Health District of Northern Larimer County Choose 3
Watch the Candidate Forum video HERE: https://youtu.be/e8x0XSjvnKsThe Health District is governed by an elected five-member Board of Directors, with three seats up for election on Tuesday, May 6, 2025. This is a polling place election, which means you can either vote in person on May 6 or request an absentee ballot to vote by mail. Election Day is Tuesday, May 6. The polls are open 7 a.m. - 7 p.m. that day. The polling places are: Health District, 120 Bristlecone Drive, Fort Collins, Council Tree Covenant Church, 4825 S Lemay Ave., Fort Collins and Wellington Area Chamber of Commerce, 8129 3rd St., Wellington, CO 80549.You can request an absentee ballot HERE through April 29.Vea el video del Foro de Candidatos AQUÍ.El Distrito de Salud está gobernado por una Junta Directiva de cinco miembros electos, con tres escaños disponibles para elección el martes, mayo 6, 2025. Estas elecciones se realizan en un centro de votación, lo que significa que puede votar en persona el 6 de mayo o solicitar una boleta de voto en ausencia para votar por correo. El día de las elecciones es Martes, mayo 6. Las urnas están abiertas de 7 am a 7 pm ese día. Los lugares de votación son: distrito de salud, 120 Bristlecone Drive.Puede solicitar una boleta de voto en ausencia en nuestro sitio web hasta el 29 de abril.
Biographical Information
Submitted Biography
I am retired Judge Julie Field and I'm running for reelection to the health district board. I am running because I care about this community which has been my home for more than 25 years. I was literally raised in community healthcare. I grew up inside my father's small-town pharmacy in southeast Nebraska. And between counting pills and making malts, I learned two things from my dad. First, is that healthcare needs are always changing and that it is up to the provider and the community to be sure that we are meeting the challenges of the moment. Second, I learned that everybody counts or nobody counts. I carried that same vision of making sure that everybody counts and has the services that they individually needed when I worked with community partners to create the Wellness Court. I was elected to the Health District Board in 2022 and look forward to continuing to serve.
Website / Sitio web
http://sites.google.com/view/voteforjudgejulie
What concerns or issues inspired you to run for this Board, and what will make you a valuable and productive Board member?
I am running for re-election to the Board. I am running because I care deeply about the health of our community.
I am committed to health equity. I firmly believe that everybody counts, or nobody counts. That mantra is my mission.
I am committed to promoting effective, quality, measurable health services, particularly mental health services, and making those services widely available. I have a history as a judge and board member of demonstrated commitment to health equity, effective, high-quality programs, measurable results, and transparency. I have worked hard since my election in 2022 to setting the foundation of a strong, future-focused district.
I am a compassionate, collaborative problem-solver
I will continue to ensure that the District supports partners and builds the most effective programs. I will ensure that District leadership is accountable and provides up-to-date, honest, and accurate information to the public about how your taxpayer funds are being used.
How do you see the role of the Health District in behavioral health?
The Health District is a key connector for behavioral health services, which need to grow and become stronger. Our 2024 Strategic Plan ensures that those services are growing and continuing. The doorway is opening wider and broader and expanding access.
I have demonstrated success in creating effective partnerships and programs. In 2014, I helped create the Wellness Court, a mental health problem solving court. I serve on this Board because I care about behavioral health services. I believe in health equity and that those services should be available to everyone in our community who needs help.
I worked hard in my first term with the Board with a focus on behavioral health; I used my legal skills to ensure compliance. I keenly evaluate the evidence while I keep in mind my two priorities: everybody counts and to boldly face the challenges of the moment. Given our current fierce public health challenges, I look forward to creating more new solutions with community partners.
Can the Health District maintain the current level of service to the community considering the proposed budget for 2025?
Absolutely. The budget was built and designed for the fiscal contractions anticipated in 2025. I proud to have been part of the fiscal planning that made this outcome possible. Our 2025 budget looks prescient in light of current federal and state cuts. As such, the Health District is well-situated not only to maintain programs and services, but to expand them, and to provide funding for additional services.
Despite misinformation in our community to the contrary, the Health District is building behavioral health programs, community connections, and expanding services in our priority areas of behavioral health, dental care, and connection to coverage. We have created a process to ensure that partners have funds that are more equitable, service-oriented, flexible, useable, and more universally available through our current and new partnerships, including long-time strategic partners and programs through CAYAC, UCHealth, PSD, Summitstone, Salud, and other community partners.
What changes should be made on how the Health District communicates it's services to the community, if any?
We are woefully unknown in the general community. We need to share the great gem that the District is, and emphasize the services that are available to everyone in the District. We need to meet people where they are – online, in social media, in person at community events, on radio and TV.
But communication is a two-way street. The District needs to be better at SHOWING, SHARING, HEARING, ENSURING/MEASURING, and SHIFTING.
SHOWING: We speak through our programs. That is the most powerful communication tool we have.
SHARING: Communicating information about its programs by going into the community and demonstrating who we are and what we do.
HEARING: Listening to the community and what it needs
ENSURING: We need to be nimble and responsive to community needs, and demonstrate our work through measurable outcomes.
SHIFTING: Changing, in light of new information.
Biographical Information
Submitted Biography
I am a pediatrician with a background in public health and am passionate about utilizing my training to improve health access in our community. I grew up in a small town in north Texas and received my BA at the University of Texas-Austin in Latin American Studies and Sociology with a concentration in Public Health. There, I met my husband, and following graduation, we joined the Peace Corps as public health volunteers in Nicaragua. Inspired by this work, we returned home to pursue degrees in medicine and public health. In 2010, I received my MD/MPH from Tulane School of Medicine and School of Public Health and Tropical Medicine in New Orleans and then went on to complete my residency in pediatrics. My husband and I, along with our four kids, moved to Fort Collins in 2016, and I have had the opportunity to practice at Salud Family Health Center while he practices at Northern Colorado Hospitalists. Larimer county is a truly special place, and I feel so grateful to call it home.
Website / Sitio web
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Instagram
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Campaign Video / Video de campaña
What concerns or issues inspired you to run for this Board, and what will make you a valuable and productive Board member?
I am running for the Health District Board as I am passionate about utilizing my skills, training, and abilities as a physician to help improve access to health services for vulnerable populations in our community. With a background not only in clinical medicine but also in public health, I believe that I would bring a very unique and powerful perspective to the Health District Board. I have served the health needs of children in Larimer County for several years at Salud Family Center in Fort Collins and have intimately experienced the challenges faced by local families. Through my work, I have also gotten to know the amazing web of community organizations that dedicate themselves to various facets of addressing health needs in our region and feel that my relationship with these organizations would be a great asset to the Health District and board. We are strongest as a community when we work together in collaboration.
How do you see the role of the Health District in behavioral health?
There is a growing mental health crisis in our country and local community. I see the Health District as a vital resource to ensure that gaps in mental health care access are effectively addressed. Studies have shown that approximately 1 in 5 Americans, including children, have a mental health diagnosis in our country with estimated wait times of 4-6 weeks to be seen by a mental health provider. Colorado has the third longest waitlist in the U.S. with an average of 66 days. In my clinical pediatric practice, CAYAC was one of my most crucial community partners to ensure that our children could avoid such unacceptable wait times. With Larimer County being a Mental Health Professional Shortage Area, the Health District’s mission of "ensuring timely access to health services" will continue to be critical in supporting adequate mental health access for our community.
Can the Health District maintain the current level of service to the community considering the proposed budget for 2025?
After reviewing the proposed budget for 2025, I do not foresee significant financial barriers to providing the current level of services to our community. However, I do believe that the Health District is at risk of being unable to provide the previous level of certain services, particularly mental health services, moving forward, not due to funding, but due to current leadership strategies which have resulted in mass resignations. Many of our long-time and highly-valued key staff members have resigned in recent months feeling ostracized in the organization. The impacts of this loss are already being strongly felt by our partners and community. I believe that it is imperative that the board works together with the leadership team to better understand the issues underlying these difficult circumstances so we can ensure the integrity of one of our greatest assets—our team.
What changes should be made on how the Health District communicates it's services to the community, if any?
Overall, I believe the Health District has historically done a wonderful job at outreach and education to partners and the community regarding services offered. There has been, however, notable confusion from inside and outside of the organization in recent months, which seems to be rooted in a breakdown of communication. I believe it is vital that the Health District leadership and board work to ensure that messaging moving forward is clear and transparent when engaging with our partners, community members and internal staff.
Biographical Information
Submitted Biography
I grew up here in Colorado and received my BS in Health and Exercise Science from Colorado State University. I met my husband here in Fort Collins and then had the opportunity to move all over the country as he completed his training in Orthopaedic Surgery. During all the moves, I was able to study at Creighton where I received my MS in Health Care Ethics. We have 3 kids and have been back in this community since 2013 and we couldn’t be happier here. On a more professional note, I have had the opportunity to hold many health related positions that make me a unique candidate for the board. I have been an exercise physiologist, a personal trainer, an orthopaedic technician, a yoga practitioner, a health care ethicist, a small business owner, and currently an abuse prevention educator. I have also led critical grassroots efforts and community outreach that has resulted in formal legislative policy and lasting change surrounding the current opioid/illicit fentanyl crisis.
What concerns or issues inspired you to run for this Board, and what will make you a valuable and productive Board member?
As a health care professional whose career has explored various facets of health and well-being, it has been concerning to hear of reports that there has been significant turn-over, erosion of services, and loss of the employee’s voice at the health district. Such a deviation from the Health District’s historically great community care delivery model requires honest investigation, discovery, and inclusive data gathering to understand the rationale for this change and its impact on the community, while also identifying opportunities for greater health gains. As a board member with extensive academic and professional experience in ethical and inclusive care delivery, it will be an honor to use my skills to ensure greater transparency, communication, engagement and participation from all stakeholders to move towards greater collaboration, understanding, and better community health.
How do you see the role of the Health District in behavioral health?
The Health District has a responsibility to help community members in times of acute distress and behavioral health crisis. In these times of high stress and high stakes for patients and their families, oftentimes resources are hard to find and navigate. Early identification of mental health conditions and access to timely interventions by a multidisciplinary team are critical and can be life-saving. The Health District is uniquely positioned to provide this type of critical care (irrespective of payer source) which can ultimately change the trajectory of a person’s life. Removing barriers to care and providing critical safety-net services are essential for the health of our community. Partnerships with valuable community organizations like UCHealth, Summit Stone Health Partners, and other organizations are also integral to continuation and coordination of care and should continue to be prioritized and expanded as needed.
Can the Health District maintain the current level of service to the community considering the proposed budget for 2025?
The Health District has adequate funding to carry out its mission and maintain the current level of service, if not improve services with careful fiduciary management and prioritization of critical community needs. Identifying best health care delivery practices and established models for lean but effective budgetary planning will help ensure that taxpayer dollars will go to best use. In the 2025 budget there is a shift in funds to community partnerships vs direct services and over the last year there have been dramatic changes with a decrease in employed health care providers versus increased administrators. With this much change within a budget, we must demand and provide transparency, understand who the partners are, what services they provide and measure proposed impact. Ultimately as stewards of the district’s tax dollars we need to navigate the true needs and gaps within our community with intent to provide services with fiscal efficiency and responsibility.
What changes should be made on how the Health District communicates it's services to the community, if any?
As with all businesses and organizations the health district needs to not only be visible but also be able to pivot and adapt as the way we consume and engage information changes and evolves. As a government entity, transparency is key to gaining the trust of the community and stakeholders, so relevant information and updates should be shared and communicated openly and in a timely manner. The Health District should make sure it is staying relevant by sharing information on communication channels that reach its target audience and the broader Northern Larimer County community. This means modernization and presence within front-running media platforms such as Instagram and Facebook, among others, while maintaining direct to consumer communication and effective management of community provider-partner relationships. To effect powerful gains in the health of our community the Health District should encourage inclusivity, participation, engagement, and conversation in its communications.
Biographical Information
Submitted Biography
I am from Caguas, Puerto Rico, and take pride in my culture. Raised in a single-parent household with my brother, we overcame challenges and committed to not letting our circumstances define us. Despite graduating high school with a 2.1 GPA, I was accepted into the University of Colorado, Colorado Springs, where I earned a Bachelor’s in Psychology. I’m now pursuing a Master’s in Leadership & Public Health Practice at the Colorado School of Public Health. Living in Fort Collins for the past four years, I deeply appreciate this community. My professional experience centers on community improvement, from child protective services to working with unaccompanied minors, to state/federal grant management. Currently, I work for the state, ensuring more equitable access to state/federal funding for grassroots organizations in Colorado. Previously, as Programs Manager at the Family Center/La Familia, I focused on COVID-19 public health education and civic engagement through the Mi Voz program.
Website / Sitio web
http://sites.google.com/view/voteadry4rhealthdistrict/home?authuser=1
What concerns or issues inspired you to run for this Board, and what will make you a valuable and productive Board member?
My primary concern is that there is this incredible resource in the community that I think many community members do not know about. I believe it’s essential for community members to feel heard and have a direct channel to influence the decisions that impact their lives. Additionally, I’m passionate about increasing access to resources for underserved populations, which I feel can be better addressed with continued strategic decision-making at the board level.
My background in community outreach, grant management, and nonprofit management has equipped me with a strong understanding of organizational dynamics, and how to build inclusive programs that truly reflect the needs of the people they serve. I hope to bring a fresh perspective on how we can improve transparency and enhance community engagement. I am committed to ensuring that all voices are heard, and that our actions align with the best interests of the people we serve.
How do you see the role of the Health District in behavioral health?
The Health District has a crucial role in behavioral health because they are the bridge between healthcare systems and communities. I feel it is the responsibility of the Health District to continue bolstering their partnerships to address evolving behavioral health needs in the community. Additionally, I believe the Health District can grow and improve upon data collection and analysis so that they can monitor and analyze behavioral health trends in the community which would also help guide policy decisions and improve service delivery.
Can the Health District maintain the current level of service to the community considering the proposed budget for 2025?
Yes! The proposed budget for 2025 can not only maintain the current level of service to the community but it accounts for continuing direct services and building up/expanding on partnerships with organizations that may be better situated to meet additional community needs.
What changes should be made on how the Health District communicates it's services to the community, if any?
Communicating services to community is absolutely a growth area for the Health District. I would like to see enhanced digital presence, multilingual communication, and targeted engagement & outreach. I also think that clear/consistent messaging on regular updates regarding services and changes are needed to keep the community informed.
Biographical Information
Submitted Biography
I want to ensure organizational excellence, fiscal accountability and responsible governance. I am a registered nurse with a master’s degree and 50 years of experience with Larimer County Department of Health and Environment (LCDHE). As the prior Health Services Director for LCDHE, I have participated with the Health District since it began local community health services. I previously served on the Health District Board of Directors and helped to prioritize preventive health services, health promotion services, dental services, mental health services, and prescription assistance. I am currently on the Larimer County Interagency Oversight Group that helps to prioritize wrap around services for high-risk youth, which helps me to be knowledgeable about current community health needs and services. I am also on the Board of Directors for the Early Childhood Council of Larimer County (ECCLC).
What concerns or issues inspired you to run for this Board, and what will make you a valuable and productive Board member?
The Health District has lost or had turnover in over 40% of their staff and no longer has a Medical Director, a Pediatric Psychiatrist, an adult Psychiatrist or nurses providing health services. There has been a loss and change of most of the staff responsible for accounting and fiscal functions as well as IT staff. The loss of IT staff contributed to a prolonged period when Medicaid was not billed for dental services. It is essential to hire and maintain competent staff. I will be valuable in evaluating this situation to improve turnover. I have had over 50 years of management experience and will listen to all parties to find solutions.
How do you see the role of the Health District in behavioral health?
The Health District is essential to help fill the gaps in behavioral health services within Northern Larimer County. The District needs to find and hire both pediatric and adult Psychiatrist services to help evaluate clients and get an accurate diagnosis for treatment. They need to maintain a competent counseling workforce. Wait times for evaluations and treatment need to be shortened so that those in need can be readily seen. In addition, they should provide direct services such as CAYAC, and partner with other organizations including Family Medicine and Salud to increase capacity.
Can the Health District maintain the current level of service to the community considering the proposed budget for 2025?
The purposed budget is adequate to provide the current level of service. There is a large amount of vacancy savings that can be used to ramp services up and help to provide more timely care. The budget is adequate but the prioritization of services needs to be assessed to assure that needs are being met.
What changes should be made on how the Health District communicates it's services to the community, if any?
With the newsletter (Compass) no longer being printed, people need to rely on social media and intentionally look to find updates. Those populations who are less affluent and spending much of their time to pay rent and put food on the table are not likely to actively search social media to get information about the District. Having bilingual staff who are trusted members of the community reaching out is important. To inform the general population about the District, a public information officer should be hired to help put together a formalized outreach, education and communication plan.
Biographical Information
Submitted Biography
I grew up in Fort Collins and have seen the incredible importance of the Health District’s work. I attended Centennial High School, where many students struggle with access to behavioral and physical health care. I am a single mom and have experienced the uncertainty that comes with sudden changes to family resources and stability. The Health District plays a key role in helping people access the care they need during some of the hardest times of their lives, and I want to contribute to that work. I am an experienced project manager, a certified urban planner, and a policymaker with a deep appreciation for the power of local government. I currently work for the City of Fort Collins as a Senior Policy and Project Manager. I work across City departments and build partnerships with outside organizations to address our community’s most pressing challenges. I have spent my professional career working to build understanding and commitment for action around complex, systemic issues.
Website / Sitio web
http://sites.google.com/view/sylvia4healthdistrict/bio
Facebook
http://www.facebook.com/sylvit/
What concerns or issues inspired you to run for this Board, and what will make you a valuable and productive Board member?
As a long-term resident of this community, a single mother, and a product of Poudre School District, I care deeply for the health and well-being of all residents, especially those in need of basic services. I understand that a healthy community involves many factors, including access to quality medical, dental, and mental health services. At the same time, I believe that achieving good health requires a comprehensive approach that addresses the social and environmental barriers people are facing. As a board member, I will focus on quality assurance and evaluation of the systemic impacts of the Health District’s work. In particular, I will use my project management background to ensure effective monitoring, reporting, and proper data management to ensure continuous improvement and effectiveness. In collaboration with other board members and with significant staff involvement, I will take a pragmatic approach to budget management, organizational excellence, and policymaking.
How do you see the role of the Health District in behavioral health?
Increasing access to behavioral health is a top priority for me. Such services can often be unattainable and out of reach, especially for low-income community members. Behavioral healthcare should be synonymous with physical care. Yet, many practitioners do not take insurance, and clients are often required to pay out of pocket. The Mental Health Connections program through the Health District is a model that can be expanded, connecting clients to practitioners across the community who can meet their unique needs in locations that are most convenient. This model of partnership can be expanded and continuously improved upon through proper oversight and regular program evaluations.
Can the Health District maintain the current level of service to the community considering the proposed budget for 2025?
The 2024-2025 budget and corresponding Strategic Plan outlines four strategic priorities, including Great Governance, Organizational Excellence, Health Equity, and Partnerships. Each of these strategic priorities requires resources for implementation. The balance between internal investment and outward-facing investment in community partnerships is clear in the 2025 budget. These are key to the long-term success of the Health District and will allow the district to expand services and leverage funds toward greater community benefit.
What changes should be made on how the Health District communicates it's services to the community, if any?
Greater awareness across the Northern Larimer County region is important to grow the reach of the Health District. As an experienced public servant specializing in community development and urban planning, I bring experience with a variety of partners not often thought of in relation to community health. Health involves many factors, including stable housing, employment and access to quality healthcare. The Health District should continue to communicate broadly about its mission of enhancing the health of our community, and as a board member I will work to build those partnerships across the region.
Biographical Information
Submitted Biography
Lee Thielen 1308 Lindenwood Drive Fort Collins, CO 80524 (970) 416-8889 Phone leethielen@aol.com Education Bachelors of Science in Foreign Service Masters Degree in Public Administration International Economics, Cum Laude Public Management Georgetown University, School of Foreign Service University of Colorado Professional Experience Consultant. Projects include: • Former Executive Director, Colorado Assoc. of Local Public Health Officials and Public Health Alliance of Colorado • Lead Consultant, NNPHI, RWJ funded Learning Collaborative on Public Health Agency Accreditation and Standards (MLC I and II) and Gaining Ground • Member, Review Team for Bioterrorism Preparedness Academic Centers • Consultant, Centers for Disease Control and Prevention on Workforce Development • Lead Consultant, National Mosquito Control Collaborative • Project Manager and Chief Investigator, Report on Sustainability of the Management Academy for Pu
Facebook
http://Lee Thielen
What concerns or issues inspired you to run for this Board, and what will make you a valuable and productive Board member?
The Health District of Northern Larimer County is a valuable and much needed asset in our community. Funded with local dollars, the District offers key services. Those services currently are mental health, dental services, and assistance with insurance coverage. The District will become even more imporant as federal funds are threatened for partners in the community. I have the experience and knowledge to help guide the District during a trying time.
How do you see the role of the Health District in behavioral health?
Behavioral health is key. At the February board meeting, two pediatricians from Salud testified very emotionally regarding how their patients need the level of service they formerly received. The open positions in Behavioral Health MUST be filled - including the valuable psychiatric services that were there before recent resignations.
Can the Health District maintain the current level of service to the community considering the proposed budget for 2025?
Absolutely. There is plenty of money. Also the large reserve has had over a $2,000,000 increase in vacancy savings due to the high number of resignations.
What changes should be made on how the Health District communicates it's services to the community, if any?
The current buzz in the community is that the District is not in a good place. That will be changed with a new board that pays attention to what is happening with management and with the community. Social media, posters in appropriate locations, like clinics and rec centers, and staff being present in areas that are underserved.