why residents
could not simply move
to a different, healthier
neighborhood.
This segregation and
disproportionate exposure
to environmental harms was
enforced, in part, by restrictive
covenants that excluded BIPOC
residents from living in white
neighborhoods in Fort Collins.
These covenants often included
minimum sales prices for homes as
well, ensuring that lower-income
residents – regardless of race –
were also excluded:
25
24 Hang your Wagon to a Star: Hispanics in Fort Collins 1900 – 2000. Adam Thomas, SWCA Environmental
Consultants, see in particular pages 7-9 for examples.
25 Restrictive Covenant from Slade Acres, 1948 – south of Mulberry Street, at Sheldon Lake: https://
citydocs.fcgov.com/?cmd=convert&vid=51&docid=7701&dt=S-SUBDIVISION+PLAT
HOUSING STRATEGIC PLAN | 2021 86
26
• Structural racism: Before Fort Collins was even established, there were indigenous people
in Larimer County for 13,000+ years, with the last local Native Americans in Larimer County
(Arapahos) to move to reservations in 1868.27 The legacy of institutional racism has led to
recent displacement and gentrification of neighborhoods,28 lower overall health and equity
index scores,29 and high school graduation rates at Poudre School District that are lower
for students of color than for White students.30 We see ripple effects from our community’s
legacy of housing discrimination and segregation in the present as well. For example, there is
a documented 22% lending disparity between community members of similar socioeconomic
status who identify Latinx/Hispanic and those who identify as White.31 Whether through
forced displacement, land use regulation, or the financial systems tied to housing, it is clear
26 Restrictive Covenant from Circle Drive, 1945 – east of Whedbee Street and south of E. Pitkin Street
https://records.larimer.org/, Book 800, Page 551-552.
27 There have been indigenous people in Larimer County for 13,000+ years and the 1868 event is only one
example from indigenous group. More information can be found in An Ethnohistory of the Cache la Poudre
River National Heritage Area by Lucy Burris.
28 See, for example, this article from the Colorado Sun
29 See the Trends and Forces Report associated with City Plan for this reference.
30 See Poudre School District’s graduation information, and slide 6 for graduation rates for English
Language Learners compared to all students.
31 Analysis of Impediments to Fair Housing Choice, update in 2017 by City staff to original work completed
by BBC Consulting in 2012. The lending disparity cited here was identified in the 2017 update.
HOUSING STRATEGIC PLAN | 2021 87
that access to stable, healthy, affordable housing is not distributed equitably among all
communities in Fort Collins.
These few examples of the nation’s and community’s
history, while not intended to be comprehensive,
demonstrate the continued nature of discrimination at all
levels and that impacts are disproportionately experienced
by people of color and other communities with identities
that have been historically marginalized. The City (and
many community partners) have begun to address these
disparities, by acknowledging these inequities exist,
establishing the Ad Hoc Community Impacts Committee,
and by centering planning and policy efforts in equity
moving forward.
Housing Strategic Plan: Equity for All, Leading with Race
“We can’t heal the damage done by housing policy without the
input and leadership of those most affected by its harmful past
and present”32
As noted in the introduction to this section, the Housing Strategic Plan is centering the way it
plans, both from a process and outcome perspective, on equity. From a process perspective,
Fort Collins’ prior Housing planning efforts focused on more traditional engagement approaches
such as open houses and presenting information at group meetings. The current iteration of
the Housing Strategic Plan embeds a more equitable process by ensuring that: (a) community
members and organizations with closer ties to underrepresented populations are being supported
to lead engagement, and (b) community members who engage in the process more accurately
reflect the actual demographics (race, income, age, gender, etc.) of our community. While all
community members have opportunities to engage in the planning process, additional resources
are being devoted up front to engage underrepresented populations with the goal of creating
more equitable outcomes, e.g., a person’s identity or identities no longer impacts their ability to
thrive.
To achieve our desired outcome, we must redefine how the City functions and understand how
our existing services, programs, and regulations can unintentionally impact certain communities.
To this end, Fort Collins is learning from other cities across the country, such as Oakland’s Equity
Indicators for Housing, Portland’s efforts to increase density in most neighborhoods, and Austin’s
Strategic Housing Blueprint, that are testing methods to expose the effects of inherited systems
and developing equitable replacements through collaborative engagement with community
members.
In Fort Collins, the City is piloting the Government Alliance on Race and Equity (GARE) Racial
Equity Toolkit in this planning process to assess how proposed strategies do or do not advance
racial equity. By assessing impact to racial equity, other dimensions of equity can also be
addressed.
32 The Affordable City by Shane Phillips, p. 40
The City of Fort Collins supports
equity for all, leading with race.
More information about can
be found at https://www.fcgov.
com/socialsustainability/equity.
php.
HOUSING STRATEGIC PLAN | 2021 88
Leading with race is important, acknowledging that the creation and perpetuation of racial
inequities has been ingrained in government, and that racial inequities across all indicators for
success are deep and pervasive. We also know that other groups of people are marginalized based
on characteristics including gender, sexual orientation, ability and age, to name a few. It is critical
to address all areas of marginalization, and an institutional approach is necessary across the board.
A racial equity framework that is clear about the differences between individual, institutional and
structural racism, as well as the history and current reality of inequities, has applications for other
marginalized groups.
The remaining sections of this document include reflections on the equity implications of the
data shared. Understanding how racial equity specifically plays out in each section is an evolving
process that will be updated as we move through the planning process.
Fort Collins and the Region
Fort Collins, as a city, exists within a regional context. This means that people may work in Fort
Collins, but may choose, based on many factors, to live outside of the city (or vice versa). This is an
important factor in understanding demand and supply dynamics for housing within the region.
As a starting point, the data includes a number of communities that surround Fort Collins based on
commuting patterns from previous studies (Housing Affordability Policy Study, 2014), often serve
as competitive communities based on a number of factors, and is where many live or work who are
members of the Fort Collins community.
These communities include Timnath, Windsor, Wellington, Loveland, Greeley, Berthoud, Johnstown
and Longmont. Other communities, such as Denver, Boulder and Golden were seen to be outside
of the Fort Collins regional context, though we know there are residents who commute between
these communities and Fort Collins every day.
Who lives in Northern Colorado?
To gain a better understanding of who lives in Fort Collins and the surrounding region, we can
better plan for who wants to live here and who may be excluded based on a number of factors.
For this, we take a look at a number of data points within the surrounding region and within Fort
Collins specifically.
Demographics
Fort Collins is a young community with a growing senior population.
The population of Fort Collins according to the latest American Community Survey (ACS) was
162,511 in 2018 with a median age of 29. The largest age cohorts in Fort Collins are in the 20-34
age groups. This is due principally to Colorado State University (CSU). Total enrollment at CSU in
2019 was over 34,000 students. The fastest growing cohort is people aged in their 60s. This cohort
grew at nearly three times the rate of the rest of the population per the Trends and Forces Report
as part of City Plan.
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Figure 1: Population Distribution for Fort Collins (ACS 2018, 5-year data)
Fort Collins is the largest community in the region.
Fort Collins reached a population of 162,511 in 2018, making it the largest city in the region. The
community closest in size is Greeley, with a population of 103,773. Longmont and Loveland both
have sizable populations of 93,244 and 73,395 respectively. All other communities are smaller and
have a high level of interconnectedness with the larger cities in the region.
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Figure 2: Population of Fort Collins and Northern Colorado Communities (ACS 2018, 5-year data)
Fort Collins and surrounding cities are predominantly white with sizable Latinx communities.
According to the most recent Census data, 80% of the Fort Collins community identifies as white.
The next largest racial group is Hispanic or Latinx, making up just over 12% of the community.
The chart below provides a comparison of the racial/ethnic composition of Fort Collins in
comparison to other Northern Colorado communities. All other nearby communities have a white
majority population with the Hispanic or Latinx community being the second largest group.
Greeley, Johnstown, Longmont, and Wellington all have a higher percentage of Hispanic or Latinx
community members when compared to Fort Collins.
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Figure 3: Racial/Ethnic Composition of Fort Collins and Northern Colorado Communities, 2018
(ACS 2018 5-year Data)
Race
Fort
Collins Berthoud Greeley Johnstown Longmont Loveland Timnath Wellington Windsor
Hispanic
or Latinx 12.1%7.9%39.1%16.7%25.2%11.4%8.2%15.7%8.0%
White 80.0%91.2%60.9%77.8%68.1%84.8%85.4%84.3%86.6%
Black or
African
American
1.4%0.0%2.2%0.4%0.9%0.5%0.0%0.7%0.4%
American
Indian
and
Alaska
Native
0.7%0.0%0.4%0.3%0.5%0.4%0.0%0.3%0.4%
Asian 3.4%0.0%1.2%2.7%3.3%0.9%6.2%0.2%2.4%
Other 2.4%0.8%1.9%2.1%2.0%2.0%0.3%3.0%2.2%
Figure 4: Change in Racial/Ethnic Composition of Fort Collins from 2000-2018 (ACS 2018 5-year
Data)
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As seen in the chart above, the percentage of Hispanic/Latinx households as a portion of the
total population of Fort Collins has increased between 2000 and 2018 from 8.8% to 12.1%. Within
the same period, the percentage of White households as a portion of the total population of Fort
Collins has decreased from 85.4% to 80%. A similar trend can be seen in the chart below based
on data for all of Larimer County within the same period. The percentage of Hispanic/Latinx
households as a portion of the total population of Larimer County has increased from 8.3% in
2000 to 11.3% in 2018 and the percentage of White households as a portion of the total population
of Larimer County has decreased from 87.5% to 82.8%.
Figure 5: Change in Racial/Ethnic Composition of Larimer County from 2000-2018 (ACS 2018
5-year Data)
The region continues to grow at a rapid pace.
The population growth rate of surrounding communities has varied widely between 2015 and 2018.
While Fort Collins grew by 1.6%, communities such as Timnath, Wellington, and Windsor grew by
18, 8.7, and 7 percent, respectively.
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Figure 6: Population Growth Rate, 2015 – 2018 (ACS 2018, 5-year data)
Home ownership rates continue to decline
Since 2000, homeownership rates in Fort Collins have been in decline. 57% of households owned
their home in 2000. In 2018, 53% of households owned their home.
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Figure 7: Housing Tenure, 2000 – 2018 (ACS 2018, 5-year data)
Incomes, Employment and Commuting
Incomes in the Fort Collins area have risen since 2017.
In absolute terms, median household income has steadily risen over the past decade. Incomes
within the Fort Collins Metropolitan Statistical Area (MSA) hovered around $75,000 from 2011 to
2017. Beginning in 2018, median income rose from $85,100 to $99,400 in 2020. When adjusted for
inflation, however, incomes did not rise above 2011 levels until 2019. Incomes fluctuated between
$80,000 and $90,000 until 2020 when incomes rose to $99,400 for a family of four (Source: Root
Gaps Analysis – using HUD 4-person household as a default household size).
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Figure 8: Area Median Income for a Family of Four in Fort Collins MSA, 2011 – 2020 (HUD)
Fort Collins has the second lowest median household income in the region.
HUD does not produce median income data for each individual community in Northern Colorado.
HUD produces income data based on Metropolitan Statistical Area (MSA). The Fort Collins MSA
encompasses all of the communities within Larimer County. The other MSA in Northern Colorado is
the Greeley MSA, which contains all of Weld County. The chart above illustrates change over time
for a family of four and was taken from a recent study. In contrast, the chart below reflects data
from those individual communities based on 2-person households rather than a collection of them
using ACS data. Based on this data, only Greeley has a lower median household income for nearby
communities.
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Figure 9: Median Household Income of Northern Colorado Communities, 2-Person Household
2018 (ACS 2018, 5-year data)
Fort Collins continues to add jobs.
Fort Collins has added jobs steadily through the past
decade. In 2010, Fort Collins had 85,268 jobs compared
to 112,089 jobs as of 2019. This is an annual growth rate
of 2.8%, higher than our annual population growth rate of
1.6%.
Job growth outpaces population
and housing increases: Fort
Collins has seen a 2.8% annual
growth rate, with 1.6% annual
population growth rate and a
1.73% increase in units annually.
Sources: American Community
Survey, 5-year estimates, City
of Fort Collins, Bureau of Labor
Statistics, Quarterly Census of
Employment and Wages
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Figure 10: Job growth in Fort Collins, 2010-2019 (BLS, QCEW)
Unemployment in Fort Collins remains lower than the national average.
Fort Collins has long had a lower than average unemployment rate. Unemployment in Fort Collins
was 6.97% in 2012, fell below 3% in 2015, and has remained below 3% until the first quarter of
2020. Fort Collins has not had an unemployment rate higher than the national average during this
time period.
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Figure 11: Unemployment rate in Fort Collins compared to the US and Colorado, 2012 – 2020
(BLS, QCEW)
Wages have increased, with low wage occupations increasing faster than average. Industries added jobs
across the wage spectrum.
Wages have steadily climbed since 2010, increasing 23.8% on average between 2010-2019.
Low wage jobs have seen higher than average wage growth. Wages for occupations such
as food preparation, community and social service, and sales saw the highest growth. Low,
middle, and high-income occupation types all added jobs over the past decade. The fastest
growing occupation types include business financial operations, farming, fishing, and forestry,
and community and social services. Cells highlighted in red saw higher growth than average.
Occupations below the black line are occupation types earning above average wages.
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Figure 12: Change in wages and number of jobs by occupation type, 2010 - 2019 (BLS, QCEW)
Occupation Type
2010 Avg.
Hourly
Earnings
2019 Avg.
Hourly
Earnings
% Wage
Increase
2010-2019
2010 Jobs 2019 Jobs % Change
2010-2019
Food Preparation and Serving
Related Occupations $10.55 $14.51 37.5%8,407 11,221 33.46%
Building and Grounds Cleaning
and Maintenance Occupations $11.99 $15.25 27.1%3,240 4,091 26.28%
Healthcare Support Occupations $13.02 $16.52 26.9%3,138 4,374 39.39%
Personal Care and Service
Occupations $13.32 $16.59 24.5%2,213 3,308 49.47%
Farming, Fishing, and Forestry
Occupations $13.44 $16.99 26.4%338 534 57.83%
Transportation and Material
Moving Occupations $14.15 $17.31 22.3%4,888 6,364 30.19%
Office and Administrative
Support Occupations $15.91 $19.59 23.1%13,640 15,613 14.46%
Sales and Related Occupations $16.60 $21.26 28.0%8,902 10,888 22.31%
Production Occupations $16.97 $21.38 26.0%3,901 4,875 24.98%
Military-only occupations $18.48 $22.33 20.8%349 358 2.86%
Protective Service Occupations $20.02 $22.90 14.4%1,527 2,119 38.72%
Construction and Extraction
Occupations $19.84 $24.25 22.3%3,192 4,741 48.51%
Arts, Design, Entertainment,
Sports, and Media Occupations $22.29 $24.34 9.2%1,439 1,753 21.89%
Installation, Maintenance, and
Repair Occupations $20.43 $24.35 19.2%2,794 3,904 39.72%
Community and Social Service
Occupations $19.19 $24.75 28.9%1,286 1,987 54.55%
Average Income $25.48
Educational Instruction and
Library Occupations $22.54 $27.91 23.8%6,874 8,510 23.80%
Life, Physical, and Social Science
Occupations $29.52 $33.87 14.7%2,112 2,797 32.39%
Business and Financial
Operations Occupations $30.87 $35.55 15.2%3,975 6,448 62.20%
Healthcare Practitioners and
Technical Occupations $34.39 $40.23 17.0%4,420 6,068 37.29%
Computer and Mathematical
Occupations $35.41 $41.86 18.2%2,440 3,685 51.01%
Architecture and Engineering
Occupations $35.48 $43.53 22.7%2,833 3,630 28.15%
Legal Occupations $38.53 $47.96 24.5%408 581 42.15%
Management Occupations $47.07 $56.38 19.8%2,948 4,240 43.83%
23.8%35.89%
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46,500 people commute into Fort Collins daily
Fort Collins has turned into a regional hub in Northern
Colorado. 15,700 people commute into Fort Collins
daily for work from 6 surrounding communities
highlighted below. 46,500 people in all commute
into Fort Collins. Many of these commuters are from
communities to the south and east of Fort Collins
including Loveland, Windsor, and Greeley. 46,500
additional people in the City means the daytime
population of Fort Collins grows 28% of its current
population (162,511 residents) every day.
Figure 13: Commuting patterns, 2017 (US Census, LEHD)
The daytime population of Fort
Collins grows 28% every day.
(US Census, LEHD)
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Equity Considerations
Fort Collins is one of the most expensive communities
to live in the region and has lower household
incomes than most nearby communities. In addition,
many of the jobs in Fort Collins are in industries
that have below average wages. 69% of the jobs
in Fort Collins are in industries where the hourly
wage is below the community wide average. This
means many households are likely facing difficult
decisions related to housing. Some choose to live in
Fort Collins and spend a disproportionate share of
their earnings on housing. Others choose to live in
less expensive communities and commute into Fort
Collins for work. Both choices run counter to our
objectives of being an inclusive community that will
be carbon neutral by 2050. As noted in Figure 26 on
page 40, lower income populations in Fort Collins
are disproportionately black, indigenous, or people
of color (BIPOC). This means BIPOC communities
are likely to be disproportionately impacted by this
confluence of factors as discussed later in this report.
Housing Market
Construction and Sales Trends:
Building permit activity has slowed.
Fort Collins issued a total of 1,772 building permits for new residential construction in 2016.
Building permit activity has slowed each year, reaching a low in 2019 of 947 issued permits for
new residential construction. To date in 2020, Fort Collins has issued 314 building permits for new
residential construction.
The difficult housing and
commuting choices faced
by people who work in Fort
Collins have many implications,
including potential health
impacts from long commutes:
“I am concerned about our
community wanting to continue
to open businesses that rely on
usually low-wage workers like
restaurants or coffee shops but
not building enough housing
that they can afford. Our
housing stock is forcing folks to
commute to Fort Collins which
cuts into the time they could
spend cooking / exercising /
spending time with family, etc.”
-Home2Health Community
Guide Participant
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Figure 14: Residential Building Permit Activity, 2016 – 2020 (Fort Collins Building Services Data)
Housing prices have steadily climbed over the past decade in Fort Collins.
In 2010, the median sales price of a single-family detached home was just over $200,000 (IRES).
Today, the median sales price of a single-family detached home is $448,250, a 124% increase over
2010. Townhomes and condominiums have seen similar levels of appreciation. In 2010, the median
sales price of townhomes/condominiums was $120,000 compared to $316,885 today, a 164%
increase. Median income during this same timeframe only increased 25%.
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Figure 15: Historical median sales price by month, 2010 – 2020 (IRES)
Housing inventory for households earning the median income is low.
In 2019, 3,710 homes sold in Fort Collins. 2,866 single-family detached homes sold while 844
townhomes and condominiums sold. 184 single-family and 443 townhomes and condos sold under
$300,000 in 2019.
Figure 16: Prices of Homes Sold, 2019 (IRES, 2019)
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Fort Collins has the third highest average home value in the region
Average home values vary across the region. While Loveland’s growth rate remained relatively
low compared to other communities in the region, their home values also remained relatively low
compared to faster-growing communities, such as Timnath and Windsor. Fort Collins has the third
highest average home value in the region despite having the second lowest median household
income in the region.
Figure 17: Average Home Value by Community (IRES, 2019)
Fort Collins’s supply of housing has grown
In 2010, Fort Collins had 60,503 housing units. By 2019, the number of housing units reached
70,692 units, an increase of 10,459 units. This is an annual growth rate of 1.73%. While a 1.73%
growth rate in housing units is higher than the City’s 1.6% annual population growth rate, this still
lags behind the 2.8% annual growth rate in jobs.
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Figure 18: Total number of housing units in Fort Collins, 2010 – 2019 (ACS 2018, 5-year data)
Development Pipeline
3795 units of housing are in the development pipeline currently. The breakdown of these units is
as follows:
Unit Type Units in Pipeline
Single-family detached 803
Single-family attached 481
Two-family 224
Multi-family 2,283
Total 3,795
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A number of affordable housing projects are currently in the development pipeline or under
construction, including:
Project Units Status
Lakeview on the Rise 180 rentals Under construction
Mason Place 60 rentals Under construction
Oak 140 79 rentals In development review
Kechter Townhomes 60 ownership In development review
VOA Senior Housing 55 rentals In development review
St. John XXIII 34 rentals In development review
Total 468
Affordable Housing Stock
There is a 2,500-unit shortage in affordable rental units for incomes under $25,000
According to the Social Sustainability Gaps Analysis, there is a large gap in the number of
affordable units in Fort Collins and the number of households earning less than $25,000 per year.
1,525 units in Fort Collins are affordable for the 4,090 households earning less than $25,000 per
year. This means there is a shortage of 2,565 rental units for households earning less than $25,000
per year, when students are excluded.
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While Fort Collins has added thousands of new housing
units over the past five years, this unit production has been
met with continued price escalation. Increasing supply
remains a high priority, however, simply building more units
is unlikely to resolve housing affordability issues in Fort
Collins. Job growth also continues at a faster pace than
housing production. Property owners reap the benefit of
increased property values. Renters seeking to move into
homeownership have a more difficult time doing so in a
real estate market where prices continue to rise. Rents
also continue to rise, as we will discuss in the following
section of this report. The combination of property owners
seeing increasing property values and renters increasingly
unable to enter homeownership creates a widening gap in
wealth creation opportunities. Low income renters end up
being disproportionately impacted by the phenomenon
and are unable to share in the wealth created by increased
property values.
This uneven wealth creation impacts future generations
of our community and continues the pattern of wealth
inequality that largely follows racial lines. Statewide data
for homeownership indicates that BIPOC households are
less likely to own homes, and that the gaps between white
and Hispanic/Latinx homeownership rates have actually
widened over time. Research conducted by the Bell Policy
Center has found that Colorado’s black families are 62
percent less likely to own a home than the state’s non-
Hispanic white families. Latinx families are 43 percent less
likely to own a home than white families, Native American
families are 38 percent less likely, and Asian families are 36
percent less likely.33
One caveat to note is that Fort Collins does not currently
have a rental registration program. This can present
problems for renters, especially vulnerable populations
with few options in the Fort Collins housing market. Housing can be maintained at a substandard
level leaving factors of health and safety unaddressed. While tenants can report their landlords
to the City for code violations, landlords may retaliate and put a tenant’s housing stability at risk.
Therefore, “naturally occurring” affordable or attainable housing should not always be assumed to
be up to code standards and suitable as a safe and healthy dwelling unit.
33 Parsons, Mateo. Colorado’s Racial Wealth Gap (2019). The Bell Policy Center. https://www.bellpolicy.org/
wp-content/uploads/2019/12/Racial-Wealth-Gap-Homeownership-Credit.pdf
In a recent questionnaire,
Hispanic/Latinx respondents
were less likely to own their
homes and more likely to be
cost-burdened (spending more
than 30% of their income on
housing):
“43% of Hispanic / Latinx
respondents report owning
their home compared to 52% of
respondents identifying as non-
Hispanic / Latinx.”
“…with 59% of Hispanic / Latinx
respondents reporting they are
spending 50% or more of their
household income on housing
and only 8% reporting spending
less than 30%; comparatively,
only 27% of non-Hispanic /
Latinx respondents report
spending 50% or more of their
income on housing and 20%
report spending less than 30%.”
~ Health Impact Assessment
Summary, Larimer County
Department of Health and
Environment (LCDHE) Built
Environment Group. Conducted
as part of Home2Health.
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Housing Affordability
Housing prices are only part of the story. Incomes and wages must keep pace with housing prices
in order for housing to be affordable. An affordable home (ownership or rental) is defined as
costing no more than 30% of a household’s income per month. If a household is paying more than
30% of their income per month on rent or on a mortgage, they are generally defined as “cost
burdened.”
Rental Housing
Rents continue to rise in conjunction with a low vacancy rate.
Median rents have followed a similar trajectory as housing prices. In 2010, the median rent in Fort
Collins was $823.66. By the 3rd quarter of 2019, median rents in Fort Collins were $1,380.94. This
is an increase of 68%. Vacancy rates have remained low during this timeframe. A vacancy rate of
5% represents equilibrium, where rents stabilize. When vacancy rates fall below 5%, rents tend to
rise. Since 2010, vacancy rates have been above 5% for a total of 4 quarters. Vacancy rates reached
their lowest point of 0.9% in the 3rd quarter of 2014 and have hovered around 3% since 2016.
Figure 19: Vacancy Rate and Median Rent, 2010 – 2019 (DOLA)
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The supply of rental units does not align with demand.
The “Rental Gap” column below shows the difference
between the number of renter households and the number
of rental units affordable to them. Negative numbers
indicate a shortage of units at that specific income level.
In order to meet the demand for affordable rental, the
housing market would need 7,265 units. Other income
ranges have an oversupply of rental units. The market
has over supplied rental units to households earning
$25,000 - $74,999. Renters with too few affordable units
to serve them are not homeless but are likely occupying
a rental unit that is unaffordable to them. This rental gap
figure includes renters that are students at Colorado State
University. Removing students from this data could result
in a reduced gap of around 2,500 units.
Figure 20: Rental Market Gaps (Root Policy Study, 2020)
Income Range # of
Renters % of Renters
Max.
Affordable
Rent
# of Rental
Units
% of Rental
Units Rental Gap
Less than $5,000 1,362 4%$125 0 0%-1,362
$5,000 to $9,999 1,217 4%$250 190 1%-1,027
$10,000 to $14,999 1,870 6%$375 412 1%-1,458
$15,000 to 19,999 1,587 5%$500 181 1%-1,406
$20,000 to
$24,999 2,754 8%$625 742 2%-2,012
$25,000 to
$34,999 3,031 9%$875 3,161 9%130
$35,000 to
$49,999 4,350 13%$1,250 8,196 24%3,846
$50,000 to
$74,999 8,683 27%$1,875 14,793 44%6,110
$75,000 or more 7,738 24%$1,875 6,291 19%-1,447
Total 32,592 100%33967 100%-7,265
27% of renters are competing
for just 5% of the rental housing
stock for households earning
less than $25,000.
(Root Policy Study, 2020)
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The median income renter cannot afford the median rent.
Homeowners and renters face different challenges to
obtaining affordable housing. Historically, homeownership
has been more attainable than affordable rentals. In
2018, the income needed to afford the median monthly
rent in the City is roughly $5,000 more than the median
household income for renter households. Similarly, the
income needed to afford the mortgage payments for a
median priced home is $12,500 more than the median
income of owner households.
The affordability of the for-sale market in the City has
decreased since 2012 when the median household income
was greater than the income needed to purchase a median
priced home. Conversely, the gap between the median
income and required income to rent the median priced
unit in 2012 was approximately $4,000 more than in 2018.
This may be due to lower-income households moving out
of Fort Collins into more affordable communities within
the region. While we can’t know whether this is the case
given the data available, we can see that historically
affordable communities, such as Wellington and Berthoud,
have increased in population since 2010 (see Figure 6)
and those commuting into Fort Collins from outside
communities has also increased within the same period
(see Figure 13).
Renter Cost Burden
About 60% of renters are paying more than 30% of their income on rent.
Figure 21: Renter Cost Burden, Expressed as Percent of Income Paid toward Rent, Fort Collins,
2018 (ACS 2018, 5-year data)
Units Percent
Occupied units paying rent 28,224
Less than 15.0 percent 2,004 7.10%
15.0 to 19.9 percent 2,217 7.90%
20.0 to 24.9 percent 3,219 11.40%
25.0 to 29.9 percent 3,694 13.10%
30.0 to 34.9 percent 2,617 9.30%
35.0 percent or more 14,473 51.30%
Not computed 1,205 (X)
As seen in the chart above, more than 60 percent of renters in Fort Collins pay more than 30
percent of their income on rent. Other data sources have cited higher percentages of cost-burden
for renters.
About 60% of Fort Collins
renters – about 17,000
households (see Figure 21, page
31) – are paying too much for
their housing. Many people
who attended Home2Health
conversations in 2019-2020
shared experiences similar to
this participant:
“When you lack affordable
housing, it causes a lot of stress
for the individual. Do I have
enough money for rent, for
food, for medicine, and for gas?
You keep making trade-offs. [If]
I pay for rent, I don’t buy food
or don’t get medicine.”
– Home2Health Community
Guide Participant
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Figure 22: Changes in Affordability, Fort Collins, 2000 to 2018 (ACS)
2000 2012 2018
Renters
Median Rent $689 $1,002 $1,369
Median renter income $26,977 $31,314 $50,196
Income required to afford median rent $27,560 $40,080 $54,760
Owners
Median value $169,000 $248,800 $414,900
Median owner income $61,532 $80,916 $95,942
Income required to afford median value -$72,651 $108,623
Home Ownership
Many homes for sale are not affordable to middle income households.
In 2018, 21% of owner-occupied households were found to be cost-burdened, paying more than
30% of their monthly income on their mortgage.
Figure 23: Homeowner Cost Burden, Fort Collins, 2018 (ACS 2018, 5-year data)
Cost Burden homeownership Total
Households
Cost-Burdened
Households Percent
By Mortgage Status
With a mortgage 22,671 5,799 26%
Owned free and clear 9,941 1,201 12%
By Age of Homeowner
Householder 15 to 24 years 730 169 23%
Householder 25 to 34 years 3,656 675 18%
Householder 35 to 64 years 20,302 3,712 18%
Householder 65 years and Over 8,408 2,444 29%
By Income of Household
Income less than $20,000 1,626 1,376 85%
Income $20,000 to $34,999 2,782 1,297 47%
Income $35,000 to $49,999 2,483 1,270 51%
Income $50,000 to 74,999 5,379 2,118 39%
Income $75,000 or more 20,342 939 5%
All Owner-Occupied Households 32,612 7,000 21%
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About 70% of homes sold are affordable to the median income
household.
Another way to measure how affordable housing is
to the typical household in an area is to compare the
median income to the number of real estate listings this
income could afford. The Housing Opportunity Index
shows the percentage of homes a household earning the
median income could afford to purchase. The higher the
percentage, the more homes a household earning the
median income could afford in the area. The table below
shows the Housing Opportunity Index score in Fort Collins
dating back to 2007. Since 2007, the Housing Opportunity
Index has fluctuated from a high of 86% of homes sold
being affordable to median income households in 2013 to
a low of only 50% in 2017. As of the 1st quarter in 2020,
68% of homes sold have been affordable to median income
households. While these numbers may indicate that
housing has become more affordable to more individuals
in Fort Collins, it does not necessarily mean that housing
prices have gone down. Therefore, families who are cost-
burdened may be moving to more affordable communities
within the region, such as Wellington or Berthoud, which
have grown significantly in population from 2010 to 2018.
Figure 24: Housing Opportunity Index in Fort Collins,
2007 – 2020 (NAHB)
Fort Collins has a growing senior
population. Older residents
seeking to age in place or move
to more accessible or suitable
homes face a range of concerns:
“For those who own homes,
the cost of major repairs is very
concerning. In addition to the
cost, the hiring and managing a
contractor is also stressful.”
“One respondent mentioned
that she would like to move to
a quieter place but feared she
couldn’t find one she could
afford. And she doesn’t want
to move out of the City for
fears that she would become
isolated.”
– Summary of Questionnaire
of Older Adults, Partnership
for Age-Friendly Communities.
Conducted as part of
Home2Health.
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Single-family homes in nearby communities are the same price as a condominium or townhome in Fort
Collins.
According to the American Community Survey, the Median Household Income for a family of 2 in
Fort Collins is about $62,000 (2018 ACS 5-year data). That means such a household can afford a
monthly mortgage or rental payment of about $1,565 as 30% of their income. This means such a
family can afford a mortgage of about $331,000 with a down-payment of 5%, an interest rate of
4% and a 30-year fixed-rate mortgage. Mortgage rates are historically low, therefore an increase
in the interest rate would raise the cost of borrowing and decrease the size of an attainable
mortgage.
While it can be valuable to look at Census Data for stable averages over a given period, it can also
be valuable to compare average sales values by month across communities to understand housing
market trends. According to the Fort Collins Board of Realtors, the median sales price for a single-
family home in Fort Collins in July of 2020 was $434,150. By contrast, the median sales price for a
townhouse or condo in July of 2020 was $322,750, which is affordable for a family with 100% of
the Area Median Income of about $62,000.
According to Zillow sales data, the median price of homes sold in Wellington is $351,600. While
data is not available to distinguish a price differential between single-family and townhome or
condo, we do know that about 95% of housing units in Wellington are single-unit buildings, or
single-family homes (DOLA profile, ACS 2014-2018). Therefore, a single-family home with a yard in
Wellington is similar in price to a townhome or condo in Fort Collins.
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Housing Disparities
As noted in the Equity and Inclusion section beginning on page 3, structural, or systemic, racism
has been ingrained into all levels of government and private actions. In Fort Collins, inequities are
seen across race and class lines, though more work is required to assess the exact relationship
between each act and its impact locally. Still, the City’s Social Sustainability Department
produced two reports highlighting many of the inequities in the Fort Collins housing market. The
Gaps Analysis provides a summary of current trends in the Fort Collins community related to
components of social sustainability. The Consolidated Plan is a required plan to receive funding
from the Department of Housing and Urban Development. The Consolidated Plan relies principally
on Census and American Community Survey data to assess gaps to fair housing. The information
below comes from these two reports.
Racial and ethnic minorities earn less and are more likely to live below the poverty line in Fort Collins.
Individuals of “some other race” had the highest poverty rate at 29 percent followed by American
Indian at 25 percent, and Black or African American at 22 percent. The Hispanic population
experienced a higher poverty rate than the non-Hispanic white population with a poverty rate of
21 percent compared to 16 percent, respectively. Interestingly, according to the ACS, the poverty
rate for the population of Fort Collins as a whole decreased slightly from 2010 to 2018 from 18.2
percent to 17.3 percent. However, the poverty rate for Hispanic/Latinx residents in Fort Collins has
remained the same at about 21 percent over the same period.
Figure 25: Poverty Rate by Race in Fort Collins (ACS 2018, 5-year data)
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Persons with disabilities are more likely to be in poverty.
The percent of the population with a disability living in poverty is estimated at 27 percent or nearly
3,700 individuals. This data from the American Community Survey defines a disability as having
serious difficulty with four basic areas of functioning - hearing, vision, cognition, and ambulation.
Compared to the poverty rate for individuals with no disability at 15 percent, the poverty rate for
individuals with a disability is 12 percentage points higher.
Median household income for Hispanic or Latino and Black or African American households is lower than
for the white population.
Median household income for African American and Hispanic households is roughly $20,000 less
than non-Hispanic white and Asian households. Roughly one in four nonwhite households earn less
than $25,000 annually.
Figure 26: Median Household Income in Fort Collins by Race (ACS 2018, 5-year data)
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The number of households living below the poverty line is decreasing.
In 2010, 18% of the population lived below the poverty line. In 2015, the poverty rate rose to 19%
with the poverty rate declining to 17% in 2018. While a decreasing poverty rate looks good on
paper, it begs the question are low income households sharing in the economic growth of the
region or are low-income households being priced out in Fort Collins and moving elsewhere?
Senior households with at least one person age 75 or older have the highest percentage of households at
0–30% AMI (20%).
40% of households with one or more children aged six and younger have incomes at or below
80% AMI. In general, households with older adults or with young children are more likely to earn
less than 100% AMI. The number of seniors in Fort Collins is expected to reach nearly 20% of the
population by 2030.
Extremely low-income and very low-income families have a greater likelihood of experiencing housing
problems than households with higher incomes.
White, Black/African American, and Hispanic households are impacted at a higher rate than Asian
and Native American households. The most pervasive housing problem, by far, is cost burden.
According to the American Community Survey, over 60% of renters in Fort Collins were cost-
burdened in 2018.
Black/African American households are cost-burdened at a significantly higher rate (60%) than average
(38%).
As incomes rise, the rate of housing problems decreases, however, Black/African American
households continue to be disproportionately impacted even at higher incomes.
Poverty data for Fort Collins shows that Hispanic/Latinx households had a 6.2% higher incidence of
poverty than non-Hispanic or Latino households in 2017.
Although just 12% of the general population in Fort Collins is Hispanic/Latinx, 42% of public
housing and 23% of voucher holders are Hispanic/Latinx.
Forty-eight percent (48%) of public housing residents and 38% of voucher holders are female headed
households with children.
Thirty-eight percent (38%) of public housing residents and 26% of voucher holders are households
with children. 10% of public housing residents and 7% of voucher holders are non-elderly
households with children with a disabled household member.
Homelessness is increasing and 35% of PEH are chronically homeless
According to the 2020 Social Sustainability Gaps Analysis, homelessness increased in the 2019
point-in-time count over the 2013 count – 348 total homeless individuals were counted in 2019 vs
250 in 2013. Of these, 35% are chronically homeless, compared to 16% nationwide.
Homelessness impacts certain populations more than others
42% of individuals tracked through the Housing First Initiative report having a disability. Veterans
make up 13% of the total homeless population, while they represent just 5.6% of the Fort Collins
population. While Black/African American residents make up just 1% of the Fort Collins, they
account for 6% of the homeless population.
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Policy Landscape
The City has a number of incentives for affordable housing. These incentives include financial
assistance, partnerships, and Land Use Code provisions that incentivize affordable housing
developments.
Financial Assistance
Community Development Block Grant (CDBG) and HOME Funds
The City of Fort Collins receives CDBG and HOME funds from the Federal government. Both
sets of funds can be used to support affordable housing projects. CDBG funds may also support
economic development activities that target low income households. HOME funds must go
towards programs and projects that support homeownership and affordable housing opportunities
for low and very low-income households. The City conducts a competitive process every year for
allocating these funds. The amount of money available from these two funding sources ranges
from $1.5 million to $2.5 million annually.
Affordable Housing Capital Fund
This fund is a part of the Building on Basics quarter cent sales tax. A portion of this fund is
dedicated to funding affordable housing. The City has earmarked $4 million collected over
the course of 10 years to help fund affordable housing. The funding is back loaded with $1.5
million received over the first 6 years and $500,000 a year for 2021-2025. To date, this fund has
contributed fee waiver back fill (made the General Fund whole after providing fee waivers) for
several projects including Oakridge Crossing, Village on Horsetooth, and Mason Place. $876,662 of
the fund went to Mason Place, a 60-unit permanent supportive housing project, as a direct subsidy.
The City has around $300,000 currently in the fund and is holding it for fee waivers since general
fund reserves will not be as available in 2020.
Private Activity Bonds (PABs)
PABs are tax exempt bonds issued by local governments to help finance a variety of projects.
Investors purchase the bonds. Underwriters then use the bond proceeds to issue loans for the
project. The project then pays back the loans and the investors receive these payments plus
interest.
Fort Collins receives an allocation of tax-exempt bond money it can use to fund qualified projects
each year from the State of Colorado. The amount of money the State is able to allocate to PABs is
equal to $105 per person in Colorado. Half of the PAB allocation goes to local governments. Local
governments receive a percentage of the PAB allocation equal to their population as a percentage
of the overall state population. Fort Collins, as an example, received 2.94% of the State’s PAB
allocation in 2020 since Fort Collins contains 2.94% of the state’s overall population.
Fort Collins uses its PABs for helping fund affordable housing developments. In 2020, Fort Collins
received $8,885,119 in PABs. Due to the competition for this funding source, the City implemented
an application process for PABs. PABs are typically required to use 4% Low Income Housing Tax
Credits (LIHTC) issued by the Federal government.
Metropolitan Districts
Metropolitan Districts are special tax districts that are able to issue debt to cover the expense
of constructing and maintaining infrastructure improvements and other municipal services.
Metropolitan Districts typically issue tax exempt bonds to pay for the cost of developing within the
boundaries of the district. They then levy a special tax for all property within the district to make
HOUSING STRATEGIC PLAN | 2021 118
bond payments along with the ongoing maintenance of infrastructure improvements.
Metropolitan Districts must seek approval from the local government in which it resides along
with approval from the voters within the district’s boundaries in order to levy an additional
property tax. In Fort Collins, Metropolitan Districts must provide public benefits for approval. Many
developments have chosen to provide affordable housing to provide public benefit. City Council
is currently considering adoption of a policy requiring Metropolitan Districts to provide affordable
housing.
Fee deferral
Qualified affordable housing projects can defer fees until they receive their Certificate of
Occupancy or until the 1st of December in the year that building permits are obtained, whichever
occurs first.
Fee waivers
Units targeting households earning less than 30% Area Median Income are eligible for fee waivers.
City Council is the decision maker on any fee waiver requested by a developer. Developers may
seek waivers of capital expansion fees, development review fees, and building permit fees. A
process improvement is underway to turn this incentive into a fee off set process that would be
more predictable and easier to administer. The amount will still be based on historically waived
fees and will still be subject to council discretion.
Homebuyer Assistance
The City of Fort Collins provides loans to income-eligible households to cover a portion of the
required down payment and closing costs for buyers who have not been on title to a home for the
past three years. The loan is to be paid back in full either when the house is sold, transferred out of
the buyer’s name, rented, or if the buyer seeks a second lien (such as a home equity loan). Eligible
households can receive a loan of up to 5% of their purchase price (maximum of $15,000) to cover
down payment, closing costs or both. Few households are able to qualify for this program based
on the rise in housing prices over recent years and due to availability of down payment assistance
from other entities such as Colorado Housing and Finance Authority (CHFA), Impact Development
Fund, and others. The City plans on suspending its Homebuyer Assistance program in 2021.
Partnerships
There are many partners the City works with to advance Fort Collins’ housing goals. Below are just
a few, recognizing more partners and employers influence this work.
Local Housing Providers
The City has several non-profit housing providers such as CARE Housing and Neighbor to
Neighbor whose missions supports affordable rental housing. Additionally, the City has affordable
housing development partners. Habitat for Humanity is the City’s largest developer of affordable
home ownership opportunities. Housing Catalyst, Fort Collins Housing Authority, was established
over 45 years ago. Not only is Housing Catalyst the City’s most productive development partner
for rental homes but is also the largest property management company in northern Colorado.
Since the City does not develop or manage affordable housing, the projects of these partners, as
well as other developers of affordable housing, are critical to achieving the City’s goals.
Homeward 2020
The City partners extensively with community organizations to support people experiencing
homelessness (PEH). Homeward 2020 is a collaborative, strategic think-tank guiding
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implementation of Fort Collins’ 10-year plan to make homelessness rare, short-lived and non-
recurring by setting priorities, developing alignment and action plans, and suggesting policy.
Northern Colorado Continuum of Care
The newly formed Northern Colorado Continuum of Care (CoC) serves the Northern Colorado
region and brings together agencies in Larimer and Weld counties to develop a strategic, regional
approach to housing and homelessness. In 2021, the CoC will receive its first allocation of Federal
and State funding for allocation to participating members to implement projects and programs
in the region. The CoC program is a HUD-mandated best-practice and HUD provides direct
assistance to CoC’s through grants, technical assistance and data development supports.
Community Land Trust
Community land trusts are a model of providing affordable housing that removes land from the
purchase of a home. The land trust owns the land permanently and typically enters into a long
term, renewable lease with the homeowner. When the home sells, the family earns a portion of the
appreciation in the property while the land trust keeps the remainder. This allows the home to be
re-sold at an affordable price for generations. The City has entered into a partnership with Urban
Land Conservancy and Elevation Community Land Trust. The community is expected to support
projects owned by the trust with subsidy, land or other contributions.
Land Bank
The Land Bank program is the City’s main long-term incentive for affordable housing. In the early
2000s, the City purchased five parcels throughout the City that had development impediments
at the time. These development impediments would be resolved by development occurring near
these parcels. Once these impediments were resolved, the value of the parcels in the Land Bank
would rise. This would enable the City to sell these parcels to a qualified affordable housing
developer at a discounted price while having some revenue from the land sale to purchase other
Land Bank parcels. When the City decides to deploy a Land Bank parcel, it issues a Request for
Proposal for qualified developers. Developers submit their proposals and the City selects the
best development partner. The City and development team then enter into a contract to build an
affordable housing project. All units must be affordable in perpetuity for the Land Bank program.
Land Use Code Provisions
Low Density Mixed-Use (LMN) Zone District Density Bonus
Affordable housing projects receive a density bonus in the LMN zone district. The maximum
density in the LMN is normally 9 dwelling units per acre. Affordable housing projects can develop
with a density of 12 dwelling units per acre.
Height bonus in the Transit Oriented Development Overlay Zone (TOD)
The TOD is an overlay zone that covers Downtown, the College/Mason corridor to the South
Transit Center, and the Mall. The purpose of this zone is to encourage higher density development
to support the MAX bus line. The TOD applies additional Land Use Code standards on top of
the zone district specific standards on parcels within the TOD overlay. One of the provisions of
the TOD is the allowance of one additional story of building height if the project qualifies as an
affordable housing development and is south of Prospect Road. This allows the developer to build
additional units in exchange for 10% of the units overall being affordable to households earning
80% AMI or less.
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Reduced landscaping requirements
Affordable housing projects may plant smaller trees than required by the Land Use Code. Smaller
trees tend to be cheaper and acts as an incentive for reducing the cost of building affordable
housing.
Priority processing
Qualified affordable housing projects receive priority processing during the development review
process. Priority processing reduces each round of review by City staff by one week. This allows
developers to seek approvals for their project quicker, reducing costs to the developer.
Summary of Incentives
In a typical year, the City of Fort Collins has $1,500,000 - $3,000,000 in direct financial subsidy
it can grant to affordable housing projects. Between 2015 – 2020, the median average subsidy
the City contributed per affordable housing unit was $38,970. If this expected subsidy required
to yield one affordable unit were to continue, we could expect direct financial subsidy to deliver
38 – 77 units per year. This would be at least 151 units below our annual affordable housing goal
established in the previous Affordable Housing Strategic Plan of 228 units per year. Assuming
$38,970 in direct financial subsidy continues to yield one unit of affordable housing, the City
would need an additional $5,884,470 per year to deliver an additional 151 units of affordable
housing or $8,885,160 in total, annual funding. Many affordable housing projects rely on this
direct subsidy in addition to others such as the Land Bank, PABs, fee waivers, fee deferrals, and
other incentives offered by other governmental organizations. If one of these incentives dissipates
or sees reductions in finances, it puts additional strain on the other incentives to fill the financial
gap of affordable housing projects.
Previous Studies
Housing Affordability Policy Study (HAPS) - 2015
In 2015, the City contracted with Economic Planning Systems (EPS) to produce a report
investigating the feasibility and impact of various methods of incentivizing and funding affordable
housing. This report was called the Housing Affordability Policy Study (HAPS). HAPS made the
following findings:
1. Local employment growth has been stronger than regional growth, and incomes have barely
kept pace with the cost of living.
2. Housing prices have risen faster than incomes, and the affordability gap for households with
median income has widened.
3. Most of the increase in housing costs has been attributable to the rise in hard costs (labor and
materials) and land.
4. In-commuting has increased while out-commuting has remained flat.
5. Demand for rental housing is tightening the market, but also stimulating construction.
6. Multifamily residential accounts for a majority of recent and proposed construction activity.
7. The threat of construction defects claims has had a material impact on multifamily for-sale
housing development.
8. Approximately 1,000 ownership households are cost burdened (households spending more
than 30% of their income on housing).
9. Between 1,250 and 2,400 renter households are cost burdened.
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HAPS made the following recommendations:
1. Re-examine marginal fee structures.
2. Fee waivers for affordable housing.
3. Establish a public financing-based incentive policy.
4. Establish affordable housing easement/agreements.
5. Reduce the minimum allowable home size.
6. Identify a disposition strategy for the City’s land bank properties.
7. Work with elected officials to remedy the threat of construction defect claims.
Land Use Code Audit - 2020
The City of Fort Collins Land Use Code (LUC) establishes the parameters for all new development
and infill/redevelopment and is one of the primary tools used to support the implementation of
the City’s comprehensive plan—City Plan. While Fort Collins regularly updates Land Use Code
standards, most changes are minor or relate to process and procedural considerations. Until the
Land Use Code Audit in 2019, a thorough audit of standards had not been completed since the
Land Use Code was first adopted in 1997.
The 2019 version of City Plan places new emphasis on community priorities and emerging issues
to incentivize and maintain more affordable and attainable housing, diversify the types of housing
available, promote mixed use and transit-supportive development along key corridors, and address
the changing dynamics of employment and industrial land. The Plan identifies implementation
strategies to help achieve these goals and priorities, many of which may result in changes to Fort
Collins’ development standards and processes.
In the fall of 2019, the City initiated a Land Use Code Audit process to identify the strengths,
weaknesses, and opportunities in the Land Use Code as they relate to City Plan policy direction.
Among a full list of recommendations, key housing-related recommendations in the Land Use
Code Audit included:
1. Create more opportunities for a range of housing choices
2. Define a range of options between two-family and multi-family housing
3. Clarify definition of and opportunities for Accessory Dwelling Units (ADUs)
4. Remove barriers to allowed densities
5. Incentivize affordable housing projects
6. Clarify and simplify development standards
7. Consolidate like standards and definitions and make them more broadly applicable
8. Increase flexibility
9. Recalibrate incentives to reflect current market conditions
10. Align Design Manual with updated development standards
A full reorganization and rebuild of the Land Use Code is a time- and resource-intensive effort
that would require a Budgeting for Outcomes (BFO) offer to fund the work. Until such time as
resources to support a rebuild of the Land Use Code are available, the Land Use Code Audit
will serve as a guide for City staff and decision-makers when opportunities arise to implement
incremental changes to the Land Use Code.
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Analysis of Impediments to Fair Housing - 2020
The Analysis of Impediments to Fair Housing Choice is a study of barriers to housing choice in
Fort Collins (previously required by HUD). It includes information on fair housing law, community
demographics, employment, housing, public policy and land use code, fair housing complaints,
and results of a community survey on housing choice. The City updated the document in August
2020, and identified the impediments, observations, and actions below. Actions are steps the City
can take toward ameliorating impediments, either alone, in collaboration with partners, or through
funding new or existing community programming.
Impediments and Recommended Actions:
1. Lack of awareness of Fair Housing law. There is a lack of knowledge of Fair Housing law,
particularly around reasonable accommodations. Most formal complaints were resolved with
a “no cause” determination. However, landlords, tenants, and service providers would benefit
from increased education around Fair Housing law, including rights and responsibilities.
Action: Strengthen fair housing information, educational and training opportunities.
2. Some discrimination in housing still occurs. Survey respondents identified that discrimination
occurs in housing. Family size, age, race, and income were the primary reasons respondents
felt they were either denied housing or received disparate treatment regarding their housing.
Additionally, the failure of housing providers to make reasonable accommodations for tenants
with disabilities was identified as a form of housing discrimination.
Action: Improve the housing environment for people with disabilities.
3. Disparities in mortgage lending practices exist. Research indicates that Hispanic/Latino
applicants have been denied loans at a higher rate than white applicants, regardless of
income. Of particular note, the Hispanic/Latino denial rate for poor credit was 38%, while
the Not Hispanic rate was 20%. This indicates that support for programs that address credit
access for Hispanic/Latino persons, such as consumer education and financial literacy
programs, are actions the City can take to ameliorate this disparity.
Action: Support efforts to improve residents’ establishment and building of credit.
4. Housing affordability disproportionately impacts people who have lower incomes and/
or are members of a protected class, especially persons with disabilities. Public housing
and the voucher program provide housing to protected classes at higher rates than their
representation of persons in poverty.
Action: Support programs, projects, and organizations that improve housing access and
affordability.
The Analysis of Impediments to Fair Housing also offers the following observations:
1. Fort Collins has some concentration by ethnicity. The City of Fort Collins recognizes
that there is a concentration of people of Hispanic/Latino origin in the north part of
town, particularly in three contiguous neighborhoods on the north part of town, known
collectively as Tres Colonias. These are historically Hispanic/Latino neighborhoods with a
vibrant history and culture. Residents are actively mobilized against gentrification in these
neighborhoods and the City is working with residents for culturally and community informed
improvements, such as gutters, sewers, sidewalks and neighborhood parks. Residents of these
neighborhoods have continuing concerns about displacement due to escalating housing costs
and developments.
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Action: Continue to pursue infrastructure and public amenity equity.
2. Land use code and policy updates could improve the housing market for people who are low-
income and/or members of a protected class. Ongoing community engagement efforts will
be used to identify code and policy changes which will support expanded housing choice.
Action: Pursue public engagement activities to inform Land Use Code and policy updates
through Home 2 Health.
Equity Considerations
Though the City offers a range of incentives and programs to increase the amount and availability
of affordable housing, fair housing issues and housing discrimination disproportionately impact
community members who have low incomes, people with disabilities, and Latinx community
members. Efforts to address housing disparities, such as additional incentives for affordable
housing development, changes to Land Use Code regulations and processes, housing programs,
and public engagement processes, must be intentionally designed to help fulfill the vision of the
Housing Strategic Plan: Everyone has stable, healthy housing they can afford.
Land Supply
Fort Collins entered into Intergovernmental Agreements (IGAs) with surrounding communities
and Larimer County in the early 1980s establishing a Growth Management Area (GMA) for each
community. The GMA defines the ultimate municipal boundaries of Fort Collins and surrounding
communities. The GMAs for Fort Collins and surrounding communities created buffers between
communities to prevent the communities growing together and creating an undistinguished,
sprawling metropolis. The GMA contains land currently in Larimer County that will annex into the
City as development occurs so that there is a supply of land for future growth in Fort Collins. To
amend these boundaries, Fort Collins must seek approval from Larimer County and surrounding
communities with which it has IGAs. The GMA thus limits the land supply for Fort Collins to
accommodate future development.
Current zoning will not meet the future demand for housing.
With a limited supply of land, zoning becomes a critical tool for allowing the City to meet the
demand for housing. Zoning is a regulatory tool that dictates how property may be used. Zoning
is the way Fort Collins tries to achieve the land use goals found in City Plan. Zoning aims to get
the kind of development desired by the community. Fort Collins has 28 zone districts that permit a
variety of kinds of development. The Trends and Forces Report from City Plan provided an analysis
of how many more housing units the City’s current zoning would allow and compared this to
future demand for housing. According to this analysis, demand for housing will exceed the City’s
capacity by around 2,000 units by 2040. The following graphic from the Trends and Forces report
illustrates the capacity of our zoning for future residential development:
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Higher land values contribute to the increased cost of building new housing
Numerous factors contribute to the cost of building housing. Some elements are within the City’s
control while others are more difficult to influence. The cost of building housing has steadily
increased. The average cost of building a house in 2014 was around $274,000. Land makes up
an increasingly high share of the cost of building homes. As land prices, labor and material costs,
and City fees have increased, profitability for developers has decreased. Increased land values
are also linked to zoning. If our supply of land does not keep up with demand, as the previous
section shows, prices rise. Decreased profitability leads to more risk for developers and influences
the variety of housing they build. Developers are more likely to build housing that has a proven
track record of delivering a good return on investment, leading to an increasingly homogenous
built environment. Future iterations of this report will contain updated information on the cost of
development currently.
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Zoning influences the cost of housing
In addition to controlling for the density of development,
zoning also controls for a number of aspects of
development. The Fort Collins Land Use Code provides
design standards that new buildings must meet. Some of
these design standards that require high quality materials
or changes in building materials, for example, can add
to the cost of building housing. The Land Use Code
also outlines the process for developing in Fort Collins.
This process requires City staff to review the project for
compliance with all of its various codes and regulations.
Many projects must also seek approval from a third party
in order to proceed. These processes can add time and
unpredictability to the process of development. When
taken as a whole, regulations can exceed 30% of the cost
of development.34
34 National Association of Home Builders. Regulation: Over 30
Percent of the Cost of a Multi-Family Development. Accessed 22
September 2020. https://www.nahbclassic.org/generic.aspx?genericContentID=262391&channelID=311
Zoning impacts land prices by
the intensity of development
allowed within the zone district.
Developers are willing to pay
more money for land if it allows
development that is more
valuable. Land zoned for offices
and 5-story buildings is more
valuable than land that only
allows single-family detached
homes, for example.
There are economies of scale,
however, with zoning from
a developer’s perspective.
Assume a piece of land is worth
$100,000 in the open market. If
you can only build one home on
that lot, the land cost per unit
is $100,000. If you can build 4
homes, the land price per unit
falls to $25,000.
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Limitations
The information presented in this report represents the best data and information available to City
staff at the time of writing. That does not mean, however, that this data and information is without
faults. The following discussion outlines the limitations of this report.
Some data is more recent than others
While most data in this report is up to date through 2018, some data sources have not seen an
update since 2015. This makes it more difficult to establish cause and effect when analyzing the data.
Data sources do not have complete, or have conflicting, information
Much of the data for this report comes from the American Community Survey, 2018. We have
mainly used 5-year estimate data, which was released by the Census Bureau in 2019. This data
does not have detailed information by race due to the low number of Black, Indigenous, and
People of Color (BIPOC) households in Fort Collins. This makes it impossible to see, for example,
the number of Latinx renters or Native American homeowners. 2020 Census information should be
available in 2021 and should contain data at a finer grain of detail. This data can also conflict with
other data sources. An example of this is household size. Some data indicates household size is
falling in Fort Collins while others claim it is rising. This makes drawing clear conclusions from the
data challenging.
Geographic differences in the data
Not all data presented in this report is limited to the geographic boundaries of Fort Collins. The
job data presented in this report is collected at the zip code level. Some zip codes in Fort Collins
contain portions of other communities. This makes comparisons of different data sources not
exactly 1:1.
Data and inferences are imprecise
Much of the analysis in this document relies on data that is imprecise or calculated from data with
small sample sizes. Our inferences from the data and calculations based on this data are imperfect
as a result. The purpose of this document is to show the general scale of the issue facing Fort
Collins’s housing stock rather than to provide a precise answer to our housing issues.
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Our Biggest Challenges
Price escalation impacts everyone, and disproportionately
impacts BIPOC households
Latinx, Black or African American, and Native American
households make up a disproportionate share of low-
income households in Fort Collins. While the wages of
many low-income occupations have climbed faster than
wages overall, they still have not kept up with the increase
in housing prices. Since 2010, rents have increased 68%,
single-family detached homes have increased in value by
124%, townhome and condo values have risen 164%, while
wages have increased by just 25%. With an ever-widening
gap between housing prices and incomes, and without
further review into possible causes and explanations for
that gap, BIPOC households could continue to be further
marginalized by our housing system and suffer from the
continued effects of a gap that may be caused, at least in
part, by effects of institutionalized racism, which is further as outlined in the Equity and Inclusion
Section beginning on page 3.
Current incentives and financial resources are insufficient for meeting our affordable housing goals
While the City has a number of affordable housing incentives and $1,500,000 – $3,000,000 in
direct subsidy funding every year, these resources are not enough to meet the City’s affordable
housing goals. The City is currently 708 affordable units behind in meeting its goals. Assuming
a $38,970 investment by the City yields one unit of affordable housing, it would take roughly
$27,590,000 of investment to catch up. $27,590,000 of direct subsidy represents 9 – 18 years
of resources at current funding levels. This also assumes LIHTC prices remain steady, there is
ample PAB allocation for each project, and private developers have the ability to deliver projects.
In addition, recommendations from the Land Use Code Audit indicate that current land use
incentives (e.g. increased density, parking reductions) for affordable housing need to be revised
and recalibrated. Every year that passes where the City does not meet its affordable housing goals
means current and future generations must make up the difference.
Job growth continues to outpace housing growth
Jobs grew at 2.8% per year from 2010 to 2019. The Fort Collins population only grew by 1.6%
annually during the same timeframe. While the housing stock of Fort Collins grew by 1.73%
from 2010 – 2019, this is still a slower pace of growth than experienced by the job market.
Unemployment initially fell from 7% to 3% between 2012 and 2015 and has held steady below 3%
since 2015. All of these factors indicate that most new jobs find someone to fill these positions. If
new housing supply cannot keep up with the pace of job growth, people are likely forced to live
in surrounding communities. Timnath, Wellington, and Windsor grew by 18, 8.7, and 7 percent,
respectively from 2015 – 2018. These communities amongst others are turning into bedroom
communities for Fort Collins. As of 2015, 18,799 car trips started in communities with cheaper
home prices than Fort Collins. Some of these commuters live in nearby communities by choice. It is
likely, however, that many of these commuters cannot afford to live in Fort Collins and must live in
surrounding communities. This is an example of the “drive till you qualify” effect. This runs counter
to the inclusive vision outlined by City Plan and the City’s climate action goals amongst others,
e.g., the City’s goals include reducing VMT (vehicle miles travelled); when individuals have to drive
further to meet their housing needs, VMTs are increasing instead of decreasing.
Data clearly indicate
BIPOC communities are
disproportionally low-income,
have smaller net worth, and are
less likely to be homeowners.
While structural racism is
evident across the United
States and more locally, more
work is needed to establish the
exact cause of these disparate
outcomes here in Fort Collins.
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The cost of development continues to rise
In isolation, housing regulations help deliver the kind of development and community desired
by the Fort Collins community. Developers pay for the impact their developments have on the
community through various fees, and regulations help ensure consistency across all kinds of new
housing development. The unintended consequence of regulations on housing coupled with
impact fees in Fort Collins is that new housing ends up being unattainable for most households.
Fees for infrastructure, water, and development review continue to rise as resources become
scarcer and developments become more complex. Whereas in 2015 the average cost to build a unit
of housing was around $278,000, today it costs close to $330,000. Median income households
can only afford a home priced at around $330,000. Developers build housing for a profit and
thus cannot build new homes for sale below $330,000 without some form of subsidy. In addition,
the Land Use Code Audit identified many places where existing regulations could be revised or
clarified to better encourage a wide range of housing options. However, rewriting the Land Use
Code is a complex, resource-intensive task that will require funding to complete. Complicating this
picture is the finite natural resources and land in Fort Collins. Water will only continue to be scarcer
and more expensive. Within our GMA, Fort Collins has a limited supply of land. This all means it will
only become more expensive to develop in Fort Collins. A dollar spent today on housing will go
further than a dollar spent on housing in ten years.
Addressing the entire housing spectrum will require new tools and processes
Previous housing plans in Fort Collins have been focused on subsidized, deed-restricted affordable
housing for residents making 80% AMI or less. City incentives, regulations and processes target
the construction, expansion, and preservation of affordable housing that meets this definition. As
this Existing Conditions document outlines, however, our existing tools are not enough to achieve
our affordable housing goals. Federal funding like Low Income Housing Tax Credits (LIHTC),
HOME, and CDBG funds only support units targeted at households earning less than 80% AMI.
Further, escalation in housing prices and rents means that it is increasingly difficult for many to
afford housing in Fort Collins, even if they make more than 80% AMI. City policies and regulations
also do not address housing stability and health in a systematic way. A key challenge for this
Housing Strategic Plan will be to determine the appropriate incentives, regulatory frameworks,
and processes needed to fully achieve the vision for stable, healthy housing that people across
the housing spectrum can afford. Implementation of these new tools will likewise be a critical
challenge. Fort Collins will have some important decisions to make about whether and how to
dedicate additional funding to housing incentives, implement changes to the Land Use Code, and
adjust our processes to fully support the vision of the Housing Strategic Plan.
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Remaining Questions
What will the lasting effects of COVID-19 be?
COVID-19 has cast a shadow of uncertainty over many facets of life. Unemployment has soared
into double digits, leaving many without a stable income for the time being. While the CARES
Act did provide enhanced unemployment benefits and a one-time stimulus to households earning
less than $100,000, it is unclear what the medium and long-term financial prospects are for
households impacted by COVID-19. Previous recessions have seen increased rates of foreclosures
and evictions. Recovery is also uncertain since this current recession is in direct response to
a pandemic. Recovery will depend on the availability of a viable vaccine, continued physical
distancing, how fast businesses recover, and many other factors. This makes predicting the lasting
effects of COVID-19 difficult.
How will housing policies evolve to address health and stability - particularly for renters - in addition to
affordability?
What does it mean for all residents to have healthy and stable housing? With only 1 in 10 renters
being able to afford the median home price is Fort Collins, how will the City support its nearly
50% of households that are renters? Today, the City has several programs available to support
households, e.g., income-qualified programs, Healthy Homes, Landlord and Tenant Information,
and more, and has recently supported increased rights for manufactured homeowners (who own
the home but rent or lease the land). Since fewer households in Fort Collins own homes than in the
past, housing policies also need to evolve to better support renters in our community.
As noted on page 50, the current zoning does not meet demand for housing supply. Further, Fort
Collins limits the number of unrelated people that can occupy a home (referred to as U+2). While
many consider U+2 to be essential and a success story in preserving neighborhood character, it
is unclear to what extent U+2 impacts the housing market. More study would shed light on how
U+2 impacts the local housing market and how it might be modified to meet its intent without
impacting the affordability of housing.
The Housing Strategic Plan will include the entire spectrum of housing and will recognize the
critical role of rental housing within the housing system. This will require careful consideration of
new policies that could improve housing stability and health for renters.
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Appendix D: Engagement Summary
HOUSING STRATEGIC PLAN FALL 2020 ENGAGEMENT REPORT
Prepared by Cactus Consulting, LLC in partnership with the Home2Health team
Executive Summary
The City is updating the Housing Strategic Plan. This plan sets housing goals and guides City
decisions on policy and funding for the housing system. While previous plans have focused on
income-qualified Affordable Housing, this update to the Housing Strategic Plan will address the
entire spectrum of housing needs in our community. The draft vision – Everyone has stable, healthy
housing they can afford – reflects this shift.
In October and November of 2020, nearly 450 community members took the time to share their
experiences, provide feedback, and brainstorm solutions to the housing challenges in Fort Collins.
This report sums up this early community feedback.
Participants highlighted five priorities—Stability, Equity, Choice, Collaboration, and Creativity.
Within each priority are suggested strategies for the City, nonprofits, developers, and community
members. The report ends with next steps, including important community conversations around
density and home ownership and recommendations from the community on how to evaluate
strategies and center equity in decision-making.
The Process
In preparation for updating the Housing Strategic Plan, the City of Fort Collins reviewed local
housing data and community feedback gathered through the Home2Health project. As a result,
the City identified six key challenges related to housing:
1. Price escalation impacts everyone, and disproportionately impacts BIPOC [Black, Indigenous
and People of Color] and low-income households.
2. There aren’t enough affordable places available for people to rent or purchase, or what is
available and affordable isn’t the kind of housing people need.
3. The City does have some tools to encourage affordable housing, but the current amount of
funding and incentives for affordable housing are not enough to meet our goals.
4. Housing is expensive to build, and the cost of building new housing will likely continue to
increase over time.
5. It is difficult to predict the lasting effects of COVID-19 and the impacts of the pandemic.
6. Housing policies have not consistently addressed housing stability and healthy housing,
especially for people who rent.
These challenges were later updated and expanded to include a specific mention of the imbalance
between job growth and housing growth. The updated list of challenges is available in the Housing
Strategic Plan.
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The Housing Strategic Plan team designed safe and accessible engagement opportunities to
gather feedback on the challenges and ideas for overcoming them. This included Community
Guide discussions, in-person (distanced and masked) focus groups, virtual workshops, and an “At-
YourOwn Pace” online survey.
The goals for engagement were:
1. To provide safe, flexible opportunities for all community members to participate.
2. To close persistent engagement gaps, including under-engagement of Spanish-speaking
residents, renters, and residents who make less than $50,000/year.
To this end, workshops and surveys, which traditionally result in more responses from women,
older adults, and higher income households, were combined with outreach to specific
stakeholders and community groups. The City
partnered with the Mi Voz community group to
discuss housing with 38 Spanish-speaking
residents, many of whom reside in mobile home
parks. The Partnership for Age-Friendly
Communities hosted conversations with older
adults and mobile home park residents. The
Center for Public Deliberation hosted
conversations that targeted residents under 30,
and those making less than the median income.
Additional engagement with neighborhood
groups, including homeowners’ associations, was
identified as an opportunity for growth in future
engagement opportunities in this plan.
Overall, staff and community partners facilitated 37
different engagement opportunities. This included four
events facilitated by the Partnership for Age-Friendly
Communities (PAFC) and eight by the Center for Public
Deliberation (CPD). Through these approaches, the City
was able to gather feedback from around 450 participants
in October and November of 2020. Demographic data
was not analyzed because it was optional and may not
provide a full picture of participation.
Participants were asked six questions related to current
housing challenges in Fort Collins, the housing vision,
and their ideas for achieving it. The six questions were:
1. Based on your experience, do these challenges
reflect what you know about housing in Fort Collins?
2. How do these challenges affect you and our
community more broadly?
3. What needs to change to address these challenges?
4. Who has the ability to make the change needed?
5. What do you wish decision makers understood about your experience with housing?
6. How would you like to engage in this project in the future?
HOUSING STRATEGIC PLAN | 2021 132
Though the responses to these questions provided rich information on community experiences
and ideas related to housing, it is important to note that this report is also built on the shoulders
of many engagement efforts conducted over the past two years, including City Plan, Our Climate
Future, and the Home2Health project. Community members have consistently talked about
the importance of affordable housing to a healthy environment, an equitable community, and
to the physical and mental health of individuals. Prior to analyzing responses from this year’s
engagement efforts, we revisited the findings, and data from recent surveys and analysis (including
the Social Sustainability Gaps Analysis and the Larimer County Community Health Survey)
to ground our work. The following community priorities reflect the collective engagement of
hundreds of community members who shared their time, energy, and experiences.
Community Priorities
Community members generally felt that the housing challenges reflected the experience of
housing in Fort Collins. Some shared personal stories of their struggle to afford healthy, stable
housing. As one person shared,
“We live in a mobile home park, and they’ve been increasing our rent...We’re fortunate
because we were able to buy a trailer so we’re not paying the trailer off, just lot rent.
A lot of people have been asking us, “Why don’t you buy a house?” We’re looking,
but everything is so expensive. We’re between a rock and a hard place.”
While organizations like the City may express goals in number of affordable housing units available
or number of dollars allocated to emergency rent relief, community members described their
goals for housing in very different ways—in the ability to feel secure in their homes, in the ability
to choose a home with the amenities that they want and need, and in the ability to rely on their
community to work towards a better future for all. Participants suggested a variety of strategies to
overcome housing challenges and help everyone in Fort Collins have healthy, stable housing they
can afford. These strategies are grouped into five priority areas:
1. Stability. The cost of housing is a major source of stress and instability for many households.
People want options for stable rentals and home ownership.
2. Equity. Folks want a diverse community where equity guides how we fund, build, and manage
housing.
3. Choice. People recognized that different households have different housing needs. They
prioritized having options for the types of housing they rent or buy. This calls for increasing
the total supply of housing, revamping the housing we have, and improving access to
amenities like public transportation and parks.
4. Collaboration. Housing is a complex problem, and no one organization can do it alone.
Community members want the City to take the lead, but also want the community and local
organizations to step up and be part of the solution.
5. Creativity. People want new and innovative solutions. They want the City and the community
to be willing to do things differently.
It is important to note that the community priorities are not listed in order of importance to the
community, and many of the strategies and recommendations overlap.
HOUSING STRATEGIC PLAN | 2021 133
Stability
The cost of housing is a major source of stress and instability for many households. People want
options for stable rentals and home ownership.
Community Recommendations: Advocate for limits on rent prices and/or annual rent increases
• Explore rental licensing to promote safe and healthy housing • Preserve manufactured housing
communities • Explore opportunities for resident-owned manufactured housing communities •
Explore opportunities to limit fees associated with housing • Bolster nonprofits providing “housing
first” models of support • Provide emergency gap funding to prevent eviction
What we heard: The cost of housing was described as a major source of stress and instability for
households in Fort Collins. People recognized that easing the cost burden of housing could have
a transformational impact on an individual’s mental and physical health, among other things, and
praised nonprofit organizations pursuing a “housing first” model in the community. They stressed
the importance of gap funding for emergency rent relief to prevent eviction and displacement.
Participants expressed frustration that landlords could set and increase prices without any
oversight, and suggested regulations at the state or local level that would limit maximum rent
prices, reduce extra fees, and/or limit maximum annual increases. Many also recognized that
low wages were a barrier to affordability and called on
employers to increase wages.
People also shared negative experiences with landlords
who did not maintain their homes. Some were afraid that
asking landlords to maintain homes would invite retaliation
or lead to rent increases, putting their housing at risk. A
rental registration or licensing program was suggested to
put housing protections in place and ensure housing is safe
and healthy.
Residents of manufactured housing communities
discussed the need for park preservation, and the desire
to work towards more resident control and ownership
of communities. Many owners of manufactured housing
discussed struggling with costs despite owning their
home because of perpetual increases in lot rent, costly
utility bills, and frequent fees. Similarly, some participants
expressed concern about the monthly fees from HOAs,
condominium associations, and metro districts inflating the
cost of home ownership.
Guidance for the Housing Strategic Plan: These comments
align with community feedback from the Larimer County
Community Health Survey and the Home2Health project
regarding the central role of housing stability for individual
and community well-being. Though many responses
suggested home ownership as the preferred source of
stability, some community members defined stability in a
different way. The Housing Strategic Plan
should discuss how each strategy could create pathways
to stability for residents, whether that be long-term, stable
rentals, cooperative housing, or home ownership.
“My apartment is rising in
rent every year, and the living
conditions don’t match the
price. I have many maintenance
issues [and] the condition of
the apartment is old and under
taken care of...not to mention
they like to add miscellaneous
fees.”
“There are many people who do
not desire the traditional house
with a 20-30 year mortgage...
There are so many people (both
young and old) who want to live
smaller, and we are ready for
these options to be available in
our city.”
HOUSING STRATEGIC PLAN | 2021 134
Equity
Folks want a diverse community where equity guides how we fund, build, and manage housing.
Community Recommendations: Focus financial support on lowest income residents • Increase
equity in existing programs and services • Bolster nonprofits providing supportive housing services
• Combat stigmas associated with affordable housing • Consult with BIPOC and lowincome
households on housing policy and programs
What we heard: Though community members discussed and defined equity in different ways,
most emphasized the importance of focusing efforts on those who are most affected by the
current housing challenges, including BIPOC households, low-income households, people with
disabilities, and seniors. While some participants were concerned that specifically discussing
challenges for BIPOC households was outside the scope of this plan, most comments expressed a
need for more inclusive programs and practices to combat
ongoing discrimination and historic inequalities.
In general, folks recognized that current funding levels
were not adequate to meet the housing needs in our
community, and discussed the importance of balancing the
very immediate need to keep people’s housing stable with
the longer-term need to fund the housing options people
want and need in our community. In general, community
members prioritized “gap funds” to help households
make ends meet and subsidized housing for low-income
households over financial assistance to middle-income
earners.
People discussed the importance of creating specialized support systems so folks can find and
keep homes. Participants praised the hard work of nonprofits in this arena and expressed support
for bolstering funding and expanding services to meet the needs of seniors, seniors raising
grandchildren, immigrant and refugee families, and people who were previously incarcerated.
Participants discussed the importance of continuing to consult with BIPOC and low-income
households as decisions about housing are being made. As one person stated,
“People of color should be put at the forefront of making this change. City leaders/
officials should be handling this with the insight of people of color.”
Finally, a few community members shared personal experiences of feeling unwelcome in the
community because of race, ethnicity, and/or income status. As one participant shared,
“Living in an affordable housing community in Fort Collins is challenging, especially
when you are aware that the property where you live wasn’t wanted in the
neighborhood where you live, the community you are trying to become a part of has
rejected you before you have even had a chance to integrate.”
Community conversations may be needed to break stigmas around affordable housing and
promote equity and inclusion in Fort Collins’ neighborhoods.
“I think it is important that
workers are able to afford living
in or near the city they work in,
especially teachers and frontline
workers.”
HOUSING STRATEGIC PLAN | 2021 135
Guidance for the Housing Strategic Plan: These comments align with previous feedback from
the Home2Health project and the Social Sustainability Gaps Analysis on the disproportionate
impact of housing challenges on BIPOC and low-income households. The Housing Strategic
Plan should consider how their decisions can support equitable outcomes (going beyond the
traditional focus on equitable opportunities). In addition, the Housing Strategic Plan should include
clear opportunities for consultation with BIPOC and low-income households and community
conversations around equity in housing.
Choice
People recognized that different households have different housing needs. They prioritized having
options for the types of housing they rent or buy. This calls both for increasing the total supply of
housing, and changing the types of housing we are creating.
Community Recommendations: Remove or relax occupancy restrictions • Explore new housing
types, including tiny homes and cooperative housing • Build more duplexes and small multifamily
units • Ensure all neighborhoods have access to amenities • Remove or relax regulations that limit
creative reuse of existing homes.
What we heard: Many community members expressed frustration with the lack of housing choices
currently available, especially for low- and middle-income earners. As one participant shared,
“I want to find something close - I like my job, my community. But we are looking
outside Fort Collins. You can’t be as close if you want something affordable.”
People called for building more housing and revamping the housing Fort Collins has to offer.
Community members emphasized the need to build new housing options that people can afford
on a typical salary, rather than “luxury” homes or apartments. Some also expressed a desire for
options that go beyond the “traditional” large single-family home, including more duplexes, small
multi-family developments, and tiny houses.
Community members highlighted that the goal should be to increase options—not to expect that
every low-income household should live in an apartment building. People stressed the importance
of being able to access the amenities that were important to them. Some mentioned the value of
having access to a personal yard or garden. Many advocated for improved community amenities in
all neighborhoods, including parks, open space, and public transportation.
Many participants also saw zoning and occupancy
restrictions as a significant barrier to having enough
housing, and to having housing that is affordable for all
residents. Many supported repealing or modifying “U+2”,
which limits the number of unrelated people who can live
in a house. This was seen as a potential benefit for people
of all ages living on single incomes, and an opportunity to
“free up” additional homes for rental or purchase. Some
participants acknowledged concerns around noise or
parking that can come with higher occupancy levels, but
many felt that the rule was unfairly limiting the housing
choices of the larger community to prevent problems
caused by a small group.
“Eventually [U+2] will HAVE to
go away because of the cost
of housing and shortage of
housing... [This is] not just a
student housing issue anymore.
[There are] way more renters
than there used to be.”
HOUSING STRATEGIC PLAN | 2021 136
Community members also suggested relaxing some restrictions in the Land Use Code to make
it easier for homeowners and developers to renovate homes and set up living arrangements that
work for modern households. Ideas included making it easier to add Accessory Dwelling Units
(carriage houses, in-law apartments, etc.), convert single-family houses into duplexes, and set up
cooperative housing. In addition to increasing available housing units, duplexes and Accessory
Dwelling Units in particular were seen as a benefit for extended families who could pool resources
to purchase a home, and adults for caring for aging parents.
Finally, there was a perception among participants that “investment buyers” were unfairly driving
up prices and reducing opportunities for home ownership by buying homes to rent out. As one
participant shared,
“Investors and real estate gurus have made competition on the housing market
wholly unfair... Allowing this type of free market activity has strangled fair housing
market competition and destroyed purchasing by lower income households...thus
forcing them into un-affordable rentals or outside the community where travel
expenses make up the difference in cost and adds to pollution.”
Community members expressed frustration that first-time homebuyers were “competing” with
purchasers looking for a source of income rather than a place to call home. Some community
members suggested limiting the ability of investors to purchase homes, though there was
recognition that this would pose a serious challenge. Additional conversations will be necessary
to understand the impact of investment buying on the community and discuss opportunities to
support first-time homebuyers.
Guidance for the Housing Strategic Plan: These comments align with previous feedback from City
Plan engagement on relaxing occupancy ordinances and Land Use Code restrictions to allow for
more housing choices. The Housing Strategic Plan should discuss how each strategy can increase
the housing choices available in our community. In addition, continued conversations are needed
on the right balance between encouraging homeownership and providing enough rental options.
Collaboration
Folks recognized that a challenge like housing requires community-wide action. Many of the
ideas for addressing housing challenges would require changes to local or statewide policies.
However, responses also highlighted the importance of bringing in nonprofits, developers, and local
employers.
Community Recommendations: Incentivize developers to build affordable housing • Relax
restrictions in the Land Use Code to make it easier for developers to build new homes •
Collaborate with large employers on housing • Partner with nonprofits to provide specialized
support • Build community-wide support for doing things differently
What we heard: Though many of the recommendations were City policies or programs,
community feedback highlighted the importance of collaboration to reaching Fort Collins’ vision
for housing.
People shared strategies that would encourage developers to build more affordable, diverse
types of housing, including waiving fees or providing other financial incentives, and relaxing
requirements in the Land Use Code on density (or the number of houses in an area), building
height, and parking. Some also suggested placing requirements on builders and developers to
provide some affordable housing in all new developers.
HOUSING STRATEGIC PLAN | 2021 137
There was some support for City-led development of subsidized housing or “tiny home” sites, but
largely folks did not see the City as a major supplier or manager of affordable housing. People
recognized the work of nonprofits to provide housing and supportive services to vulnerable
populations, and called for increased collaboration and support for these existing programs.
Some also called on local employers to take a larger role in housing policy and provision. In
addition to calling for higher wages, folks suggested that large employers should take a greater
responsibility for helping their employees find healthy, stable housing. One suggestion was for the
City to incentivize employers who provide housing or housing stipends to their employees.
Finally, people recognized the need for public awareness and education to build community-
wide support for doing things differently. Community members want increased public awareness
around the true size, scope, and impact of housing challenges on our community. Some expressed
concern that current homeowners may resist changes that they see as a threat to their wealth and
livelihood (for example, allowing more homes and occupants in their neighborhood).
Guidance for the Housing Strategic Plan: These comments align with past feedback from City
Plan, Our Climate Future, Home2Health, and the Larimer County Community Health Survey on the
importance of recognizing and leveraging the connections between housing and other important
community priorities. Continued collaboration and dialogue will be essential to understanding the
needs and the true community costs and benefits of any potential actions. The Housing Strategic
Plan should discuss opportunities to leverage the skills and resources of our entire community,
including community members, nonprofits, developers, and local employers.
Creativity
People want new and innovative solutions. They want the City and the community to be willing to
do things differently.
Recommendations: Explore opportunities for creative reuse of buildings • Seek out innovative
ideas from the community and peer cities
What we heard: Fort Collins is a city known for innovation. Community members highlighted that
they valued the spirit of innovation and creativity in the City’s approach to housing.
Though many recognized that the largest and most impactful solutions were likely to be
more traditional strategies—things like changing the Land Use Code and offering incentives
to developers—people also wanted to see new and creative ways to provide housing. Some
suggestions included turning hotels into group homes and instituting “housing swaps” between
older individuals looking to downsize and live in more accessible homes and younger people
looking for more space. The City should continue to seek out innovative ideas from within the
community, and from peer cities moving forward.
Guidance for the Housing Strategic Plan: Though it can be difficult to commit resources and times
to ideas that may end up being less impactful, the Housing Strategic Plan should discuss ways to
pilot creative strategies for ensuring healthy, stable, affordable housing.
HOUSING STRATEGIC PLAN | 2021 138
Next Steps
Community feedback identified five priorities for housing as the City adopts its new Housing
Strategic Plan—Stability, Equity, Choice, Collaboration, and Creativity—along with a number of
exciting and creative strategies that the City could use along the way. These community priorities
and ideas have provided a starting point for the Housing Strategic Plan’s efforts. The following
section outlines two important next steps.
Evaluate housing strategies with community priorities in mind
The community has highlighted priorities for housing that build on prior feedback from the
Home2Health project, City Plan, Our Climate Future, and more. As the City evaluates strategies,
the following questions could help ensure that these community priorities are centered in
decisionmaking:
1. Does this strategy increase the housing choices available for the community, particularly for
vulnerable or traditionally under-resourced groups?
2. Does this strategy increase opportunities for housing stability for renters and homeowners?
3. Does this strategy leverage the resources and skills of our whole community?
Incorporating these questions and centering community recommendations in any Housing
Strategic Plan documents and decisions will be vital to achieving our housing vision.
Facilitate community conversations on “sticky” issues
People recognized that changes in housing policy and programs have community-wide impact and
require community-wide action. As one participant shared,
“I think the biggest change that needs to occur is a change in cultural perspective. It’s
all well and good to say that U+2 is not helping us anymore, that we value affordable
housing... BUT, will that translate into voting residents and City Council supporting
those solutions? Right now, I think the answer is no... I think any collection of new
tools or adjustments will need to be coupled with a public education campaign...”
Honest conversations about what is needed to achieve the vision—Everyone has healthy, stable
housing they can afford—will be vital to identifying the best path forward. Below, a few important
topics are highlighted.
Understanding and de-stigmatizing affordable housing
Participants recognized that there are many misconceptions and fears around affordable
housing. More conversations are needed to understand what affordable housing looks like in our
community, and to promote acceptance and understanding between all people—no matter their
income level or whether they rent or own their home.
Balancing Density and Occupancy
Many recognized that removing U+2 and/or increasing density in neighborhoods may be a
challenging transition and could be unpopular with some homeowners. Some participants
HOUSING STRATEGIC PLAN | 2021 139
acknowledged concerns around noise or parking that can come with higher occupancy levels, but
many felt that the rule was unfairly limiting the housing choices of the larger community to prevent
problems caused by a small group. More conversations are needed to identify the root causes of
occupancy concerns, and discuss potential alternatives.
Balancing Options for Renting and Home Ownership
There was a perception among participants that “investment buyers” were unfairly driving up
prices and reducing opportunities for home ownership by buying homes to rent out. More data
is still needed on the impact of investment buying in Fort Collins, and the right balance between
promoting home ownership and supporting quality rental supply. Understanding the housing goals
of the community, including what percentage prefer renting over home ownership, and the types
of rentals and for-sale units that people would select, could help the City to better understand
challenges and opportunities related to investment buying. Ultimately, additional conversations
could reduce the perception of competition between renters and homeowners for housing.
Conclusion
The Fort Collins vision for housing – everyone has healthy, stable housing they can afford -– is not
currently a reality for everyone. Realizing this vision and overcoming the complex challenges of
our housing system will require big, community-wide solutions. Overall, these responses suggest
that the community is ready to do things differently. Centering both the five community priorities—
Stability, Equity, Choice, Collaboration, and Creativity—and the ideas and feedback of low-income
and BIPOC households will be essential to the continued efforts of the Housing Strategic Plan.
HOUSING STRATEGIC PLAN | 2021 140
Appendix E: Strategy Identification
This appendix provides additional documentation related to strategy identification for the
Fort Collins Housing Strategic Plan. Additional information on the full strategy toolkit and
prioritization is available in Appendix F. Appendices E and F were drafted by the City’s consultant
on the Housing Strategic Plan, Root Policy Research (Root).
Strategy Identification
Preliminary strategies were designed to address the greatest housing challenges identified in the
Existing Conditions report and were based on findings and recommendations in previous City
reports,1 in addition to engagement with various city departments, Boards and Commissions,
Home2Health partners, meetings with the Ad Hoc Housing Council Committee, community
engagement and researching peer cities.
These groups generated hundreds of ideas, which were consolidated and organized into over 50
preliminary policy strategies for consideration in the Plan. Figure 1 lists the proposed ideas, the
source of the proposal, and a cross-walk to where the idea is represented in the Strategy Toolkit
(discussed in more detail in Appendix F). For the few ideas that were not carried forward, an
explanation is included.
Figure 1. Proposed Strategy Ideas
Proposed Solutions / Ideas Proposed by:Prelim. Strategy
Toolkit # or Comment
Education (Communications and Access to Information)
Access to personal and community legal consultation in relation to housing issues Community Input 27
Conduct a condition review and ownership survey of existing, aging multi-family
housing stock (identify building rehab needs, rental trends, which buildings have
opportunities to leverage historic property funding, etc.)
Staff 6
Conduct economic productivity analysis of selective case study neighborhoods
based on date of development (e.g. Old Town North with Harvest Park and an
example from the lower end of LMN density spectrum)
Staff 7
Demand-side strategies (wages, workforce training, financial literacy and
education, resident rights, renter registration – things that feed into housing Ad
Hoc; Income inequality)
Staff 2, 27, 29, 30
Financial literacy Multiple 27
Communications plan addressing systemic racism, housing as health, housing
as public infrastructure, de-stigmatizing mobile home communities, story telling
about people
Multiple 3,5
Leases available in people’s native language Community Input 2, 5
Link to Homeward 2020 final report (Beth Sowder) for homelessness solutions –
ensure alignment
Staff 45
Resident Rights handbook Community Input 2, 4
Share maps and findings from City Plan as part of communications (ensure this
work aligns with City Plan)
Staff 2, 45
Education/storytelling around how density can be designed to fit into community
along with need for density to meet community objectives
Affordable Housing
Board (AHB)
2, 3, 53
1 2020 Land Use Code Audit, 2020 Analysis of Impediments to Fair Housing Choice, Homeward 2020
HOUSING STRATEGIC PLAN | 2021 141
Proposed Solutions / Ideas Proposed by:Prelim. Strategy
Toolkit # or Comment
Storytelling around total cost of ownership for understanding impacts of policies
and available assistance/incentive programs
Staff 3, 8, 53
Promote available Downpayment Assistance programs offered by partners Staff 2, 8
Renter education Community Input 2, 4, 5, 26, 27, 29
Better education on existing resources and programs - centralized hub Community Input 2
Better education on density Community Input 2, 3, 53
Disparity study Staff 8, 11, 54, 56
Understand the suite of water challenges across the City and the nexus to housing Staff 51, 52
Increase awareness & opportunities for collaboration across water districts and
other regional partners around the challenges with water costs and housing
Staff 51, 52
Add anti-displacement committee for capital projects per Denver example Staff 11
Move current #10 here: Provide staff and those involved in the housing process
with unconscious bias training to ensure all community members are treated
equally in processes.
Staff 10
Improve access to interpreters/translators and City programs, especially in Spanish
and consider other languages
Staff 12
Embed partnerships and associated funding into all housing strategies to
adequately compensate for expertise
Staff 13
Identify opportunities for communities to be decision makers, e.g., participatory
budgeting
Staff 14
Disparity study to evaluate the prevalence of inequities in the housing system in
Fort Collins (Description could include: Research into historic documents, e.g.,
deeds, subdivision plats, policies and programs, to understand the root cause of
inequities in Fort Collins.
Staff 8, 11, 54, 56
Funding (Dedicated Revenue Streams for Affordable Housing)
Affordable Housing Capital Fund expansion AHB 17
Commercial linkage fee Policy Study 18a
Impact fees and/or linkage fee Prior City Council Work 18b
Dedicated property and/or sales tax for affordable housing fund Housing Affordability
Policy Study (HAPS)
18d
Earmark appropriate portion of public funds for preservation of existing affordable
housing
Multiple 32, 33, 34, 35
See Denver’s TOD (Transit Oriented Development) acquisition funds/grants to
non-profits that purchase and protect affordable housing around areas slated for
improved transit (which drives up housing costs)
Staff In absence of an
extensive TOD sites,
this can be achieved
through other recs
that address financing
and creation of
affordable housing.
Urban Renewal Authority – TIF (Tax Increment Financing) could be a funding
source for meeting our affordable housing goals
Staff 20
Advocacy for expansion of LIHTC (Low Income Housing Tax Credit)- allow less
PAB (Private Activity Bond)
AHB, Community
Development Block
Grant Commission
(CDBG)
16
Strategies for Renters - Funding Mechanisms - Build new subsidized housing Community Input 36, 37, 38, 39
Evaluate the City’s community engagement processes for both development
review and policy/planning initiatives to determine impacts on equity,
representation, and alignment with Housing Strategic Plan priorities. Create new
or revise existing community engagement opportunities as recommended through
this evaluation.
Multiple 3, 8, 10, 11, 12, 14
HOUSING STRATEGIC PLAN | 2021 142
Proposed Solutions / Ideas Proposed by:Prelim. Strategy
Toolkit # or Comment
Financing (Financing for New Construction and Preservation of Affordable Housing)
Allow General Fund to subsidize PIFs (Plant Investment Fees) for Affordable
Housing – citywide and not just in FCU
Staff 18, 42
Bridge financing and deferred low-interest loans to assist potential owners/
developers (particularly nonprofit) with upfront costs of acquiring properties –
good tool for communities when high land value is driving force
Multiple 22
City active as buyer/seller/lender – not just down-payment, but an actual loan pool Staff 22
Create municipal bank that would help with gap financing and providing a
backstop for loans originated by other banking institutions (potential models:
https://www.sfpublicbank.org/ or https://ilsr.org/rule/bank-of-north-dakota-2/)
Multiple 22
Need for more creative partnerships public/private partnerships like 140 E Oak St.
(Housing Catalyst/DDA/City)
Staff 23
Opportunities for C-PACE (Commercial Property Assessed Clean Energy)Staff 6, 23, 41
Partner with local banks to provide loan loss reserves for missing middle housing
projects
Staff 22, 24
Partner with private investors and high net worth individuals to create a Fort
Collins specific Real Estate Investment Trust (REIT) that would invest in the kinds
of housing projects we would like to see
Staff 25
Preservation strategies—fund rehabilitation and accessibility improvements to
preserve existing affordable housing and resolve regulatory conflicts/barriers
Multiple 28, 34, 35
Tightening the feedback loop around housing-transit-tax credits Staff 16
Updated metro district policy Staff 19
Urban Renewal Authority – TIF could be a funding source for meeting our
affordable housing goals
Staff 20
Strategies for Renters - Funding Mechanisms - Provide emergency bill assistance Community Input 16, 27, 29, 31
Technical/Utility Assistance
Access to personal and community legal consultation in relation to housing issues Community Input 27
ADUs (Accessory Dwelling Units) and Metering (need Utilities engagement here) Staff 46, 48, 51, 52
Joint meters for ADUs – allowed now for carriage house only, if not considered
carriage house, needs separate meters – challenge with site size, service line
separation issue
Staff 46, 48, 51, 52
Credit reporting program connected to utilities – (assists with credit building)Staff 26, 31
Different requirement for ADU – studio apartment most of the time – Denver Multiple 46, 48, 51
Establishing HOAs for mobile home communities Multiple 4
Exploring improvements to existing programs, e.g., IDAP Staff 8, 42
Indoor only tap on water Staff 48
Evaluate parking standards for impact on cost of developing affordable housing Multiple 43c
Is there a way to link accounts to org name without master metering? Staff 51
NE Fort Collins– how can the City support water costs? (General Fund) Staff 52
Explore opportunities to collaborate regionally to address rising water costs across
water districts
Staff 52
Opportunities for community ownership of Mobile Home Park Community Input 4, 33
Change water tap system to reduce utility costs for new development and allow
shared water taps
Community Input 51, 52
Limitation on HOA fees and metro districts, which can inflate monthly costs of
home ownership
Community Input 19, 27, 28
HOUSING STRATEGIC PLAN | 2021 143
Proposed Solutions / Ideas Proposed by:Prelim. Strategy
Toolkit # or Comment
Policy
“Ideal” in code can be limiting (base/middle/top) but can still require quality
design
Staff 50, 53
Adjust fee schedule so fees are more expensive for greenfield development Staff 42
Update to ADU policy - allow in more places, address review process, fees, utility
requirements, etc.
Staff 46
Allow multiple units on every single-family lot in Fort Collins Multiple 50, 53
Analyze current policies that affect housing and review if these policies are
contributing to systemic racism
Multiple 8
Annexation of PVMHP (Poudre Valley Mobile Home Park) into The City Community Input 43b
As with manufactured housing policy, for all existing units consider “Tenant
Opportunity to Purchase” ordinance that gives tenants and housing nonprofits
right to purchase before selling to other buyers
Multiple 33
City-based voucher program w/ wrap-around services for residents and landlords Staff Recommend
partnership with
Housing Catalyst
rather than new
program. 13, 15, and
54 reflect continued
support of partners;
29 promotes HCV
acceptance.
Capital projects – CIP (Capital Improvement Plan) and what projects may support
affordable housing projects more than others (Vine, N Mason project)
Staff 5, 23, 38, 56
Clarity around role of development cost to the final product Staff 42, 43
Cost of design; how to get AH developers to build this in from the beginning
(balance design standards/cost)
Staff 43c
Density! Projects can look good and be high-density, or look bad and be low-
density – look more closely at density, decouple from design/form. Still emphasize
neighborhood pattern.
Multiple 50, 53
Electric capacity fees – AH units – only allow 150 Amp in MF – offer a 100 amp
capacity fee
Staff 41
Allow master metering for units rented to people experiencing homelessness Multiple 51
Eliminate density but regulate building size/scale – Parolek, others Multiple 50, 53
Enact demolition ordinance that specifically supports affordability goals (e.g.
design guidelines for new construction that moderate gentrification) and accounts
for/requires offsets for carbon footprint of demolition
Multiple 18e, 41
Evaluation of current funding allocations against targets – RFP process (post
strategy establishment?)
Multiple 8, 42
For affordable rentals, require one-to-one replacement of affordable rental units
that are demolished, removed from the affordable housing stock, or converted to
condos (San Diego has implemented this code change)
Multiple Low supply of
condos limits
efficacy; adding cost
to condo creation
has unintended
consequences and
may limit future
condo development.
See preservation
strategies (#32-35).
Fee studies – different ways to look at housing types within this – ensure the fees
we have are reflective of the facility uses
Staff 48
HOUSING STRATEGIC PLAN | 2021 144
Proposed Solutions / Ideas Proposed by:Prelim. Strategy
Toolkit # or Comment
Growth areas – evaluate policies, remove barriers, allow for increased densities,
mixed uses ado it proactively, couple with AH expectations, incentives (larger
scale)
Staff 43b
Identify disconnects in Land Use Code – costs to develop/issues of quality Staff, Community 53
Identify opportunities to bring Utilities programs to affordable housing/housing
projects overall earlier in the process
Staff 31, 38, 51
Incentivize post-COVID adaptive reuse of existing buildings that see reduction in
demand for the current use/remain vacant (some of these might be short-term,
transitional opportunities that provide temporary opportunities to the most urgent
needs, including SROs, while we work on longer-term solutions)
Staff 34, 36
Joint meters for ADUs – allowed now for carriage house only, if not considered
carriage house, needs separate meters – challenge with site size, service line
separation issue
Staff 46, 51
Larger Scale: Get more people involved in financing (not just tax breaks to banks/
big financers)
AHB 22, 23, 24, 25
Align housing work with other programs to leverage more funding resources AHB 13, 21, 56
Larger Scale: PUD (smaller threshold) for affordable projects specifically AHB 40, 42, 43
Link to capital expansion fees, parking (e.g., affordable housing projects get relief
from capital expansion fees or parking requirements to subsidize development)
Multiple 43
Local complaint system and enforcement of the complaint system (Spanish
necessary)
Community Input 2, 12
Long term goal of Resident Owned Communities Community Input 33, 2
Manufactured housing strategies and efficiency Staff 41
Maybe focus more on quality of design than look Staff 50, 53
Measure/track disappearance of affordable housing units (not just development of
new ones) - are we doing this?
Multiple 2
Mobile Home Park Zoning protections (specific Mobile Home Park Zoning
preservation District)
Community Input Zoning work in
progress; also see 4,
33, 43b
NE Foco – how can the City support water costs? (General Fund) —cost to
developer (Change Utility Charter to allow?)
Staff 52
Need for more creative partnerships public/private partnerships like 140 E Oak St.
(Housing Catalyst/DDA/City)
Staff 23
Next increment of development is a use by right - I.e., adding a unit to a lot with
a single-family home on it now or going from a duplex to a fourplex, etc. (www.
strongtowns.org)
Staff 50
No minimum lot size for developments up to a fourplex Staff 50
Parking requirements – flexibility here? (carriage houses/adus, available street
parking, etc.)
Staff 43c, 46, 53
Pilot certain housing projects by right – Phillips Staff 50
Policy language that adds value and de-stigmatizes mobile home park
communities and recognizes them for the cultures they support, the strong
communities and sense of place that mobile home parks serve as, and a unique
opportunity for home-ownership. One of the only forms of unsubsidized affordable
housing,
Community Input 3
pre-fab housing Multiple 41, 53
Fund rehabilitation and accessibility improvements to preserve existing affordable
housing, both AH and NOAH
Multiple 28, 33, 35
Prohibit source of income discrimination (But may not solve problem if voucher’s
rent standard is lower than rent prices).
Staff Passed at state level,
summer 2020
HOUSING STRATEGIC PLAN | 2021 145
Proposed Solutions / Ideas Proposed by:Prelim. Strategy
Toolkit # or Comment
Ramp up coordinated effort to incentivize preservation of existing affordable stock
through rehabilitation (Utilities, Historic Preservation, etc.)
Staff 28, 33, 35
Require passive home design or some other energy efficiency standard for all
housing projects receiving City financial assistance
Staff 41
Significant affordable density bonus Staff 43a
Significant choices for decreased design standards (negotiated) for affordable
development - maybe menu of entitled modifications of standards for AH
Staff, Community 43c
Small(er) Changes: 50 unit trigger for Type 2 (Planning and Zoning Board) - risk to
AH, longer entitlement potentially for tax credits
AHB 9, 16, 53
Small(er) Changes: Understanding clearly what the barriers are – targeting
solutions (is it land cost? Construction? Fees?)
AHB 24, 43
Tactical urbanism - Some ability to experiment with some ideas that seem to have
worked in other countries
Staff 3
Targeted incentives/policies to support owners for whom home is only asset Multiple 2, 27, 28
City’s definition of family/household - conversation/look at this (ex: extra
occupancies)
Staff 47
Substitute out U+2 for rental licensing Multiple 29, 47
U + 2 reform Ad-Hoc, AHB, Staff 47
Updated metro district policy Staff 19
Utility and garage placements, alley loaded product vs front loading and road
width
Staff 51, 53
We require inspection of STR and extra occupancy, but not LTR Staff 29
What tools do we need for the “missing middle?”Staff 24, 43
Revisit affordable housing definition Affordable Housing
providers, staff
1, 9
Strengthen incentives for mixed-use development along the MAX corridor to
encourage more housing
Our Climate Future
(OCF)
42, 43, 50, 53
Preferred provider for local developers of affordable housing AHB 15
Include Homeward 2020 strategies Staff 55
Provide staff and those involved in the housing process with unconscious bias
training to ensure all community members are treated equally in processes, e.g.,
permitting
OCF 10
Rental registry/licensing with minimum standards for health, safety, stability, and
efficiency
OCF 29
Indoor air quality and energy efficiency for low to middle income housing policy OCF 28, 41
Pause rent/evictions in times of crisis OCF 16
Develop Green Zones / reimagine nexus between URA and housing policy options OCF 20, 38, 41
Due Process Eviction protections, with or without displacement assistance Staff 16
Set a minimum wage higher than the state’s Community Input 30
Convene employers to identify solutions together Community Input 13, 21, 23
No natural gas in new developments OCF, Community Input 41
incorporate commuting traffic into GHG inventory to illustrate connection and
impact
Community Input 3
Revisit housing types requirements in LUC Community Input 50, 53
Forms of the IHO: (1) IHO for ownership only; (2) IHO with both ownership and
rental; and (3) a voluntary IHO incentive policy.
Staff 37
HOUSING STRATEGIC PLAN | 2021 146
Proposed Solutions / Ideas Proposed by:Prelim. Strategy
Toolkit # or Comment
Examine policy options via the Income Qualified Program to increase enrollment Utilities 31
Explore Preservation Partner program that would allow agencies to buy and
preserve housing, including being considered a qualified buyer for restricted
homeownership.
Housing Provider Mtg 15, 32
Systemize subordination of subsidy when affordable housing transfers to an
agency that will keep it affordable (maybe a preservation partner?)
Housing Provider Mtg 15, 32
Increase minimum affordability periods from 20 years in City definitions regarding
affordable housing - push toward permanent affordability
Housing Provider Mtg 9
COPA - community opportunity to purchase before restricted products are offered
for market-rate sale.
Housing Provider Mtg 33
Consider where development projects can be approved by right (without a
separate public process) if they meet specific, objective criteria that are discussed
in neighborhood plans and align with the Housing Strategic Plan / adopted City
Plans.
Multiple 49, 50, 53
“rent control” - Cap on annual rent increase allowed Community Input 16
“rent control” - Cap on rental prices (possibility of sliding scale)Community Input 16
“rent control” - Required period of notice before rent increases Community Input 16 (state law is 10
days; need legal
review to see if City
can increase)
rental protections - Rental registration/licensing program Community Input 16, 29
rental protections - Limitations on fees (besides rent) charged to renters Community Input 16, 29
Remove or relax U+2 restrictions Community Input 47
Encourage duplexes and small multifamily in new and existing developments Community Input 49, 50, 51, 53
Rebuild motels into “group living” sites Community Input 39
Reduce restrictions on ADUs Community Input 46, 51
Make it easier for homeowners to rent out extra spaces or have an AirBnB Community Input 8, 46, 51; also see
city’s existing STR
policy
Limit the number of houses an individual can own Community Input no clear legal pathway
Moratorium on out-of-state developers for low income and senior housing Community Input no clear legal
pathway
Limit out-of-state and investor buying Community Input no clear legal
pathway
Require houses to be on the market for a certain amount of time before sale (ex:
two weeks)
Community Input no clear legal
pathway
Encourage duplexes and small multifamily in new and existing developments Community Input 49, 50, 53
Reduce restrictions on density and building height Community Input 49, 50, 53
Require a certain percentage of all new developments to be affordable Community Input 37
Reduce fees for affordable properties Community Input 42, 43
Source: City of Fort Collins and Root Policy Research.
HOUSING STRATEGIC PLAN | 2021 147
Strategy Refinement
The process of converting the ideas presented in Figure 1 into policy tools was led by the City’s
consultant, Root Policy Research. All suggestions were included in some form; the only exceptions
were ideas for which there was not a viable legal path forward. Those exceptions are explained in
more detail below:
1. Rent Control – this is currently prohibited at the state level, though the Housing Strategic Plan
includes an effort to monitor legislative changes at the state level, which could open the door
for inclusionary zoning (and modified forms of rent control).
2. Limitation or restrictions on purchases or specific types of investors/developers. Specific
suggestions were:
• Limit the number of houses an individual can own;
• Limit out-of-state developers and investor purchases; and
• Require houses to be on the market for a certain amount of time before sale (ex: two weeks).
Each of these ideas likely poses constitutional challenges as the right to buy/sell things that are
not inherently dangerous is very difficult to restrict (e.g., violation of the interstate commerce
clause). Other strategies considered in the strategy toolkit do acknowledge and work to address
some of the underlying issues highlighted by these ideas, most notably the affordability of
ownership options for first-time buyers.
The reduction from 150 ideas to 50+ strategies was primarily based on consolidation of duplicate
or similar ideas and framing ideas for a policy format.
The resulting strategy toolkit is presented and discussed in detail in Appendix F, along with further
documentation of the strategy evaluation and prioritization process. Figure 2 summarizes that process.
Figure 2. Process Overview: Idea Generation to Priority Strategies
Source: Root Policy Research.
HOUSING STRATEGIC PLAN | 2021 148
Appendix F: Strategy Toolkit
This appendix provides additional documentation related to evaluation and prioritization of
strategies presented in the Fort Collins Housing Strategic Plan (HSP), including the full Strategy
Toolkit used in Plan development. This appendix was drafted by the City’s consultant on the
Strategic Plan, Root Policy Research (Root).
Process Overview
Development of the Housing Strategic Plan included consideration of over 50 potential policy
tools—or strategies— generated from hundreds of ideas identified by the community, City staff,
City Council’s Ad Hoc Housing Committee, and best practice research. That preliminary toolkit was
streamlined to 26 priority strategies for inclusion in the final HSP.
The final prioritized strategies are designed to overcome the Greatest Challenges (discussed
in detail on pages 27-30 of the HSP), produce meaningful outcomes in alignment with the
community’s housing vision, and expand housing choice in Fort Collins across the entire spectrum
of housing preference and need. Figure 1 outlines the process from idea generation to prioritized
strategies. Additional details on each phase follow.
Figure 1. Process Overview: Idea Generation to Priority Strategies
Source: Root Policy Research
Strategy Identification. Preliminary strategies were designed to address the greatest housing
challenges identified in the Existing Conditions report and were based on findings and
recommendations in previous City reports,2 in addition to engagement with various city
departments, Boards and Commissions, Home2Health partners, meetings with the Ad Hoc Housing
Council Committee, community engagement and researching peer cities. These groups generated
hundreds of ideas, which were consolidated and organized into over 50 preliminary policy
2 2020 Land Use Code Audit, 2020 Analysis of Impediments to Fair Housing Choice, Homeward 2020
HOUSING STRATEGIC PLAN | 2021 149
strategies (the Strategy Toolkit) for consideration in the Plan. Appendix E lists and discusses the
proposed ideas in more detail, including how they were incorporated into the Strategy Toolkit.
Toolkit development. The strategy toolkit reflects the consolidated of resident/stakeholder ideas,
best practice research, and expertise of city staff and constitutes preliminary recommendations
considered for inclusion in the HSP. It includes over 50 policy tools and provided a basis for
discussion and evaluation of priorities for inclusion in the final HSP.
The process of converting the ideas presented in Appendix E into policy tools was led by the City’s
consultant, Root Policy Research. All suggestions were included in some form3; the reduction from
150 ideas to 50+ strategies was primarily based on consolidation of duplicate or similar ideas and
framing ideas for a policy format.
Participants in the housing system. Since the HSP is intended to address the entire housing spectrum,
all strategies included in the toolkit were identified by which housing system participants were
impacted by each strategy. This identification metric fosters broad access to the toolkit by
allowing all participants, businesses, and residents to see where they “fit” in the city’s approach
to housing. It also ensures the strategy toolkit addresses a broad range of housing actors and
beneficiaries. Identified participants for each strategy include the following (note that many
strategies have multiple housing system participants and are included in totals for each):
3 The only exceptions were ideas for which there was not a viable legal path forward (e.g., violation of
basic property rights or interstate commerce).
• Builders/developers (32 strategies);
• Landlords (12 strategies);
• Homeowners associations (7 strategies);
• Special districts and government entities (23
strategies);
• Financial institutions (11 strategies);
• Manufactured housing neighborhoods (10
strategies);
• Homeowners (20 strategies);
• Renters (26 strategies);
• People experiencing homelessness (13
strategies);
• Residents vulnerable to displacement (20
strategies);
• Historically disadvantaged populations (21
strategies); and
• Other community partners (23 strategies).
HOUSING STRATEGIC PLAN | 2021 150
Strategy type. To streamline review of the 50+ policy tools, the strategy toolkit was organized by
the type (or function) of the strategy. Primary categories are:
• Education, communication, and information (8 strategies);
• Community participation and equity-centered implementation (9 strategies);
• Dedicated revenue streams for affordable housing (5 strategies);
• Financing for new construction and preservation (4 strategies);
• Technical/direct assistance (7 strategies); and
• Policies (19 strategies). The policy category is further grouped by policy function:
X Preserve existing affordable housing and naturally occurring affordable housing (4
strategies):
X Support new construction of affordable housing (4 strategies):
X Incentivize private development to create affordable housing and other community
benefits (4 strategies);
X Increase supply of accessible housing (2 strategies); and
X Allow the market to respond to a variety of housing preferences (5 strategies).
Strategy Evaluation and Prioritization. The preliminary strategy toolkit was streamlined to 26
priority strategies for the final Housing Strategic Plan document. Those prioritized strategies are
designed to overcome the Greatest Challenges (as identified in the Existing Conditions report),
produce meaningful outcomes in alignment with the community’s housing vision, and expand
housing choice in Fort Collins across the entire spectrum of housing preference and need.
This section of the appendix discusses the evaluation framework and prioritization process used to
select the 26 priority strategies for the final Plan.
Evaluation framework. A number of factors are important considerations in evaluating and
prioritizing specific strategies for inclusion in the HSP. Not only should strategies be effective
and financially feasible, they should also directly contribute to progress on the City’s affordability
goal (10% of units affordable to 80% of AMI by 2040) and the community’s vision for housing,
“Everyone has healthy, stable housing they can afford.”
Root facilitated a staff evaluation of all preliminary strategies over a series of workshops and
“homework” assignments in December 2020.
First, each strategy was evaluated across a series of questions to confirm feasibility and alignment
with City vision: (response options were yes/no/maybe). Next, strategies were rated for efficacy
and relative cost to the city (on a scale of 1 to 5). Note that “cost” was defined broadly to include
financial cost, staff capacity/time, political capital, etc.
Figure 2 illustrates the evaluation framework used by Root and city staff to evaluate vision
alignment (with a focus on equity), feasibility, efficacy, and relative cost of each strategy. This
evaluation framework contributed to the prioritization of strategies, discussed in more detail on
the following pages.
HOUSING STRATEGIC PLAN | 2021 151
Figure 2. Evaluation Framework
Does this strategy create/preserve housing affordable to 80% AMI or less (City-adopted
goal for affordability)?yes
Does this strategy enhance housing stability (e.g., stabilize households at risk of
homelessness, provide long-term affordability, enhance predictability of housing costs)?maybeDoes this strategy promote healthy neighborhoods/housing (e.g., walkability,
sustainability, access to opportunity, renter stabilization, improve housing condition
improvements).yes
Does this strategy increase equity in the following ways…
Address housing disparities (for BIPOC)?yes
Increase accessibility (for people with disabilities)?no
Increase access to areas of opportunity?maybe
Promote investment in disadvantaged neighborhoods?yes
Mitigate residential displacement (or gentrification)?yes
Does this strategy increase housing type and price-point diversity in the city?yes
Does the city have necessary resources (financial and staff capacity) to implement
administer and monitor?yes
Does this strategy have community support ?yes
Can the City lead implementation of this strategy (or does it require state/regional
leadership and/or non-profit or partner action)?yes
If no, are partnerships in place to lead implementation?n/a
Does this strategy help advance other community goals (e.g., climate action, water
efficiency, etc.)?yes
How effective is this strategy in achieving the desired outcome (on a scale of 1 to 5 where
1 is not at all effective is 5 is very effective)?4
How resource intensive is this strategy (on a scale of 1 to 5 where 1 is no cost is 5 is very
high cost)?2
Rating scales for efficacy and cost
Respond to each question with yes, maybe, or no:Vision CriteriaFeasibility CriteriaExampleEvaluation Framework
Source: City of Fort Collins and Root Policy Research.
Prioritization. Staff further prioritized strategies that met the baseline criteria (vision alignment,
feasibility, and effectiveness), with a variety of exercises that rated and ranked each strategy as
well as each problem the strategies are designed to solve, and discussed broad priorities and
objectives required to achieve the City’s vision and goal. The process prioritized vision alignment
over immediate feasibility, as some strategies may require additional staff time and/or funding. In
other words, strategies that currently may not be financially feasible were included if they met the
other two criteria and if there was a clear path to achieve feasibility.
HOUSING STRATEGIC PLAN | 2021 152
The draft prioritized strategies were available for public comment as part of the Draft Strategic
Housing Plan in January 2021, as prioritization efforts continued through meetings with
Home2Health Partners, Ad Hoc Housing Council Committee, meetings with various Boards and
Commissions, community and business organizations, and additional City staff vetting. No new
strategies were added nor were any strategies eliminated between Draft and Final Housing
Strategic Plan iterations, though some strategies were expanded and a number were edited for
clarity.
Prioritization incorporated perceived impact of strategies, efficacy of strategies in achieving
desired outcomes, best practices and proven policies in peer communities, and alignment with
community recommendations (as identified through Home2Health and engagement efforts
specific to the Strategic Plan development). Prioritization discussions also incorporated consultant
expertise on best practices in peer communities, keys to success for different strategies, and the
market conditions in which strategies are most effective.
All prioritized strategies meet the baseline vision, feasibility, and effectiveness criteria and reflect
staff and community input on key objectives for the Plan. During the prioritization process, we
also reorganized prioritized strategies around the Greatest Challenges identified in the Existing
Conditions report. This approach is discussed in detail in the Strategies and Priorities section of
the HSP.
Strategy Toolkit
The strategy toolkit reflects preliminary recommendations considered for inclusion in the Fort
Collins Housing Strategic Plan. It includes over 50 policy tools and provided a basis for discussion
and evaluation of priorities for inclusion in the final Plan.
Figure 3 displays the full strategy toolkit and summarizes the results of evaluation and
prioritization, including which strategizes were prioritized for inclusion in the final Housing
Strategic Plan.
• The figure highlights prioritized strategies (those included in the final HSP) in light blue. For
each prioritized strategy, the table notes the greatest challenges addressed by the strategy,
and refences the strategy number that corresponding to the final HSP strategies.
• The Priority and Evaluation Framework columns highlight results from the evaluation and
prioritization process for all strategies in the toolkit. Green dots indicate high priorities or
strong alignment with evaluation criteria; yellow dots signify medium priorities and strategies
that “maybe” or “sometimes” align with vision/feasibility criteria; and red dots indicate low
priorities/alignment. Strategies already identified as “quick wins” by the Council Ad Hoc
Housing Committee are also identified.
• In addition to priority ratings and evaluation framework results, the “Reason for Inclusion/
Exclusion from Final HSP” column summarizes the rationale for prioritization. It focuses on
further explanation above and beyond the results of the evaluation framework.
• The toolkit is organized by the type, or function, of each strategy, which differs from
how prioritized strategies are organized in the HSP (by greatest challenge). For ease of
reference, the HSP strategy number is included for prioritized strategies. Primary categories
around which the toolkit is organized are education/information, community process/
implementation, revenue generation, financing, direct assistance, and policy. The policy
category is further grouped by policy function: preservation, new construction, incentives,
accessibility, housing diversity.
HOUSING STRATEGIC PLAN | 2021 153
HOUSING STRATEGIC PLAN | 2021 154
Figure 3. Results of Prioritization and Evaluation Exercises
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
1
Refine local affordable housing goal.
The City has already adopted a broad goal of 10% affordable at 80% AMI.
Consider formal adoption of subgoals (e.g., 10% of rental units affordable to
60% AMI; 5% of owner units deed restricted and affordable to 100% AMI)
to help set expectations for developers as they negotiate agreements with
the city and establish more specific targets for the city to monitor progress.
10 3
Critical for aligning needs with
quantified affordability target and
ensuring meaningful impact of
strategies.
n n n n n
2
Improve resident access to housing information and resources.
Humanize housing via language access plan; tenant rights/responsibilities;
fair housing rights and complaint process; affordable housing goal/policy
tracker; housing equity; resource/program information; affordable housing
database and/or search engine; partner agencies housing services; home
energy performance; examples of existing projects in Fort Collins that have
been integrated into neighborhoods.
Important strategy and continue
exploring how to improve
existing methods for resident and
business access to information,
including weaving in this work into
implementation and the final plan’s
strategy 2 below.
n n n n n
3
Promote inclusivity, housing diversity, and affordability as community
values.
PR campaign and/or communications related to density, structural racism,
need for affordable housing, myths about affordable housing, etc. Could
also use “tactical urbanism” strategies as part of this effort.
2 1
Best fundamental practice for fostering
broad access to housing vision,
contributing to an inclusive community
culture, and addressing a common and
significant barrier to the creation of
affordable housing: “Not-In-My-Back-
Yard” (NIMBYism). Can be high cost,
but also a high impact strategy.
n n n n n
4
Support community organizing efforts in manufactured home
communities and increase access to resident rights information, housing
resources, and housing programs.
Continue and expand existing efforts to work with residents and nonprofit
community partners to address the critical need for programs focused
on manufactured housing livability and safety, reduction of the fear of
retaliation for residents, preservation of these as an affordable housing
option, and equitable access to City resources in historically underserved
neighborhoods and populations.
24 1, 7
Direct and significant impact to
uniquely vulnerable communities;
fosters health, stability, and equity;
aligns with existing efforts and
priorities related to manufactured
home community stabilization.
n n n n n
5
Assess displacement and gentrification risk.
City staff can use the work other communities do in this space as a guide
for building our own index for displacement and gentrification risk using
readily available data (Census, American Community Survey, etc.). This
information can be used to help promote and target anti-displacement
resources/programs, pair such resources with major capital investments,
and guide community partnerships.
1 1, 6
Low-cost effort with targeted and
meaningful impact; direct impact on
equity and stability. Already identified
as an Ad Hoc Committee Quick Win.
n a n n n n
6
Conduct a condition review and ownership survey of existing, aging
multi-family housing stock.
Identify building rehab needs, rental trends, which buildings have
opportunities to leverage historic property funding, weatherization funding,
etc.
Moderate alignment with evaluation
framework; not a high priority at this
time.
n n n n n
HOUSING STRATEGIC PLAN | 2021 155
Figure 3. Results of Prioritization and Evaluation Exercises
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
1
Refine local affordable housing goal.
The City has already adopted a broad goal of 10% affordable at 80% AMI.
Consider formal adoption of subgoals (e.g., 10% of rental units affordable to
60% AMI; 5% of owner units deed restricted and affordable to 100% AMI)
to help set expectations for developers as they negotiate agreements with
the city and establish more specific targets for the city to monitor progress.
103
Critical for aligning needs with
quantified affordability target and
ensuring meaningful impact of
strategies.
n n n n n
2
Improve resident access to housing information and resources.
Humanize housing via language access plan; tenant rights/responsibilities;
fair housing rights and complaint process; affordable housing goal/policy
tracker; housing equity; resource/program information; affordable housing
database and/or search engine; partner agencies housing services; home
energy performance; examples of existing projects in Fort Collins that have
been integrated into neighborhoods.
Important strategy and continue
exploring how to improve
existing methods for resident and
business access to information,
including weaving in this work into
implementation and the final plan’s
strategy 2 below.
n n n n n
3
Promote inclusivity, housing diversity, and affordability as community
values.
PR campaign and/or communications related to density, structural racism,
need for affordable housing, myths about affordable housing, etc. Could
also use “tactical urbanism” strategies as part of this effort.
21
Best fundamental practice for fostering
broad access to housing vision,
contributing to an inclusive community
culture, and addressing a common and
significant barrier to the creation of
affordable housing: “Not-In-My-Back-
Yard” (NIMBYism). Can be high cost,
but also a high impact strategy.
n n n n n
4
Support community organizing efforts in manufactured home
communities and increase access to resident rights information, housing
resources, and housing programs.
Continue and expand existing efforts to work with residents and nonprofit
community partners to address the critical need for programs focused
on manufactured housing livability and safety, reduction of the fear of
retaliation for residents, preservation of these as an affordable housing
option, and equitable access to City resources in historically underserved
neighborhoods and populations.
241, 7
Direct and significant impact to
uniquely vulnerable communities;
fosters health, stability, and equity;
aligns with existing efforts and
priorities related to manufactured
home community stabilization.
n n n n n
5
Assess displacement and gentrification risk.
City staff can use the work other communities do in this space as a guide
for building our own index for displacement and gentrification risk using
readily available data (Census, American Community Survey, etc.). This
information can be used to help promote and target anti-displacement
resources/programs, pair such resources with major capital investments,
and guide community partnerships.
11, 6
Low-cost effort with targeted and
meaningful impact; direct impact on
equity and stability. Already identified
as an Ad Hoc Committee Quick Win.
n a n n n n
6
Conduct a condition review and ownership survey of existing, aging
multi-family housing stock.
Identify building rehab needs, rental trends, which buildings have
opportunities to leverage historic property funding, weatherization funding,
etc.
Moderate alignment with evaluation
framework; not a high priority at this
time.
n n n n n
HOUSING STRATEGIC PLAN | 2021 156
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
7
Conduct economic productivity analysis of selective case study
neighborhoods based on date of development
(e.g. Old Town North with Harvest Park and an example from the lower end
of LMN density spectrum)
Moderate alignment with evaluation
framework; could provide useful
information but given other high
priority strategies, this is not a high
priority at this time.
n n n n n
N/A
Develop real-time, accessible, and performance-based data that
evaluates the performance of these strategies and their progress toward
the vision.
This would include data for the entire housing spectrum, from people
experiencing homeless to middle-income households.
4 see below Combined with implementation and
tracking; see below.n n n n n
8
Implementation, tracking and assessment of housing strategies
Regularly assess existing housing policies and programs to ensure they are
effective, equitable, and aligned with vision. Begin with a comprehensive
review of current programs/policies using the Government Alliance on
Race & Equity Racial Equity Toolkit. All strategies proposed in this Housing
Strategic Plan will also be evaluated through an equity and efficacy lens.
4 2, all
Best practice; essential for maintaining
effectiveness, equity, and impact of
housing programs/strategies; also
fosters transparency in monitoring
performance and progress toward
citywide goal for affordable housing.
n n n n n
9
Extend the City’s affordability term.
Affordability term is the time period in which affordable housing is
income-restricted, after which it can convert to market rate. The current
affordability term for projects receiving City funding or incentives is 20
years; many cities use longer terms of 30 to 60 years.
8 2, 5
Current term is uncommonly short;
extension would have meaningful
impact on stability and preservation
of future affordable housing stock.
Already identified as an Ad Hoc
Committee Quick Win.
n a n n n n
10
Provide staff and those involved in the housing process with unconscious
bias training to ensure all community members are treated equally in
processes.
Moderate alignment with evaluation
framework; recognize need to address
this priority at an institutional/
community-wide level; continue
to weave into implementation
consideration.
n n n n n
11
Create an anti-displacement committee
Committee would review opportunities to pair anti-displacement strategies
with major public investments to mitigate the unintended consequences of
such investments on residential displacement.
Moderate feasibility and impact; begin
first with an assessment to understand
impact before suggesting solutions.
n n n n n
12 Improve access to interpreters/translators and City programs, especially
in Spanish and consider other languages
Access already available; continue to
include and scale in implementation n n n n n
13
Provide fair and just compensation.
Justly compensate community members and partners for their time and
expertise. Understand they are experts and their participation should
reflect that.
Already addressed in several planning
processes, e.g., the Housing Strategic
Plan and Our Climate Future; continue
to include and scale in implementation
n n n n n
14
Identify opportunities for communities to be decision makers.
For example, participatory budgeting is a tool where communities prioritize
and/or decide how funding should be allocated for a particular area.
Moderate vision alignment and
feasibility; continue to consider in
implementation as pilot projects /
opportunities arise.
n n n n n
15 Establish a specific preference for local providers, e.g., via our PAB
allocations.
Continue to explore strategy with
providers to assess feasibility and
impact. Lower impact compared to
other high priority strategies.
n n n n n
HOUSING STRATEGIC PLAN | 2021 157
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
7
Conduct economic productivity analysis of selective case study
neighborhoods based on date of development
(e.g. Old Town North with Harvest Park and an example from the lower end
of LMN density spectrum)
Moderate alignment with evaluation
framework; could provide useful
information but given other high
priority strategies, this is not a high
priority at this time.
n n n n n
N/A
Develop real-time, accessible, and performance-based data that
evaluates the performance of these strategies and their progress toward
the vision.
This would include data for the entire housing spectrum, from people
experiencing homeless to middle-income households.
4see below Combined with implementation and
tracking; see below.n n n n n
8
Implementation, tracking and assessment of housing strategies
Regularly assess existing housing policies and programs to ensure they are
effective, equitable, and aligned with vision. Begin with a comprehensive
review of current programs/policies using the Government Alliance on
Race & Equity Racial Equity Toolkit. All strategies proposed in this Housing
Strategic Plan will also be evaluated through an equity and efficacy lens.
42, all
Best practice; essential for maintaining
effectiveness, equity, and impact of
housing programs/strategies; also
fosters transparency in monitoring
performance and progress toward
citywide goal for affordable housing.
n n n n n
9
Extend the City’s affordability term.
Affordability term is the time period in which affordable housing is
income-restricted, after which it can convert to market rate. The current
affordability term for projects receiving City funding or incentives is 20
years; many cities use longer terms of 30 to 60 years.
82, 5
Current term is uncommonly short;
extension would have meaningful
impact on stability and preservation
of future affordable housing stock.
Already identified as an Ad Hoc
Committee Quick Win.
n a n n n n
10
Provide staff and those involved in the housing process with unconscious
bias training to ensure all community members are treated equally in
processes.
Moderate alignment with evaluation
framework; recognize need to address
this priority at an institutional/
community-wide level; continue
to weave into implementation
consideration.
n n n n n
11
Create an anti-displacement committee
Committee would review opportunities to pair anti-displacement strategies
with major public investments to mitigate the unintended consequences of
such investments on residential displacement.
Moderate feasibility and impact; begin
first with an assessment to understand
impact before suggesting solutions.
n n n n n
12Improve access to interpreters/translators and City programs, especially
in Spanish and consider other languages
Access already available; continue to
include and scale in implementation n n n n n
13
Provide fair and just compensation.
Justly compensate community members and partners for their time and
expertise. Understand they are experts and their participation should
reflect that.
Already addressed in several planning
processes, e.g., the Housing Strategic
Plan and Our Climate Future; continue
to include and scale in implementation
n n n n n
14
Identify opportunities for communities to be decision makers.
For example, participatory budgeting is a tool where communities prioritize
and/or decide how funding should be allocated for a particular area.
Moderate vision alignment and
feasibility; continue to consider in
implementation as pilot projects /
opportunities arise.
n n n n n
15Establish a specific preference for local providers, e.g., via our PAB
allocations.
Continue to explore strategy with
providers to assess feasibility and
impact. Lower impact compared to
other high priority strategies.
n n n n n
HOUSING STRATEGIC PLAN | 2021 158
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
16
Advocate for housing-related legislation at state and federal levels.
Focus areas could include: monitor and support state level renter
protection legislation (e.g., fee caps, eviction protections) advocate for
additional state and federal funding sources (e.g., real estate transfer tax),
monitor state legislative changes that affect local government housing
tools (e.g., inclusionary zoning), and advocate for additional LIHTC funding
and Qualified Allocation Plan (QAP). Also work with Larimer County on
eviction protections and explore the option of pausing evictions in times of
crisis (e.g., if/when state of emergency in declared). Consider a statewide
coalition of local governments, similar to Colorado Communities for Climate
Action (or CC4CA) that the City participates in for climate.
5 1, 2, 7
Low cost approach to leveraging
additional resources and strategies
to achieve City’s goal/vision.
Acknowledges regional nature of
housing challenges and addresses by
regional/state framework.
n n n n n
17 Extend sales tax dedicated to Affordable Housing Capital Fund (due to
sunset in 2025). 11 3.4 Combined with new revenue stream
(see below)n n n n n
18
Create a new dedicated revenue stream for the Affordable Housing Fund.
Local funds can support a variety of affordable housing activities, have
fewer restrictions and are easier to deploy than federal or state dollars.
They can be earmarked for a specific income level (e.g., less than 30% AMI
or used more broadly). Revenue sources are varied, could be implemented
at city or county level, and include:
11 3.4 High impact strategy and increasingly
common among local jurisdictions in
the midst of rising housing challenges
and diminishing federal resources.
Additional funding is necessary for the
city to achieve affordability goal and
implement select prioritized strategies.
Linkage fees and dedicated tax
revenue considered highest priority
options at this time.
n n n n n
a Linkage fees (commercial and/or residential) or impact fees (paid by
new development)11 3,4 n n n n n
b General Obligation Bonds n n n n n
c Cash in Lieu fees from inclusionary housing buyouts (if implement IH)n n n n n
d Dedicated property or sales tax 11 3,4 n n n n n
e Demolition tax n n n n n
19
Consider affordable housing requirements/funding as part of the
community benefit options for metro districts.
The city is already working on a specific recommendation for this strategy.
17 1, 5
Low cost opportunity to integrate
affordable housing requirements
as part of related efforts; already
prioritized by City and implementation
underway.
n n n n n
20 Analyze potential for affordable housing requirements/funding as part of
TIF districts in Urban Renewal Areas.
Limited in geographic application, also
some feasibility challenges related to
property tax revenue; not a priority at
this time.
n n n n n
21
Explore funding options through linked, but non-traditional sources, such
as health agencies/foundations and/or social impact bonds.
These innovative financing strategies are becoming more common and aim
to leverage the savings created by stable, affordable housing but realized in
other sectors (lower medical, social service, and justice costs).
Prioritized other revenue efforts over
this as a focus area, though staff will
remain open to non-traditional funding
options.
n n n n n
22
Expand partnership(s) with local Community Development Financial
Institution (CDFI) to offer gap financing and low-cost loan pool for
affordable housing development.
Partnership with a CDFI could include financial support through grants or
low-cost debt, risk sharing through pooled loan loss reserve, or alignment
of priorities around affordable development.
12 3
Low cost effort with potential for
high impact; capitalizes on existing
partnerships to leverage common
goals.
n n n n n
HOUSING STRATEGIC PLAN | 2021 159
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
16
Advocate for housing-related legislation at state and federal levels.
Focus areas could include: monitor and support state level renter
protection legislation (e.g., fee caps, eviction protections) advocate for
additional state and federal funding sources (e.g., real estate transfer tax),
monitor state legislative changes that affect local government housing
tools (e.g., inclusionary zoning), and advocate for additional LIHTC funding
and Qualified Allocation Plan (QAP). Also work with Larimer County on
eviction protections and explore the option of pausing evictions in times of
crisis (e.g., if/when state of emergency in declared). Consider a statewide
coalition of local governments, similar to Colorado Communities for Climate
Action (or CC4CA) that the City participates in for climate.
51, 2, 7
Low cost approach to leveraging
additional resources and strategies
to achieve City’s goal/vision.
Acknowledges regional nature of
housing challenges and addresses by
regional/state framework.
n n n n n
17Extend sales tax dedicated to Affordable Housing Capital Fund (due to
sunset in 2025). 113.4 Combined with new revenue stream
(see below)n n n n n
18
Create a new dedicated revenue stream for the Affordable Housing Fund.
Local funds can support a variety of affordable housing activities, have
fewer restrictions and are easier to deploy than federal or state dollars.
They can be earmarked for a specific income level (e.g., less than 30% AMI
or used more broadly). Revenue sources are varied, could be implemented
at city or county level, and include:
113.4 High impact strategy and increasingly
common among local jurisdictions in
the midst of rising housing challenges
and diminishing federal resources.
Additional funding is necessary for the
city to achieve affordability goal and
implement select prioritized strategies.
Linkage fees and dedicated tax
revenue considered highest priority
options at this time.
n n n n n
aLinkage fees (commercial and/or residential) or impact fees (paid by
new development)113,4 n n n n n
bGeneral Obligation Bonds n n n n n
cCash in Lieu fees from inclusionary housing buyouts (if implement IH)n n n n n
dDedicated property or sales tax113,4 n n n n n
eDemolition tax n n n n n
19
Consider affordable housing requirements/funding as part of the
community benefit options for metro districts.
The city is already working on a specific recommendation for this strategy.
171, 5
Low cost opportunity to integrate
affordable housing requirements
as part of related efforts; already
prioritized by City and implementation
underway.
n n n n n
20Analyze potential for affordable housing requirements/funding as part of
TIF districts in Urban Renewal Areas.
Limited in geographic application, also
some feasibility challenges related to
property tax revenue; not a priority at
this time.
n n n n n
21
Explore funding options through linked, but non-traditional sources, such
as health agencies/foundations and/or social impact bonds.
These innovative financing strategies are becoming more common and aim
to leverage the savings created by stable, affordable housing but realized in
other sectors (lower medical, social service, and justice costs).
Prioritized other revenue efforts over
this as a focus area, though staff will
remain open to non-traditional funding
options.
n n n n n
22
Expand partnership(s) with local Community Development Financial
Institution (CDFI) to offer gap financing and low-cost loan pool for
affordable housing development.
Partnership with a CDFI could include financial support through grants or
low-cost debt, risk sharing through pooled loan loss reserve, or alignment
of priorities around affordable development.
123
Low cost effort with potential for
high impact; capitalizes on existing
partnerships to leverage common
goals.
n n n n n
HOUSING STRATEGIC PLAN | 2021 160
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
23
Continue to pursue public-private partnerships and consider a dedicated
staff member who would focus on cultivating such opportunities.
One example is the Epic Loans program which blends Utilities resources,
grants, public and private sectors loans to create an affordable capital
stack.
Staff will continue to pursue PPPs as
the opportunity arises; not prioritized
as a focus area at this time.
n n n n n
24
Explore/address financing and other barriers to missing middle and
innovative housing development.
Collaborate with developers and financial institutions (CDFI, credit unions,
and banks) to understand barriers for missing middle projects, e.g.,
financing, code, materials, etc.; consider partnerships with developers and
partners to address barriers and build support for diverse, innovative, and
efficient housing options; and evaluate options to promote innovative
partnerships with developers, e.g., design competitions such as the X-Prize
concept raised at the January 2021 Ad Hoc Housing Committee meeting.
15 3, 4, 7, 1
Low cost strategy with potential to
unlock production of diverse, relatively
affordable housing options. Best
practice approach to foster missing
middle options.
n n n n n
25
Consider formation or partnership opportunities for a socially conscious
Real Estate Investment Trust (REIT) to fund projects aligned with the
city’s housing vision and goals.
Moderate feasibility and impact relative
to cost; not prioritized at this time.n n n n n
26
Increase funding for financial literacy, credit building, and homebuyer
education for residents.
Some CDBG funding is allocated to supporting nonprofits that are
providing this service but additional funding would increase capacity.
Opportunities should be available in both English and Spanish and should
be affirmatively marketed to historically disadvantaged populations and
demographic groups with disproportionately low rates of homeownership.
Maintain current level of funding
at this time. Align strategies into
opportunities for advancing Fair
Housing action items (final plan
Strategy 3).
n n n n n
27
Establish funding for foreclosure and eviction prevention and legal
representation.
Housing Counseling generally takes the form of providing assistance with
mortgage debt restructuring and mortgage and/or utilities payments to
avoid foreclosure; short-term emergency rent and utilities assistance for
renters. Cities often partner with local nonprofits experienced in foreclosure
counseling. Landlord-tenant mediation is similar but generally conducted
by local Legal Aid for more involved disputes between the landlord and
tenant. CARES Act funding is currently dedicated to a legal defense fund
for renters, which directly supports legal representation if an issue needs
to be resolved by the court, but additional resources are necessary to
carry this strategy beyond the duration that CARES resources allow. This
recognizes that while there are times when eviction and foreclosure are the
appropriate tool (and outside of the control of the City), keeping people
housed is a goal that serves everyone’s interests.
25 1, 6, 7
High impact, best practice strategy;
leverages success of existing program;
addresses acute needs exacerbated
by the ongoing COVID-19 pandemic
(and related levels of unemployment).
Already identified as Ad Hoc
Committee priority.
n a n n n n
28
Home rehabilitation.
Grants or loans to assist low income homeowners and (less common)
multifamily property owners with needed repairs. Can be emergency
repairs or maintenance needed to preserve homes. Seek ways to leverage
and prioritize weatherization funding to maximize community uptake of
this mechanism.
Rely on existing programs and funding
levels at this time (including Larimer
County program).
n n n n n
HOUSING STRATEGIC PLAN | 2021 161
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
23
Continue to pursue public-private partnerships and consider a dedicated
staff member who would focus on cultivating such opportunities.
One example is the Epic Loans program which blends Utilities resources,
grants, public and private sectors loans to create an affordable capital
stack.
Staff will continue to pursue PPPs as
the opportunity arises; not prioritized
as a focus area at this time.
n n n n n
24
Explore/address financing and other barriers to missing middle and
innovative housing development.
Collaborate with developers and financial institutions (CDFI, credit unions,
and banks) to understand barriers for missing middle projects, e.g.,
financing, code, materials, etc.; consider partnerships with developers and
partners to address barriers and build support for diverse, innovative, and
efficient housing options; and evaluate options to promote innovative
partnerships with developers, e.g., design competitions such as the X-Prize
concept raised at the January 2021 Ad Hoc Housing Committee meeting.
153, 4, 7, 1
Low cost strategy with potential to
unlock production of diverse, relatively
affordable housing options. Best
practice approach to foster missing
middle options.
n n n n n
25
Consider formation or partnership opportunities for a socially conscious
Real Estate Investment Trust (REIT) to fund projects aligned with the
city’s housing vision and goals.
Moderate feasibility and impact relative
to cost; not prioritized at this time.n n n n n
26
Increase funding for financial literacy, credit building, and homebuyer
education for residents.
Some CDBG funding is allocated to supporting nonprofits that are
providing this service but additional funding would increase capacity.
Opportunities should be available in both English and Spanish and should
be affirmatively marketed to historically disadvantaged populations and
demographic groups with disproportionately low rates of homeownership.
Maintain current level of funding
at this time. Align strategies into
opportunities for advancing Fair
Housing action items (final plan
Strategy 3).
n n n n n
27
Establish funding for foreclosure and eviction prevention and legal
representation.
Housing Counseling generally takes the form of providing assistance with
mortgage debt restructuring and mortgage and/or utilities payments to
avoid foreclosure; short-term emergency rent and utilities assistance for
renters. Cities often partner with local nonprofits experienced in foreclosure
counseling. Landlord-tenant mediation is similar but generally conducted
by local Legal Aid for more involved disputes between the landlord and
tenant. CARES Act funding is currently dedicated to a legal defense fund
for renters, which directly supports legal representation if an issue needs
to be resolved by the court, but additional resources are necessary to
carry this strategy beyond the duration that CARES resources allow. This
recognizes that while there are times when eviction and foreclosure are the
appropriate tool (and outside of the control of the City), keeping people
housed is a goal that serves everyone’s interests.
251, 6, 7
High impact, best practice strategy;
leverages success of existing program;
addresses acute needs exacerbated
by the ongoing COVID-19 pandemic
(and related levels of unemployment).
Already identified as Ad Hoc
Committee priority.
n a n n n n
28
Home rehabilitation.
Grants or loans to assist low income homeowners and (less common)
multifamily property owners with needed repairs. Can be emergency
repairs or maintenance needed to preserve homes. Seek ways to leverage
and prioritize weatherization funding to maximize community uptake of
this mechanism.
Rely on existing programs and funding
levels at this time (including Larimer
County program).
n n n n n
HOUSING STRATEGIC PLAN | 2021 162
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
29
Explore a mandated rental license/registry program for long-term rentals
and pair with best practice rental regulations.
Having a rental registration or license program (a program in which
landlords are required to register or obtain a license from the city)
makes it easier to implement and enforce a variety of renter protections,
promote best practices to landlords, and identify problem landlords, as
well as establish specific housing quality and performance standards,
e.g., efficiency. Specific efforts promoted through such programs include
landlord education (fair housing or other), standardized lease agreements
in English and Spanish, reasonable application fee requirements, a
more defined path for conflict resolution, and health and safety rental
inspections. Can include a modest fee to cover program cost, e.g., recent
research suggests these fees range from approximately $0 to $110/unit,
though fee frequency, determination, etc. varies by jurisdiction.
20 7
Best practice, high impact, low cost
strategy that lays critical groundwork
for future efforts related to advancing
vision and goal.
n n n n n
30 Set a minimum wage higher than the state’s (currently $12/hr).
Moderate evaluation alignment; best
achieved statewide and not in any one
community.
n n n n n
31
Identify and expand strategies to decrease total cost of home ownership/
renting,
e.g., Increase enrollment in the Income Qualified Assistance Program
and Digital Equity Program via Connexion to help lower monthly bills of
qualified households, align housing and transit solutions, etc. Note that
multifamily housing are often master metered for water and don’t quality
qualify for the water rate discount via the IQAP.
Maintain current program approaches
at this time and explore opportunities
for increased alignment; other
strategies also help address
affordability for renters and owners.
n n n n n
N/A
Expand existing programs for design assistance (IDAP, Rehab Right) to
support energy efficiency and design compatibility as existing homes are
modified.
Maintain existing program and explore
opportunities for increased alignment
at this time.
n n n n n
Preserve Existing Affordable Housing and Naturally Occurring Affordable Housing
32
Require public sector right of first refusal for affordable developments.
Typically requires owners of affordable housing notify the public sector of
intent to sell or redevelop property and allow period of potential purchase
by public sector or non-profit partner.
22 7, 1
High impact preservation strategy;
does not require substantial financial
resources from the city if structured to
defer rights to non-profits.
n n n n n
33
Allow Tenant right of first refusal for cooperative ownership of
multifamily or manufactured housing community.
Laws that give tenants the right to purchase a rental unit or complex
(including a manufactured housing community) before the owner puts
it on the market or accepts an offer from another potential buyer. Laws
typically allow residents to assign their “right of first refusal” to other
entities, such as nonprofit partners that help the residents form a limited
equity cooperative, or affordable housing providers that agree to maintain
the property as affordable rental housing for a set period of time. Note that
this provision already exists for manufactured housing communities under
the Colorado Mobile Home Park Residents Opportunity to Purchase (HB20-
1201 passed in June 2020).
23 7, 1
Expands housing choice, leverages
existing housing stock, and extends
good policy (i.e., Mobile Home Park
Residents Opportunity to Purchase) to
additional contexts such as multifamily
tenants.
n n n n n
HOUSING STRATEGIC PLAN | 2021 163
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
29
Explore a mandated rental license/registry program for long-term rentals
and pair with best practice rental regulations.
Having a rental registration or license program (a program in which
landlords are required to register or obtain a license from the city)
makes it easier to implement and enforce a variety of renter protections,
promote best practices to landlords, and identify problem landlords, as
well as establish specific housing quality and performance standards,
e.g., efficiency. Specific efforts promoted through such programs include
landlord education (fair housing or other), standardized lease agreements
in English and Spanish, reasonable application fee requirements, a
more defined path for conflict resolution, and health and safety rental
inspections. Can include a modest fee to cover program cost, e.g., recent
research suggests these fees range from approximately $0 to $110/unit,
though fee frequency, determination, etc. varies by jurisdiction.
207
Best practice, high impact, low cost
strategy that lays critical groundwork
for future efforts related to advancing
vision and goal.
n n n n n
30Set a minimum wage higher than the state’s (currently $12/hr).
Moderate evaluation alignment; best
achieved statewide and not in any one
community.
n n n n n
31
Identify and expand strategies to decrease total cost of home ownership/
renting,
e.g., Increase enrollment in the Income Qualified Assistance Program
and Digital Equity Program via Connexion to help lower monthly bills of
qualified households, align housing and transit solutions, etc. Note that
multifamily housing are often master metered for water and don’t quality
qualify for the water rate discount via the IQAP.
Maintain current program approaches
at this time and explore opportunities
for increased alignment; other
strategies also help address
affordability for renters and owners.
n n n n n
N/A
Expand existing programs for design assistance (IDAP, Rehab Right) to
support energy efficiency and design compatibility as existing homes are
modified.
Maintain existing program and explore
opportunities for increased alignment
at this time.
n n n n n
Preserve Existing Affordable Housing and Naturally Occurring Affordable Housing
32
Require public sector right of first refusal for affordable developments.
Typically requires owners of affordable housing notify the public sector of
intent to sell or redevelop property and allow period of potential purchase
by public sector or non-profit partner.
227, 1
High impact preservation strategy;
does not require substantial financial
resources from the city if structured to
defer rights to non-profits.
n n n n n
33
Allow Tenant right of first refusal for cooperative ownership of
multifamily or manufactured housing community.
Laws that give tenants the right to purchase a rental unit or complex
(including a manufactured housing community) before the owner puts
it on the market or accepts an offer from another potential buyer. Laws
typically allow residents to assign their “right of first refusal” to other
entities, such as nonprofit partners that help the residents form a limited
equity cooperative, or affordable housing providers that agree to maintain
the property as affordable rental housing for a set period of time. Note that
this provision already exists for manufactured housing communities under
the Colorado Mobile Home Park Residents Opportunity to Purchase (HB20-
1201 passed in June 2020).
237, 1
Expands housing choice, leverages
existing housing stock, and extends
good policy (i.e., Mobile Home Park
Residents Opportunity to Purchase) to
additional contexts such as multifamily
tenants.
n n n n n
HOUSING STRATEGIC PLAN | 2021 164
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
34
Acquisition/ rehabilitation of naturally occurring affordable housing.
In this strategy nonprofits or for-profit affordable housing developers
purchase privately-owned but low-priced housing options, or subsidized
units with affordability periods ending (“at risk” affordable housing).
Owners make needed improvements and institute long- term affordability.
At-risk housing stock may include private rentals with rising rents,
manufactured housing parks, or lower-cost single- family homes and real
estate owned (REO) properties. Rental properties can be maintained as
rental or convert to cooperative ownership. Ownership properties can be
resold to lower-income families or leased as affordable rentals. City role
in this strategy could include acquisition, capital to subsidize non-profit
purchase, or rehabilitation loans.
Requires better understanding of
where these properties exist first, e.g.,
via rental registry or licensing; high
cost relative to perceived impact; not a
high priority at this time.
n n n n n
35
Develop small landlord incentives.
Public sector incentives that encourage small landlords to keep units
affordable for a period of time in exchange for subsidized rehabilitation
or tax or fee waivers. Requires identification of properties through
rental registration. Could also be applied to current vacation rentals for
conversion to longer term permanent rentals.
26 2, 7
Potential for high impact on
preservation and condition; extends
incentives to existing housing stock (as
opposed to just new development),
unlocking additional affordable
potential.
n n n n n
Support New Construction of Affordable Housing
36
Allocate additional funding to bolster city land bank activity
Begin with inventory and feasibility of publicly owned land in city limits
and growth management area. Also consider underutilized commercial
properties that could be used for affordable housing. Continue effective
disposition of existing parcels to affordable housing developers and land
trust partners.
19 1, 3, 5
Leverages success of current
program to increase its impact with
additional resources allocation. High
impact strategy that helps City reach
affordability target.
n n n n n
37
Inclusionary Housing.
Policies that require or incentivize the creation of affordable housing
when new development occurs, either within the same development or
off-site. Some inclusionary housing ordinances allow the developer to
pay fees “in lieu” of developing the affordable units. Colorado state law
currently prohibits Inclusionary Housing for rental but it is an option for
owner-occupied developments; and the state will be considering repealing
the prohibition on inclusionary rental ordinances in the 2021 session.
Depending on state legislation, implementation could include (1) IHO for
ownership only; (2) IHO with both ownership and rental; or (3) a voluntary
IHO incentive policy.
State legislation pending; strategy is
not impactful without, at a minimum,
changes at the state level.
n n n n n
38
Evaluate opportunities for affordable housing components in Capital
Improvement Projects.
Could be achieved through land donations, development agreements,
and/or partnerships with affordable housing developers. If adopt an anti-
displacement committee (see #10 above), involve that committee in this
process.
Moderate feasibility and impact; not a
high priority at this time.n n n n n
HOUSING STRATEGIC PLAN | 2021 165
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
34
Acquisition/ rehabilitation of naturally occurring affordable housing.
In this strategy nonprofits or for-profit affordable housing developers
purchase privately-owned but low-priced housing options, or subsidized
units with affordability periods ending (“at risk” affordable housing).
Owners make needed improvements and institute long- term affordability.
At-risk housing stock may include private rentals with rising rents,
manufactured housing parks, or lower-cost single- family homes and real
estate owned (REO) properties. Rental properties can be maintained as
rental or convert to cooperative ownership. Ownership properties can be
resold to lower-income families or leased as affordable rentals. City role
in this strategy could include acquisition, capital to subsidize non-profit
purchase, or rehabilitation loans.
Requires better understanding of
where these properties exist first, e.g.,
via rental registry or licensing; high
cost relative to perceived impact; not a
high priority at this time.
n n n n n
35
Develop small landlord incentives.
Public sector incentives that encourage small landlords to keep units
affordable for a period of time in exchange for subsidized rehabilitation
or tax or fee waivers. Requires identification of properties through
rental registration. Could also be applied to current vacation rentals for
conversion to longer term permanent rentals.
262, 7
Potential for high impact on
preservation and condition; extends
incentives to existing housing stock (as
opposed to just new development),
unlocking additional affordable
potential.
n n n n n
Support New Construction of Affordable Housing
36
Allocate additional funding to bolster city land bank activity
Begin with inventory and feasibility of publicly owned land in city limits
and growth management area. Also consider underutilized commercial
properties that could be used for affordable housing. Continue effective
disposition of existing parcels to affordable housing developers and land
trust partners.
191, 3, 5
Leverages success of current
program to increase its impact with
additional resources allocation. High
impact strategy that helps City reach
affordability target.
n n n n n
37
Inclusionary Housing.
Policies that require or incentivize the creation of affordable housing
when new development occurs, either within the same development or
off-site. Some inclusionary housing ordinances allow the developer to
pay fees “in lieu” of developing the affordable units. Colorado state law
currently prohibits Inclusionary Housing for rental but it is an option for
owner-occupied developments; and the state will be considering repealing
the prohibition on inclusionary rental ordinances in the 2021 session.
Depending on state legislation, implementation could include (1) IHO for
ownership only; (2) IHO with both ownership and rental; or (3) a voluntary
IHO incentive policy.
State legislation pending; strategy is
not impactful without, at a minimum,
changes at the state level.
n n n n n
38
Evaluate opportunities for affordable housing components in Capital
Improvement Projects.
Could be achieved through land donations, development agreements,
and/or partnerships with affordable housing developers. If adopt an anti-
displacement committee (see #10 above), involve that committee in this
process.
Moderate feasibility and impact; not a
high priority at this time.n n n n n
HOUSING STRATEGIC PLAN | 2021 166
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
39
Explore opportunities to repurpose motels, vacant buildings, and other
spaces for housing, focusing on options for group living, transitional
housing, permanent supportive housing, and support services for People
Experiencing Homelessness (PEH).
Support capacity building in partners and the City to respond if and when
the opportunities arise.
High cost endeavor and not typically
cost-effective in strong markets where
motel properties are profitable and
property acquisition is competitive. The
City does encourage non-profit efforts
to repurpose underutilized properties
for affordable/supportive housing,and
can leverage the dedicated funding
stream (as applicable) to move this
strategy forward as opportunities arise,
pending ongoing operational funding
as well.
n n n n n
Incentivize Private Development to Create Affordable Housing and Other Community Benefits
40
Community Benefit Agreements.
Agreements negotiated among community groups, a municipality and a
developer that require specific terms in exchange for local support and/or
planning approvals. CBAs aim to mitigate impacts of the project through
local benefits like workforce training, local hiring targets and affordable
housing investment.
Moderate evaluation metrics; not a
high priority at this time. n n n n n
41
Incentivize energy efficiency, water conservation, and other green
building practices, such as modular construction, in alignment with the
City’s Water Efficiency Plan, Our Climate Future Big and Next Moves, and
other relevant plans and policies.
Incentives can include fee waivers, variances, density bonuses, program
rebates, etc.
Moderate vision alignment and efficacy
ratio; some components addressed in
other strategies; Continue exploring
opportunities for alignment via Our
Climate Future.
n n n n n
42
Recalibrate existing development incentives (fee waivers, fee deferral,
height bonus, density bonus, reduced landscaping, priority processing) to
reflect current market conditions
Conduct a detailed review of the current financial benefit of existing
incentives relative to their requirements and evaluate applicability
by income level and geography and recommend changes to increase
effectiveness. When evaluating new incentives, consider if they maximize
leveraging resources and would support allocating limited resources to
developments already in progress and therefore closer to development.
13 2, 3, 4
High impact strategy, already identified
as priority in LUC Audit and by Council
Ad Hoc. Best practice for maintaining
effectiveness of incentives, which
must be regularly calibrated to market
changes.
n a n n n n
43
Create additional development incentives for affordable housing.
Development incentives require a production of affordable rental or owner
units. Most policies mandate between 10 and 30 percent as affordable
units, depending on the market, and set affordability terms between 15 and
99 years. Incentives can take many forms; see below:
14 2, 3, 4 Current incentives are limited and
additional incentives are critical for
increasing production of affordable
housing. High impact strategy with
low cost to City as it leverages private
sector investment to achieve goals;
very common practice throughout
Colorado (and other) communities.
Already identified as an Ad Hoc
Committee Quick Win.
n n n n n
a
Expand density bonus program to apply in other zone districts
(currently limited to LMN zone). Program would need to be calibrated
for a variety of zones.
14 2, 3, 4 n n n n n
b Annexation approval tied to development of affordable housing. n n n n n
c Building variances (can apply to setbacks, lot coverage, parking
requirements, design standards, open space dedication, etc.)14 n n n n n
HOUSING STRATEGIC PLAN | 2021 167
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
39
Explore opportunities to repurpose motels, vacant buildings, and other
spaces for housing, focusing on options for group living, transitional
housing, permanent supportive housing, and support services for People
Experiencing Homelessness (PEH).
Support capacity building in partners and the City to respond if and when
the opportunities arise.
High cost endeavor and not typically
cost-effective in strong markets where
motel properties are profitable and
property acquisition is competitive. The
City does encourage non-profit efforts
to repurpose underutilized properties
for affordable/supportive housing,and
can leverage the dedicated funding
stream (as applicable) to move this
strategy forward as opportunities arise,
pending ongoing operational funding
as well.
n n n n n
Incentivize Private Development to Create Affordable Housing and Other Community Benefits
40
Community Benefit Agreements.
Agreements negotiated among community groups, a municipality and a
developer that require specific terms in exchange for local support and/or
planning approvals. CBAs aim to mitigate impacts of the project through
local benefits like workforce training, local hiring targets and affordable
housing investment.
Moderate evaluation metrics; not a
high priority at this time. n n n n n
41
Incentivize energy efficiency, water conservation, and other green
building practices, such as modular construction, in alignment with the
City’s Water Efficiency Plan, Our Climate Future Big and Next Moves, and
other relevant plans and policies.
Incentives can include fee waivers, variances, density bonuses, program
rebates, etc.
Moderate vision alignment and efficacy
ratio; some components addressed in
other strategies; Continue exploring
opportunities for alignment via Our
Climate Future.
n n n n n
42
Recalibrate existing development incentives (fee waivers, fee deferral,
height bonus, density bonus, reduced landscaping, priority processing) to
reflect current market conditions
Conduct a detailed review of the current financial benefit of existing
incentives relative to their requirements and evaluate applicability
by income level and geography and recommend changes to increase
effectiveness. When evaluating new incentives, consider if they maximize
leveraging resources and would support allocating limited resources to
developments already in progress and therefore closer to development.
132, 3, 4
High impact strategy, already identified
as priority in LUC Audit and by Council
Ad Hoc. Best practice for maintaining
effectiveness of incentives, which
must be regularly calibrated to market
changes.
n a n n n n
43
Create additional development incentives for affordable housing.
Development incentives require a production of affordable rental or owner
units. Most policies mandate between 10 and 30 percent as affordable
units, depending on the market, and set affordability terms between 15 and
99 years. Incentives can take many forms; see below:
142, 3, 4 Current incentives are limited and
additional incentives are critical for
increasing production of affordable
housing. High impact strategy with
low cost to City as it leverages private
sector investment to achieve goals;
very common practice throughout
Colorado (and other) communities.
Already identified as an Ad Hoc
Committee Quick Win.
n n n n n
a
Expand density bonus program to apply in other zone districts
(currently limited to LMN zone). Program would need to be calibrated
for a variety of zones.
142, 3, 4 n n n n n
bAnnexation approval tied to development of affordable housing. n n n n n
cBuilding variances (can apply to setbacks, lot coverage, parking
requirements, design standards, open space dedication, etc.)14 n n n n n
HOUSING STRATEGIC PLAN | 2021 168
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
Increase Supply of Accessible Housing
44
Buydown of ADA/accessible units.
Provide subsidies to persons with disabilities who cannot afford market-
rate accessible rentals, most of which are in multifamily developments built
after 1990 (post Americans with Disabilities Act, or ADA).
High cost relative to perceived impact;
begin with considering a visitability
policy; not a high priority at this time.
n n n n n
45
Evaluate implementation of a visitability policy.
Require or incentivize developers to make a portion of developments
“visitable,” meeting design standards that allow easy visitation by people
with physical disabilities (one zero-step entrance, 32-inch doorways, and
bathroom on the main floor that is wheelchair accessible). Visitable design
has been shown to add no additional cost to developers; it could be
mandated or supported with a variety of incentives similar to affordability
incentives (e.g., fee waivers/deferrals, priority processing, density bonuses,
variances).
6 2
Low cost approach to leveraging
additional resources and strategies
to achieve City’s goal/vision.
Acknowledges regional nature of
housing challenges and addresses by
regional/state framework.
n n n n n
Allow the market to respond to a variety of housing preferences
46
Remove barriers to the development of Accessory Dwelling Units.
Allow by right in all residential zone districts (in process per the 2020 LUC
audit); reduce (or waive) tap fees and other development fees; consider
development of a grant program for low- and moderate-income owners;
evaluate feasibility of ADUs by lot to determine if there are excessively
burdensome standards related to lot coverage, setbacks, alley access, etc.,
and address those barriers as necessary.
7 1, 2, 4,
5, 7
Best practice for increase housing
choice without adverse impact on
community context. Already identified
as priority in the 2020 LUC audit and
implementation underway.
n n n n n
47
Explore revisions to occupancy limits and family definitions in order to
streamline processes and calibrate the policy to support stable, healthy,
and affordable housing citywide.
Occupancy limits and narrow family definitions often create unintended
constraints on housing choice and options, including cooperative housing
opportunities for seniors, people with disabilities, or low-income renters
desiring to live with unrelated adults in a single family home setting.
Occupancy limits can also pose fair housing liabilities to the extent that
they have a disparate impact on people with disabilities. Current best
practices are to allow up to 8 unrelated or to base occupancy on building
code requirements instead of family definitions. Occupancy limits do not
always have a direct relationship to neighborhood livability, and there may
be a better way to address livability concerns.
21 1, 2, 5,
6, 7
Best practice, both in regard to
increasing housing choice and avoiding
fair housing violations (disparate
impact claims).
n n n n n
48
Calibrate tap fees and other development fees to encourage product
diversity and the production of smaller footprint homes (which are more
likely to carry market-rate affordability).
Per unit and per tap fees incentivize large and/or luxury development
so that developers can recover fee costs through higher market prices.
Fees can be scaled in tiers and/or by square footage, making it easier for
developers to recover the cost of the lower fees of smaller homes with
lower market prices. The city currently scales fees by bedroom and lot size
and consideration of additional granularity is currently in process.
City already offers tiered fees; explore
opportunities via the Land Use Code
efforts and ongoing collaborations
across departments.
n n n n n
HOUSING STRATEGIC PLAN | 2021 169
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
Increase Supply of Accessible Housing
44
Buydown of ADA/accessible units.
Provide subsidies to persons with disabilities who cannot afford market-
rate accessible rentals, most of which are in multifamily developments built
after 1990 (post Americans with Disabilities Act, or ADA).
High cost relative to perceived impact;
begin with considering a visitability
policy; not a high priority at this time.
n n n n n
45
Evaluate implementation of a visitability policy.
Require or incentivize developers to make a portion of developments
“visitable,” meeting design standards that allow easy visitation by people
with physical disabilities (one zero-step entrance, 32-inch doorways, and
bathroom on the main floor that is wheelchair accessible). Visitable design
has been shown to add no additional cost to developers; it could be
mandated or supported with a variety of incentives similar to affordability
incentives (e.g., fee waivers/deferrals, priority processing, density bonuses,
variances).
62
Low cost approach to leveraging
additional resources and strategies
to achieve City’s goal/vision.
Acknowledges regional nature of
housing challenges and addresses by
regional/state framework.
n n n n n
Allow the market to respond to a variety of housing preferences
46
Remove barriers to the development of Accessory Dwelling Units.
Allow by right in all residential zone districts (in process per the 2020 LUC
audit); reduce (or waive) tap fees and other development fees; consider
development of a grant program for low- and moderate-income owners;
evaluate feasibility of ADUs by lot to determine if there are excessively
burdensome standards related to lot coverage, setbacks, alley access, etc.,
and address those barriers as necessary.
71, 2, 4,
5, 7
Best practice for increase housing
choice without adverse impact on
community context. Already identified
as priority in the 2020 LUC audit and
implementation underway.
n n n n n
47
Explore revisions to occupancy limits and family definitions in order to
streamline processes and calibrate the policy to support stable, healthy,
and affordable housing citywide.
Occupancy limits and narrow family definitions often create unintended
constraints on housing choice and options, including cooperative housing
opportunities for seniors, people with disabilities, or low-income renters
desiring to live with unrelated adults in a single family home setting.
Occupancy limits can also pose fair housing liabilities to the extent that
they have a disparate impact on people with disabilities. Current best
practices are to allow up to 8 unrelated or to base occupancy on building
code requirements instead of family definitions. Occupancy limits do not
always have a direct relationship to neighborhood livability, and there may
be a better way to address livability concerns.
211, 2, 5,
6, 7
Best practice, both in regard to
increasing housing choice and avoiding
fair housing violations (disparate
impact claims).
n n n n n
48
Calibrate tap fees and other development fees to encourage product
diversity and the production of smaller footprint homes (which are more
likely to carry market-rate affordability).
Per unit and per tap fees incentivize large and/or luxury development
so that developers can recover fee costs through higher market prices.
Fees can be scaled in tiers and/or by square footage, making it easier for
developers to recover the cost of the lower fees of smaller homes with
lower market prices. The city currently scales fees by bedroom and lot size
and consideration of additional granularity is currently in process.
City already offers tiered fees; explore
opportunities via the Land Use Code
efforts and ongoing collaborations
across departments.
n n n n n
HOUSING STRATEGIC PLAN | 2021 170
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
49
Remove barriers to allowed densities through code revisions.
As noted in the 2020 LUC Audit, barriers to fully realizing allowed densities
include multifamily unit number maximums, square footage thresholds for
secondary or non-residential buildings, and height limitations that restrict
the ability to maximize compact sites using tuck-under parking. Such
requirements should be recalibrated or removed entirely.
16 1, 2, 3, 4
Removes internal conflicts in land use
code; already identified as priority in
LUC audit.
n n n n n
50
Create more opportunities for a range of housing choices.
Though the Land Use Code Audit suggests some strategies to address this
need, the city should also consider the following options for increasing
housing diversity:
Prioritizing LUC Audit strategies
initially.
n n n n n
a
Next increment of development is a use by right (i.e., adding a unit to
a lot with a single-family home on it now or going from a duplex to a
fourplex, etc.)
n n n n n
b No minimum lot size for developments up to a fourplex n n n n n
c Pilot certain housing projects by right n n n n n
51
Assess how metering and tap requirements may impact housing type
diversity.
Reasonableness considerations for ADUs, missing middle, manufactured
housing communities, etc.
Other strategies directly address
barriers to ADUs and Missing Middle;
not a high priority at this time.
n n n n n
52
Increase awareness and opportunities for creative collaboration across
water districts and other regional partners around the challenges with
water costs and housing.
18 2, 5
Water costs have a significant
impact on housing development
cost; addressing water cost
challenges creates opportunity to
improve affordability and product
diversity. Acknowledges regional
nature of water impacts and
seeks opportunities for education
and collaborative solutions; potential
for direct impact on sustainability and
affordability.
n n n n n
Continue the City’s ongoing efforts to implement recommendations
from current housing-related studies and other City efforts:
53
2020 Land Use Code Audit Recommendations
1. Create more opportunities for a range of housing choices
2. Define a range of options between two-family and multi-family housing
3. Clarify definition of and opportunities for Accessory Dwelling Units (ADUs)
4. Remove barriers to allowed densities
5. Incentivize affordable housing projects
6. Clarify and simplify development standards
7. Consolidate like standards and definitions and make them more broadly
applicable
8. Increase flexibility
9. Recalibrate incentives to reflect current market conditions
10. Align Design Manual with updated development standards
9 1, 2, 3, 4,
5, 7
Included in HSP as off-cycle
appropriation to advance Phase
One of the LUC Audit. Brings LUC
into compliance with best practice
standards for current market trends
and needs; expands housing choice
and diversity; implements priorities
already identified as part of LUC Audit
and an Ad Hoc Committee quick win.
N/A; evaluated/prioritized as part of the Land Use Code Audit
HOUSING STRATEGIC PLAN | 2021 171
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
49
Remove barriers to allowed densities through code revisions.
As noted in the 2020 LUC Audit, barriers to fully realizing allowed densities
include multifamily unit number maximums, square footage thresholds for
secondary or non-residential buildings, and height limitations that restrict
the ability to maximize compact sites using tuck-under parking. Such
requirements should be recalibrated or removed entirely.
161, 2, 3, 4
Removes internal conflicts in land use
code; already identified as priority in
LUC audit.
n n n n n
50
Create more opportunities for a range of housing choices.
Though the Land Use Code Audit suggests some strategies to address this
need, the city should also consider the following options for increasing
housing diversity:
Prioritizing LUC Audit strategies
initially.
n n n n n
a
Next increment of development is a use by right (i.e., adding a unit to
a lot with a single-family home on it now or going from a duplex to a
fourplex, etc.)
n n n n n
bNo minimum lot size for developments up to a fourplex n n n n n
cPilot certain housing projects by right n n n n n
51
Assess how metering and tap requirements may impact housing type
diversity.
Reasonableness considerations for ADUs, missing middle, manufactured
housing communities, etc.
Other strategies directly address
barriers to ADUs and Missing Middle;
not a high priority at this time.
n n n n n
52
Increase awareness and opportunities for creative collaboration across
water districts and other regional partners around the challenges with
water costs and housing.
182, 5
Water costs have a significant
impact on housing development
cost; addressing water cost
challenges creates opportunity to
improve affordability and product
diversity. Acknowledges regional
nature of water impacts and
seeks opportunities for education
and collaborative solutions; potential
for direct impact on sustainability and
affordability.
n n n n n
Continue the City’s ongoing efforts to implement recommendations
from current housing-related studies and other City efforts:
53
2020 Land Use Code Audit Recommendations
1. Create more opportunities for a range of housing choices
2. Define a range of options between two-family and multi-family housing
3. Clarify definition of and opportunities for Accessory Dwelling Units (ADUs)
4. Remove barriers to allowed densities
5. Incentivize affordable housing projects
6. Clarify and simplify development standards
7. Consolidate like standards and definitions and make them more broadly
applicable
8. Increase flexibility
9. Recalibrate incentives to reflect current market conditions
10. Align Design Manual with updated development standards
91, 2, 3, 4,
5, 7
Included in HSP as off-cycle
appropriation to advance Phase
One of the LUC Audit. Brings LUC
into compliance with best practice
standards for current market trends
and needs; expands housing choice
and diversity; implements priorities
already identified as part of LUC Audit
and an Ad Hoc Committee quick win.
N/A; evaluated/prioritized as part of the Land Use Code Audit
HOUSING STRATEGIC PLAN | 2021 172
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
54
2020 Analysis of Fair Housing Choice Action Steps.
The Analysis of Fair Housing is a HUD-required document that analyzes
fair housing (the intersection of civil rights and housing) challenges for
protected class populations in Fort Collins. Action Steps are:
1. Strengthen fair housing information, educational and training opportunities.
2. Improve the housing environment for people with disabilities
3. Support efforts to improve residents’ establishment and building of credit.
4. Support programs, projects, and organizations that improve housing
access and affordability.
5. Continue to pursue infrastructure and public amenity equity.
6. Pursue public engagement activities to inform Land Use Code and
policy updates through Home 2 Health and similar efforts.
3 1
HUD requirement for receiving federal
funds, direct and meaningful impact
on addressing segregation and
discrimination, as well as improving
fair housing choice and increasing
opportunity for BIPOC and people with
disabilities. Low cost effort resulting in
targeted and meaningful impact; direct
impact on equity and stability. Already
identified as an Ad Hoc Committee
Quick Win.
N/A; evaluated/prioritized as part of the Analysis of Fair Housing Choice
55 Homeward 2020 Report N/A N/A
High priority actions led by housing
providers and others continue to
be needed to drive forward the 10%
affordable housing goal.
N/A; evaluated/prioritized as part of Homeward 2020
56
Continue to align housing work with prior Affordable Housing Strategic
Plan and other departmental plans and programs to leverage more
funding resources and achieve citywide goals that advance the triple
bottom line of economic, environmental, and social sustainability (could
include citywide disparity study).
N/A N/A Aligns with the City’s commitment to
the triple bottom line and centering
this work in equity.
N/A; Citywide Alignment
Source: City of Fort Collins and Root Policy Research
HOUSING STRATEGIC PLAN | 2021 173
Strategy and Description
Inclusion in Final... ...Housing Strategic Plan Priority Evaluation Framework
Final HSP
Strategy
Number
Greatest
Challenges
Addressed
Reason for Inclusion/Exclusion
from Final HSP
(in addition to eval framework)
Staff/
Stakeholder
Priority
Ad Hoc
Quick
Win?
Vision
Criteria
Feasibility
Criteria
Impact
and/or
Efficacy
Efficacy
to Cost
Ratio
54
2020 Analysis of Fair Housing Choice Action Steps.
The Analysis of Fair Housing is a HUD-required document that analyzes
fair housing (the intersection of civil rights and housing) challenges for
protected class populations in Fort Collins. Action Steps are:
1. Strengthen fair housing information, educational and training opportunities.
2. Improve the housing environment for people with disabilities
3. Support efforts to improve residents’ establishment and building of credit.
4. Support programs, projects, and organizations that improve housing
access and affordability.
5. Continue to pursue infrastructure and public amenity equity.
6. Pursue public engagement activities to inform Land Use Code and
policy updates through Home 2 Health and similar efforts.
31
HUD requirement for receiving federal
funds, direct and meaningful impact
on addressing segregation and
discrimination, as well as improving
fair housing choice and increasing
opportunity for BIPOC and people with
disabilities. Low cost effort resulting in
targeted and meaningful impact; direct
impact on equity and stability. Already
identified as an Ad Hoc Committee
Quick Win.
N/A; evaluated/prioritized as part of the Analysis of Fair Housing Choice
55Homeward 2020 ReportN/AN/A
High priority actions led by housing
providers and others continue to
be needed to drive forward the 10%
affordable housing goal.
N/A; evaluated/prioritized as part of Homeward 2020
56
Continue to align housing work with prior Affordable Housing Strategic
Plan and other departmental plans and programs to leverage more
funding resources and achieve citywide goals that advance the triple
bottom line of economic, environmental, and social sustainability (could
include citywide disparity study).
N/AN/A Aligns with the City’s commitment to
the triple bottom line and centering
this work in equity.
N/A; Citywide Alignment
Source: City of Fort Collins and Root Policy Research
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