HomeMy WebLinkAboutStudy Session Packet 09-17-12
STUDY SESSION AGENDA
CITY COUNCIL MEETING
CITY OF WHEAT RIDGE, COLORADO
7500 W. 29th Ave.
Wheat Ridge CO
September 17, 2012
6:30 p.m.
Individuals with disabilities are encouraged to participate in all public meetings sponsored by the
City of Wheat Ridge. Call Heather Geyer, Public Information Officer at 303-235-2826 at least one
week in advance of a meeting if you are interested in participating and need inclusion assistance.
PUBLIC COMMENT ON AGENDA ITEMS
APPROVAL OF AGENDA
1. Elected Officials’ Report(s)
a) 38th Ave. Update – WR2020
2. Presentation of Priority Based Budgeting Prioritization Results
3. Staff Report(s)
4. Section 5-45 Amendment – Escrow Agreements
.. ~~~
... r City of
.. ~Wheat&_dge ~OFFICE OF THE CnY MANAGER
TO:
FROM:
DATE:
SUBJECT:
Memorandum
Mayor and City Council (\ 1
Patrick Goff, City Manager.W
September 17 , 2012
38 th Avenue Update by WR2020
BACKGROUND:
:[fem /.a.)
In the spring of2012 , the West 38th Avenue Leadership Committee, supported by Wheat
Ridge 2020 and in collaboration with the City, developed a brand and marketing strategy
to promote the West 38th Avenue "Main Street" commercial district as a unique an
distinctive community destination.
Britta Fisher, Executive Director for Wheat Ridge 2020, along with consultant Jamie
Licko , President of Centro , Inc., will present an update on the brand and marketing
strategy for the Ridge at 38.
ATTACHMENTS:
1. Ridge at 38 Brand and Marketing Strategy Executive Summary
RIDGE AT 38: BRAND AND MARKETING STRATEGY
EXECUTIVE SUMMARY
In the Spring of 2012 , the West 38th Avenue Leadership Committee, supported by Wheat Ridge
2020 and in close collaboration with the City of Wheat Ridge, set out to develop a fresh brand
and marketing strategy to promote the West 38 th Avenue "Main Street" Commercial District
(between Sheridan and Wadsworth Boulevards) as a unique and distinctive community
destination in the Denver Metro Area.
With the goal of developing an engaging process that would bring City and community
stakeholders together to identify the district's authentic story, the Denver-based consulting
team of Centro lnc./Julipp was selected to lead the West 38th Avenue Leadership Committee
through a four-month brand discovery process. The process was uniquely designed to bring the
diverse stakeholders of the district together and build consensus around a unified message and
approach to promote the district to residents and visitors , attract future investment and create
increased activity along the West 38 th Avenue corridor.
The consulting team's work with Wheat Ridge 2020, the City of Wheat Ridge, and stakeholders
within the West 38th Avenue study area included the following:
• Identification of target audiences for marketing, messaging strategies and positioning
statements that will increase activity and interest in West 38th Avenue
• Development of a district name to differentiate the area from the greater Wheat Ridge
community and surrounding competition
• Design of an inspired new brand for the district that personifies the identity of the
community and is reflective of its future goals
• Development of impactful messaging to convey the unique offerings and community
character of the district
• Creation of a marketing strategy to communicate the new brand identity including
exploration of traditional and non-traditional marketing channels, public relations
strategies, events and activation to support the brand
• A five -year implementation plan
The largest challenge from the outset was to determine how to establish a 'district' or 'Main
Street' feeling along a 1.5-mile stretch of primarily auto-oriented property and developments .
While the commercial district sits at the heart ofthe Wheat Ridge community geographically,
the length of the district makes it challenging to create presence and generate the critical mass
typically needed in any one area to create energy, activity and growth. Thus, this strategy
centered on creating physical presence through des ign and activation , while building nodes of
activity that ideally can grow and create a consistent energy along the district. The plan 's
specific brand and messaging recommendations focus on educating vis itors about all the district
has to offer today and insp i ring investors to see the potential in all the district can be in the
future .
The Centro lnc./Julipp process required significant outreach and research efforts, including:
1. Research on West 38 th Avenue, including a review of previous planning efforts
2. Research on regional competitors , including their brand i ng, positioning and marketing
strategies
3. Focus groups and interviews with more than 35 stakeholders from the district
4. A community survey generating 273 responses
5. A regional consumer survey generating 79 responses from Denver, Edgewater, Lakewood,
Arvada, Littleton and Golden
6. A series of more than a dozen meetings and workshops with the WR2020 Leadership
Committee
What emerged from this work is a fresh identity and brand for the West 38 th Avenue commercial
district (from Wadsworth to Sheridan)-now known as Ridge at 38 -and a series of strategic
recommendations that w i ll ra ise the profile of th is area as a destination of choice via:
A. Marketing, Public Relations and Social Media: Strategies to tell the district's story via
consistent and creative communications utilizing the most effective tools .
B. Placemaking : Enhancements to the public realm that create a stronger sense of place and
help locals and visitors navigate the district and more easily access amenities .
C. Economic Development: Tools to encourage the growth of the district via investment i n
business and property that helps achieve the district vision
D. Events and Programming: Opportunities to use events and year-round programming to
introduce locals and visitors to the community and consistently give them new reasons to
return and explore .
The full branding and marketing strategy provides detail on the West 38 th Avenue district today,
the vision and goals for the future, and the brand position i ng and marketing strategies that will
help district stakeholders, the Leadership Committee, Wheat Ridge 2020 and the City of Wheat
Ridge move forward .
2
~•m
RIDGE AT 38: BRAND AND MARKETING STRATEGY -ACKNOWLEDGEMENTS
Wheat Ridge 2020 leadership Committee
Tom Abbott, Property Owner
Brandy Bauer, Fran's Cafe, LLC
Valerie Borowiec, The Rehabilitation Center at Sandalwood
Uz Cavanagh, Resident
Jerry DiTullio, Mayor of Wheat Ridge
Don Eafanti, The Don
Mark Eskow, Right Coast Pizza
Jill Farnham, Family Tree, Inc.
Cathy Fonk, Vivere, Inc.
Mike Gauthier, Wheat Ridge Liquor
Aaron Gray, Wheat Ridge United Methodist Church
Dave Hanscom, Wheat Ridge Lanes
Molly Hanson, Live Well Wheat Ridge
Chad Harr, Wheat Ridge Cultural Commission
Tony Hiser, The DragonFly Cafe
Janeece Hoppe, Compass Construction
Sergio lraola, Cebiche
Janet Jahn, Resident
Tara Jahn, Resident
Jessica Klingsporn, Resident
Dave Land, Resident
Evan Lee, Wheat Ridge Cyclery
John Marriott, WRBD, Larson Ski & Sport
Pat Mucilli, Mucilli's Shoes
Jerry Nealon, Cress Kitchen and Bath
Barry Plunket, BARELaser
Mindi Ramig, Jefferson County Public Health
Tom Schmuke, Quality Auto Care
Michael Snow, Resident
Wes Tuthill, Dairy Queen
Justin Vogel , Right Coast Pizza
Tracy Volkman, Jefferson County Public Health
Scott Walker, VinyiWorks
Tom Yang, Applewood Quality Builders
Wheat Ridge 2020 Staff
Britta Fisher, Executive Director
Denise Balkas, Director of Real Estate Development
Kim Snetzinger, Office Manager
City of Wheat Ridge Staff
Steve Art, Economic Development & Urban Renewal Manager
Ken Johnstone, Director of Community Development
Sarah Showalter, Planner II
Consultant Team
Jamie Licko, President, Centro Inc.
Vanessa Rogers, Associate, Centro Inc.
Heather Thill, President, Julipp
3
""~ 4 ~ ... .. City of
r?.'Wheat&__dge ~ADMINISTRATIVE SERYJCES
TO:
THROUGH:
FROM:
DATE:
SUBJECT:
Memorandum
Mayor and City Council ~
Patrick Goff, City ManagW'
Heather Geyer, Administrative Services Director/PIG
Nathan Mosley, Management Analyst
September 17 , 2012
Priority Based Budgeting Prioritization Results
The purpose of this study session item is to provide City Council with an overview of the
prioritization results from the Priority Based Budgeting (PBB) process. In addition , staff will
present recommended strategies for using the data and next steps for refining the PBB process in
2013 .
Background
Goal #1 in the City Council Strategic Plan is to create a "Financially Sound City Providing
Quality Services." With that goal in mind, City Council identified a "Service Priorities and
Funding" project as a high priority for 2011/12. Central to this strategic priority, staff identified
the following tasks:
• Developing criteria for core services
• Identifying core services
• Identifying a method ofhow to prioritize core services
• Developing a method to measure the success of core services
While attending an Alliance for Innovation workshop in 2011 , City staff learned about the
Center for Priority Based Budgeting (Center), which is located in Denver. The Center is made
up of Chris Fabian and Jon Johnson , both ofwhom have worked in municipal finance for a
number of years and helped develop the PBB model while working together for Jefferson
County. The Center 's mission is to "lead communities to fiscal health and wellness." In order to
accomplish this mission , Chris and Jon work with communities to align their budgeting process
with the overall strategic goals of the organization. Recently the Center's work was recognized
by the International City/County Managers Association (ICMA) as a leading practice for local
governments.
Council approved funding in the 2012 budget to engage the Center to facilitate the City's
transition to a priority-driven budgeting process . The City 's current approach to budgeting is the
traditional incremental model -each annual budget is created based on the expenditure pattern
from the previous year. PBB will help the City of Wheat Ridge take the budget to the next level
b y allowing City Council and staff to allocate the City 's limited resources in a strategic manner
Priority Based Budgeting Prioritization Results
September 17 , 2012
Page 2
to meet the goals and objectives of the community. Staff has already recognized the benefits of
using the PBB data in development of the FY 2012 Budget.
Prior Action
The first step in moving to a priority-driven budgeting process was the diagnosis of the City 's
"Fiscal Health" as an organization. Several years' worth ofbudget data was entered into the
Fiscal Health Diagnostic Tool. Once the data was entered , the model provided a representation
of the fiscal health of the organization in regard to ongoing expenses and one-time expenses.
This model was used at the City Council strategic planning retreat to model different spending
and revenue scenarios to help with the decision making process . Staff plans to continue the use
of the tool as a way to show the short-term and long-term financial impacts ofbudget and policy
decisions.
During the construction of the Fiscal Health Diagnostic Tool staff was busy working on the first
step in the prioritization process, the construction of "result definitions." These definitions were
crafted using the City Council strategic goals as a starting point and guide. Concepts included in
the Action Outline 2011/12 were also used to draft the Wheat Ridge result definitions.
Additionally, in a process that was facilitated by Chris and Jon, the Executive Management
Team as well as internal departmental teams provided answers to questions such as "what are we
in business for " and "what would citizens miss if the City went out ofbusiness" to help further
craft the result definitions. These definitions are the foundation of the PBB model for the City.
These result definitions will allow the City to evaluate current and future programs to ensure that
they are helping us achieve our goals as a City.
Result Defmitions
Included with this memorandum in Attachment #1 are the results and detailed definitions that
were developed as a product of the City Council's strategic goals. The results and detailed
definitions were brought before City Council at the April 2, 2012 study session and there was
consensus at that time to move the project forward. The six results are:
1. Desirable, Diverse and Connected Neighborhoods
2 . Economic Vitality
3. Effective Transportation and Mobility Options
4. Healthy, Attractive and Well-Maintained Community
5. Safe Community
6. Good Governance
Under each of these results, detailed definitions were crafted to capture the essence of"why the
City exists for its citizens ."
Priority Based Budgeting Prioritization Results
September 17, 2012
Page 3
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Program Inventories
Detailed
Defmition
While result definitions were being crafted, City staffbegan work on the next step of the process,
development of program inventories. Department staff created an exhaustive list of 493
programs/services provided by the City. This process was designed to gain a better
understanding of"what we do" among staff, elected officials and ultimately citizens.
Program Scoring and Peer Review
Once program inventories were finalized each department scored their own programs against the
result definitions. Program scoring is designed to be an objective process where staff rate their
programs on how well the program helps achieve a specific result. Specific criteria on the
program scoring process are included as Attachment #2. To further ensure that programs were
scored in an objective manner, each program went through a "peer review" process to provide a
level of quality control and ensure that the ratings were valid. Peer review groups were made up
of cross-departmental teams who reviewed every program and adjusted scores based on
consensus of the group.
Resource Allocation
The final step in the PBB process was to associate all related costs to the specific programs .
These costs included full-time and part-time employee costs as well as general costs budgeted to
support specific programs. Again, this process is based on adopted budget amounts and does not
account for supplemental budget appropriations , mid-year changes, etc.
Lastly Chris and Jon compiled the data provided by City staff and loaded it into the model that
was then provided to staff. The model then distributes City programs into four quartiles. The
programs are ranked in order of priority in relation to one another, based on their influence on
re sults . The programs in the first quartile are tho se that are highly relevant to the City achievi ng
it s goals, whil e quartil e four programs will be those that, r elative to quartil e one programs, have
less impact on reachin g those goals. This means that even if a program falls into the fourth
quartile, it does not necessarily mean that it is of no benefit; it means that compared to
programs in the first quartile it does not have as significant of an impact on the City
achieving its results. The prioriti zation of programs will allow City Counci l, staff and citiz en s
to look at the services the City provides through a new lens.
Priority Based Budgeting Prioritization Results
September 17, 2012
Page4
As this process will be a multi-year project, staff plans on engaging the community in a broader
priorities discussion in the future. Staff will develop recommendations for engaging the
community in the result definition process in the future after the internal process has been refined
in 2012 and 2013. Those discussions will help further refine the City's result definitions and
continue to link resource allocation accordingly.
Project Outcomes
Chris Fabian and Jon Johnson from the Center for Priority Based Budgeting will present the
overall prioritization results during the study session. Attachment #3, Project Overview and
Outcomes, provides you with an overview of the major outcomes of the project and the next
steps to incorporate PBB into the City's annual budget process.
Next Steps
The City Manager has directed staff to review programs, specifically those in quartile three and
four. Over the next couple months departments will review project data to ensure accuracy.
Staff that participated will be providing feedback on the project so that information can be used
to refine and enhance the process. A calendar of the PBB process for 2012-13 is included in
your packet as Attachment #4. It includes the initial timeline as well as next steps in the process.
Staff is not looking for Council action at this time. This presentation is for informational
purposes.
Attachment
1. Wheat Ridge -Result Definitions
2. Wheat Ridge -Program Scoring
3. Project Overview and Outcomes
4. PBB Calendar for 2012/13
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Provides for the protection and
sustainability of the
environment through regulatory
compliance, planning and
effective stormwater
management
Provides for a safe
transportation network that is
well-maintained, accessible,
enhances traffic flow and offers
safe mobility to motorists,
cyclists and pedestrians alike
Center for Priority Based Budgeti
Leading Communities to Fiscal Health and Wellnes
Offers and supports a variety of
safe activities and facilities that
provide for the physical health
and social well-being of the
community
Safe
Creates a secure, well-
regulated, well-maintained
community that is healthy,
clean, well-/It and visually
attractive
Fosters a feeling of personal
safety throughout the
community by establishing a
visible, accessible presence that
proactively provides for
prevention, Intervention, safety
education, and community
involvement
Offers protection, enforces the
law and Is well-prepared to
promptly and effectively
respond to emergencies and
calls for service
Attachment 1
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~ityof WheatRL_dge
Actively develops, renews,
regulates and maintains a well-
planned, orderly, visually
appealing and welcoming
environment for residents,
businesses and visitors
Preserves, maintains and
enhances its parks, open space,
green space and trails systems,
making them easily accessible
Center for Priority Based Budgeting
Lea d in9 Communities to Fiscal Health and Wellness
Continually invests in its streets,
sidewalks, right-of-ways, storm
drainage and other public
infrastructure ta ensure it is
clean, well-kept and
adequately enhanced
Cultivates a clean, healthy and
safe environment that provides
for the health, physical well-
being and basic needs of a
diverse community
Partners with the community to
support the arts, enhance
cultural enrichment, advance
historic preservation and
provide life-long learning
opportunities
Promotes healthy, active
lifestyles through a variety of
diverse recreational and leisure
time activities that help enrkh
and connect a multi-
generational COIIIIIHin/ty
Facilitates business development
and growth through appropriate
incentives, shared resources,
community partnerships and
"business-friendly", efficient
processes
Stimulates economic growth by
encouraging investment in well-
planned, sustainable development,
redevelopment and community
revitalization supported by
sufficient city services and
Economic
Vitality
Recruits, retains and supports
a balanced mix of sustainable
businesses that enhance and
diversify the City's economy,
create jobs and provide
residents with services that
meet their day-to-day needs
infrastructure Preserves its long-termllac,_
well-being by seeking
diversified revenue
help fund Its DtiGJf!fll
Center for Priority Based Budgeting --............. ._ _______ .-;;l
Lea din g Communities to Fiscal Hea lth and We i/ness
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Promotes and supports a
variety of accessible and
convenient regional public
transit options that
enhance the livability of the
community
Provides and maintains
accessible, safe and well-
planned mobility alternatives
for cyclists and pedestrians
that encourage a walkable and
connected community
Center for Priority Based Budgeting
Leading Communities to Fiscal Hea lth and Wei/ness
Effective
Transportation and
Mobility Options
Provides a system of safe,
clean, reliable and well-
maintained streets,
sidewalks, bridges and
stormwater infrastructure
Encourages and promotes
neighborhood development and
revitalization that Is well-planned,
properly regulated and capitalizes on
its regional location
Promotes, supports and sustains well-
maintained, safe, clean and visually
appealing neighborhoods, commercial
areas and public spaces
Center for Priority Based Budgeting
Leading Communities to Fisca l Health and Wellness
Col/aboratively encourages and
provides community events,
neighborhood gatherings, quality
educational opportunities,
leisure-time activities, basic
services and amenities that
support and connect the
community
Desirable, Diverse
and Connected
Neighborhoods
Supports the availability of a variety of
quality and attractive housing choices
that meet the needs of the community
Advances City interests and
secures resources through
regionalism and
partnerships Enables and enhances openness
and transparency by ensuring
accountability, honesty,
efficiency, best practices and
innovation in all operations
Attracts, motivates and
develops o high-quality,
engaged and productive
workforce
Delivers responsive and
courteous service to its internal
and external customers, while
ensuring timely and effective
two-way communication
Center for Priority Based Budgeting
Leading Communities to Fiscal Health and Wei/ness
Supports decision-
making with timely and
accurate short-term and
long-range analysis
Protects, manages and
optimizes its financial, human,
physical and technology
Provides assurance of
regulatory and policy
compliance to minimize
and mitigate risk
resources
Program Scoring Guide
• OBTECTIVE->
• 1.) Determine how individual programs contribute to
achieving the Results and
• 2.) Determine how programs meet basic program
criteria (Basic Attributes)
• PROCESS-
• Department's score their own programs
• Program's are scored against ALL Results
• Score assigned reflects degree of impact on achieving
individual Result -or -
• Score assigned reflects degree to which program meet
Basic Program Attributes
Center for Priority Based Budgeting
uLeading Communities to Fisc a l Health & Well n ess"
Attachment 2
1
rogram Scorecard Example
GaERAL Police
FUND
GEIIERAL
FUND Police
t65
501
GaERAL
c:'l lrun Police Mftro Tr~ffic I Air ~r~tio.s 500
I Smn!c.ani-£.ommunity Proorams
Center for Priority Based Budgeting
EIIIN Suit• EIIIN S~IN' EIIIN hill'•
BMw BMw BMw
"Leading Communities to Fiscal Health & Wellness"
Example: City of Sacramento, CA
2
Simple Sconng
"Degree" of Relevance to a Result
4 = Program has an essential or critical
role in achieving Result
3 = Program has a strong influence on
achieving Result
2 = Program has some degree of influence
on achieving Result
1 = Program has minimal (but some)
influence on achieving Result
"High Degree"
of Relevance
"Lower Degree"
of Relevance
(still a clear
connection)
0 = Program has no influence on achievin ~ No Clear
Result S Connection
Center for Priority Based Budgeting
"Leading Communities to Fiscal Health & Wellness " 3
Program Scoring Guidance
• By looking at each of the "Result Maps", do you
understand how the City "defines" that Result?
• Do you see a "connection" between the individual
pro grain you are evaluating and any and/ or all of
the City's identified Results.
Center for Priority Based Budgeting
"Leading Communities to Fiscal Health & Wellness " 4
Program Scoring Guidance
• Do you believe that the prograiTI being evaluated has
a high degree of influence in achieving the overall
Result -in the context of how it is defined by the
Result Map
• If the program were simply no longer provided, would it
make it significantly difficult or impossible for the City to
achieve the Result to the satisfaction of the community?
• If yes, then the program deserves a score of"3" or "4".
• If no, then it deserves a score of "t" or "2" if there is some
connection OR a score of "o" if there is no connection.
Center for Priority Based Budgeting
"Leading Communities to Fiscal Health & Wellness" 5
Program Scoring Guidance
• In looking at the definitions or "sub-results", does the
program seem to influence most of these "sub-
results"?
• If yes, then the program deserves a higher score if it
impacts a majority of these "sub-results".
• If no, then the program might
• still deserve a high score if it is critical to the successful
achievement of one of the "sub-results"
• deserve a lower score when viewed in relation to those
programs with a high score
Center for Priority Based Budgeting
"Leading Communities to Fiscal Health & Wellness " 6
Basic Program Attributes
• Programs are also evaluated relative to Basic Program
Attributes
• Basic Program Attributes are additional
characteristics of programs that could increase their
overall relevance
Center for Priority Based Budgeting
11Leading Communities to Fiscal Health & Wellness" 7
rogram
Mandated to Provide Program
• Programs that are mandated by another level of government (i.e.
federal or state) will receive a higher score for this attribute
compared to programs that are mandated solely by the City or
have no mandate whatsoever.
• The grading criterion established to score programs, on a o to 4
scale is as follows:
-4 = Required by Federal or State legislation
-3 = Required by Charter or incorporation documents OR to
comply with regulatory agency standards
-2 = Required by Code, ordinance, resolution or policy OR to
fulfill franchise or contractual agreement
-1 = Recommended by national professional organization to
meet published standards, other best practice
-o =No requirement or mandate exists
Center for Priority Based Budgeting
"Leading Communities to Fiscal Health & Wellness" 8
Reliance on City to Provide Program
• Programs will be graded on the degree of reliance residents have on the City to
provide a service as compared with their ability to obtain the same or a similar
service from another intergovernmental agency or a private business. Programs
for which residents can only look to the City will receive a higher score for this
attribute compared to programs that are offered by other providers.
• The grading criterion established to score programs, on a o to 4 scale is as
follows:
-4 = City is the sole provider of the service
-3 = Program is only offered by another governmental, non-profit or civic
agency
-2 = Program is offered by only one other private business in the immediate
area
-1 = Program is offered by other private businesses not within City limits
-o = Program is offered by other private businesses within City limits
Center for Priority Based Budgeting
"Leading Communities to Fiscal Health & Wellness" 9
rogram
Change in Demand for Program
• Programs demonstrating an increased demand will receive a higher
score for this attribute compared to programs that show no growth in
demand for the program or service. Programs demonstrating a
decrease in demana for the service will actually receive a negative score
for this attribute.
• The grading criterion established to score programs, on a -4 to 4 scale is
as follows:
-4 = Program experiencing an increase in demand of 2s% or more
-3 = Program experiencing an increase in demand of IS% to 24%
-2 =Program experiencing an increase in demand of s% to I4%
-I= Program experiencing an increase in demand of I% to 4%
-o = Program experiencing no change in demand
--I= Program experiencing a decrease in demand of I% to 4%
--2 =Program experiencing a decrease in demand of s% to I4%
--3 =Program experiencing a decrease in demand of IS% to 24%
--4 =Program experiencing a decrease in demand of 2s% or more
Center for Priority Based Budgeting
"Leading Communities to Fiscal Health & Wellness" 10
Cost Recovery of Program
• The ability of a program to "pay for itself" through user fees,
intergovernmental grants or other specifically dedicated revenues. Programs
will be graded on their ability to cover their costs through program fees (ex:
Building permits fees are revenues that count towards Building Inspection).
Programs that pay for themselves will receive a higher score in this attribute
compared to programs with limited to no program fees.
• The grading criterion established to score programs, on a o to 4 scale is as
follows:
• 4 = Fees generated cover 75% to 1oo% of the cost to provide the program
• 3 = Fees generated cover so% to 74% of the cost to provide the program
• 2 = Fees generated cover 25% to 49% of the cost to provide the program
• 1 =Fees generated cover 1% to 24% of the cost to provide the program
• o = No fees are generated that cover the cost to provide the program
Center for Priority Based Budgeting
"Leading Communities to Fiscal Health & Wellness " 11
... ~~" ... ~ .,. City of • .. rP('Wheat&_dge 8 1PIBIB
~OFFICE OF THE CnY MANAGER
City of Wheat Ridge Municipal Building 7500 W. 291h Ave. Wheat Ridge, CO 80033-8001 P: 303.235.2819 F: 303.234.5924
Priority Based Budgeting Project Overview and Outcomes
Quick Facts
• Engaged 45 staff members from all City departments
• Crafted six result definitions
• Identified 493 programs and services offered by the City
• Reviewed all programs with six peer groups
• Established that 66% of operational funding supports programs that are either critical or
have a strong influence on achieving our results
Project Overview
The Priority Based Budgeting (PBB) project is the result of a City Council strategic goal
identified in May 2010 to implement a core services project. With the overall goal of creating a
financially sound City providing quality services, the core services project was meant to
accomplish the following:
• Develop criteria on how to identify core services
• Identify core services
• Determine prioritization of core services in the annual budget
• Measure the success of core services
Staff kicked off the PBB process in January 2012 with a staff exercise to construct the City's
result definitions using the City Council strategic goals as the starting point. PBB is a step-by-
step process. The steps include:
• Determining the results
• Clarifying result definitions
• Identifying programs and services offered
• Scoring programs based on their influence in achieving results
• Using the information to strengthen the City budget process
Project Outcomes
The PBB project was a positive exercise for those involved. The project management team was
intentional about including staff from all departments and levels of management. This
inclusiveness helped strengthen the process and educate staff on all of the programs and services
offered across the organization. Some of the main outcomes of this project include:
• The development of criteria to rate programs against. This was accomplished through the
development of comprehensive result definitions.
• The identification of the City's core services through the program scoring and
prioritization exercise.
• The process revealed that the City currently prioritizes core services by allocating 66% of
our budget to those programs that are either critical or have a strong influence on
achieving our results. Attachment 3
www.ci.wheatridge.co.us
Next Steps
Patrick, Heather and Nathan will be working with departments over the next couple months to
review the data to ensure accuracy. Staff that participated will be providing feedback on the
project so that information can be used to refine and enhance the process .
Some additional tasks:
• PBB will be used to provide additional data to support budget proposals/decisions.
• PBB data will help staff review programs to identify opportunities to strengthen programs
that are critical to achieving results .
• The PBB Fiscal Health Model will help staff manage budget variances to present an
accurate financial picture of the City.
• PBB will allow staff to model financial impacts of policy decisions.
• Staff has gained an additional tool to further develop our budget process and to help
determine a strategy to address the long-term funding of the City 's CIP budget.
Priority Based Budgeting -Project Calendar 2012/13
September 2012
• September 1 ih, City Council study session presentation ofPBB results
• Begin working on internal process details
o Program evaluations
o PBB budget forms
• Departments continue to review program prioritization information
• Begin development of community engagement strategies
October-December 2012
• Continue work on internal processes
• Departments continue reviewing program prioritization information
• Nov -Debrief with department directors
• Continue development of community engagement strategies
January 2013
• Begin 2013 PBB process with 2013 adopted budget nwnbers
• Program inventory updates
February 2013
• Early Feb -Program Scoring Process
• Late Feb-Peer Review Process
March 2013
• Early March -Continue with Peer Review Process
• Late March -Begin program costing and allocation of revenue and FTE time
April2013
• Continue program costing and allocation of revenue and FTE time
May2013
• May 1st-Updated models sent out with 2014 budget instructions
• Kick-offFY 2014 Budget Process
Attachment 4
TO:
FROM:
DATE:
RE:
MURRAY
DAI-IL
Ku E:G'-1 E:NME:tSTE:R
R~NAUD LLP
MEMORANDUM
Mayor and Council ~ \
Gerald Dahl, City Attorney W'
Tim Paranto, Public Works Director
August 16, 2012
Ordinance Amending Code 5-45: Escrow Agreements I unbuilt public
improvements
This ordinance has been revised to address Council's comments received at a prior
study session. You will recall, Councilmembers were concerned with the length of time
these escrowed funds had been held. The attached list details the 14 escrow accounts,
their original location, purpose, and date.
We have revised the ordinance to produce two versions for your consideration:
• Option A: Allows (but does not require) the City to deposit escrowed funds into
the City's Public Improvement fund if the escrow has been held for 10 years or
more.
• Option 8: Allows (but does not require) the Public Works Director to refund the
escrowed funds to the original depositor if the escrow has been held for 1 0 years
or more.
Both options give the developer an opportunity for hearing, and require the Public
Works Director to find that the original purpose of the escrow "has been or cannot
currently be fulfilled."
We will be prepared to take Council's comments on these options at the September 17,
2012 study session.
ATTACHMENTS:
1. Escrow Fund Table
2. Draft Ordinance, Option A
3. Draft Ordinance, Option 8
8/7/2012
Escrowed Funds
Would Public
ADDRESS DATE AMOUNT ITEMS Escrowed for Improvements No. NAME RECEIVED RECEIVED be Required
Today?(Y/N)
1 RFG Management, Inc . 12100 W. 52nd Avenue, Wheat Ridge, CO 80033 10/1/1995 $ 2,500.00 For Drainage Improvements to E. y
2 Ashley Manor Care Center 3802 Parfet Street 8/1/1997 $ 4,850.00 C,G & SW and Asphalt Paving y
3 Loumar Entities 6225 W . 48th Avenue, Wheat Ridge, CO 80033 3/1/1998 $ 4,767 .00 C,G & SW and Asphalt Paving N
4 Janeily Cell essen 12200 W. 52nd Avenue, Wheat Ridge, CO 80033 7/1/1998 $ 7,000 .00 C,G & SW and Asphalt Paving y
5 General Gerber Const. 10936 W. 45TH Avenue, Wheat Ridge, CO 80033 12/7/2000 $ 8,990 .00 C,G & SW and Asphalt Paving for
N 10936-10942 W . 45th Avenue
6 Discover Land Co . (Mod Log Homes) 4288 Youngfield Street, Wheat Ridge, CO 80033 12/21/2000 $ 22,955 .00 C,G & SW and Asphalt Paving y
7 VH Construction-Vince Hopkins 4445 Parfet Street, Wheat Ridge, CO 80033 8/16/2001 $ 11,600.00 C,G & SW and Aspha lt Pav ing N
8 Steve & Doug Realty LLC 5055 Tabor Street, Wheat Ridge, CO 80033 3/10/2003 $ 6,910.00 C,G & SW and Asphalt Paving y
9 RW Holdings, LLC 11919 W . 1-70 F.R.N., Wheat Ridge, CO 80033 4/18/2003 $ 1,716.88 C,G & SW and Asphalt Paving y
10 Hoss Electric Corp 5150 Parfet Street, Wheat Ridge , CO 80033 7/15/2004 $ 7,193.75 C,G & SW and Asphalt Pav i ng N
11 Wheat Ridge Dental Group, PLLC 10135 W . 38th Avenue, Wheat Ridge, CO 80033 5/3/2005 $ 3,150 .00 C,G, & Asphalt Patching, and
Detached SW
y
12 Prospect Gardens Subdivision 11900 W. 38th Avenue, Wheat Ridge, CO 80033 8/1/2005 $ 8,407 .85 C & G and Asphalt Patching y
(Detached SW built w/Sub)
C, G & 5' wide sidewalk & asphalt
13 Sk itzo Offshore, LLC 4651 Tabor Street, Wheat Ri dge, CO 80033 6/20/2006 $ 25,369 .07 patching from north driveway y
northward to north prop_erty line .
14 Patrick Hyland 6330-40 W . 30th Avenue 1/31/2008 $ 4,957 .65 C, G, & and SW on W . 30th Ave . Y,C&G Only
TOTAL escrow funds= $ 120.367.20
NOTES:
1 -In 1995 this development was allowed to build a sub-standard detention facility . The escrowed funds were set aside for use by the adjacent property when it developed to
"m itigate" the impacts produced by the runoff from this development.
BP -Indicates this roadway segment is a part of the Bicycle and Pedestrian Master Plan.
SS -Roadway is defined as a Priority Corridor in the Streetscape Design Manual adopted March 28, 2011
NOTES
1
BP
BP
BP,55
BP, 55
BP,SS
BP
BP
BP,S5
(For
Drai nage)
"t-.. c • E .c u
CG .. .. c
~Option A
CITY OF WHEAT RIDGE, COLORADO
INTRODUCED BY COUNCIL MEMBER ___ _
Council Bill No. __ _
Ordinance No. ----
Series 2012
TITLE: AN ORDINANCE AMENDING SECTION 5-45 OF THE WHEAT RIDGE CODE
OF LAWS CONCERNING CERTAIN ESCROW AGREEMENTS AS
SECURITY FOR PUBLIC IMPROVEMENTS
WHEREAS, the City of Wheat Ridge, acting through its City Council, has authority to
regulate the development of land and the construction of public improvements in
connection therewith; and
WHEREAS, in the exercise of this authority, the City Council has previously adopted
Section 5-45 of the Wheat Ridge Code of Laws requiring public improvements as a
condition of building permit issuance; and
WHEREAS, a prior version of Section 5-45 permitted posting of security by
development covenant and escrow when immediate construction of the required
improvements would be impractical; and
WHEREAS, the City currently holds escrowed funds for public improvements for certain
industrial and commercial projects, for which the public improvements originally planned
have not been constructed and may never be required in the nature and location
originally contemplated by the associated escrow; and
WHEREAS , the City Council wishes to amend Code Section 5-45 to permit the City to
credit such escrowed funds to the Public Improvements Fund of the City, after notice
and opportunity for hearing being given to the original developer.
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF WHEAT RIDGE , COLORADO:
Section 1. Section 5-45 of the Wheat Ridge Code of Laws, entitled "Public
improvements required" is amended by the addition of a new subsection (i) to
read as follows:
(e) THE PUBLIC WORKS DIRECTOR SHALL HAVE THE
AUTHORITY TO CLOSE ANY ESCROW HELD BY THE CITY
UNDER THE PRIOR VERSION OF THIS SECTION, FOR
COMMERCIAL OR INDUSTRIAL PROJECTS AND TO CREDIT
Attachment 2
THE FUNDS TO THE CITY PUBLIC IMPROVEMENTS FUND
UPON SATISFACTION OF THE FOLLOWING CONDITIONS:
1. THE ESCROW HAS BEEN HELD BY THE CITY FOR TEN
(10) YEARS OR MORE;
2. WRITTEN NOTICE AND AN OPPORTUNITY FOR
HEARING BEFORE THE PUBLIC WORKS DIRECTOR
SHALL BE GIVEN BY CERTIFIED MAIL TO THE LAST
KNOWN ADDRESS OF THE DEVELOPER;
3. THE DIRECTOR MUST FIND THAT THE ORIGINAL
PURPOSE OF THE ESCROWED FUNDS HAS BEEN OR
CANNOT BE FULFILLED; AND
4. THE ORIGINAL DEVELOPER SHALL BE RELEASED
FROM ANY FURTHER OBLIGATION WITH RESPECT TO
THE PLANNED PUBLIC IMPROVEMENTS FOR WHICH
THE ESCROW WAS CREATED; AND
5. SUBJECT TO THE CITY'S ANNUAL BUDGET AND
APPROPRIATION PROCESS, THE CITY, NOT THE
DEVELOPER OR RELEVANT PROPERTY OWNER, SHALL
BE RESPONSIBLE FOR THE FUTURE CONSTRUCTION
OF THE PUBLIC IMPROVEMENTS FOR WHICH THE
ESCROW WAS ORIGINALLY CREATED.
Section 2. Severability, Conflicting Ordinances Repealed. If any section,
subsection or clause of this Ordinance shall be deemed to be unconstitutional or
otherwise invalid, the validity of the remaining sections, subsections and clauses shall
not be affected thereby. All other ordinances or parts of ordinances in conflict with the
provisions of this Ordinance are hereby repealed.
Section 3. Effective Date. This Ordinance shall take effect fifteen (15) days after
final publication, as provided by Section 5.11 of the Charter.
INTRODUCED, READ, AND ADOPTED on first reading by a vote of_ to _
on this __ day of , 2012, ordered published in full in a newspaper of
general circulation in the City of Wheat Ridge, and Public Hearing and consideration on
final passage set for , 2012 at 7:00 p.m., in the Council
Chambers, 7500 West 29 1h Avenue, Wheat Ridge, Colorado.
READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by
a vote of_ to_, this day of , 2012.
SIGNED by the Mayor on this __ day of _____ , 2012.
Jerry DiTullio, Mayor
ATTEST:
Janelle Shaver, City Clerk
First Publication :
Second Publication:
Wheat Ridge Transcript
Effective Date:
Approved as to Form
Gerald E. Dahl , City Attorney
~Option B
CITY OF WHEAT RIDGE, COLORADO
INTRODUCED BY COUNCIL MEMBER ___ _
Council Bill No. __ _
Ordinance No. ----Series 2012
TITLE: AN ORDINANCE AMENDING SECTION 5-45 OF THE WHEAT RIDGE CODE
OF LAWS CONCERNING CERTAIN ESCROW AGREEMENTS AS
SECURITY FOR PUBLIC IMPROVEMENTS
WHEREAS, the City of Wheat Ridge, acting through its City Council, has authority to
regulate the development of land and the construction of public improvements in
connection therewith; and
WHEREAS, in the exercise of this authority, the City Council has previously adopted
Section 5-45 of the Wheat Ridge Code of Laws requiring public improvements as a
condition of building permit issuance; and
WHEREAS, a prior version of Section 5-45 permitted posting of security by
development covenant and escrow when immediate construction of the required
improvements would be impractical; and
WHEREAS, the City currently holds escrowed funds for public improvements for certain
industrial and commercial projects, for which the public improvements originally planned
have not been constructed and may never be required in the nature and location
originally contemplated by the associated escrow; and
WHEREAS, the City Council wishes to amend Code Section 5-45 to permit the City to
credit such escrowed funds to the original depositor, after notice and opportunity for
hearing being given to the original developer.
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF WHEAT RIDGE, COLORADO:
Section 1. Section 5-45 of the Wheat Ridge Code of Laws, entitled "Public
improvements required" is amended by the addition of a new subsection (i) to
read as follows:
(e) THE PUBLIC WORKS DIRECTOR SHALL HAVE THE
AUTHORITY TO CLOSE ANY ESCROW HELD BY THE CITY
UNDER THE PRIOR VERSION OF THIS SECTION, FOR
COMMERCIAL OR INDUSTRIAL PROJECTS AND REFUND
THE MONIES TO THE ORIGINAL DEPOSITOR, UPON
SATISFACTION OF THE FOLLOWING CONDITIONS:
Attachment 3
1. THE ESCROW HAS BEEN HELD BY THE CITY FOR TEN
(10) YEARS OR MORE;
2 . WRITTEN NOTICE AND AN OPPORTUNITY FOR
HEARING BEFORE THE PUBLIC WORKS DIRECTOR
SHALL BE GIVEN BY CERTIFIED MAIL TO THE LAST
KNOWN ADDRESS OF THE DEVELOPER;
3 . THE DIRECTOR MUST FIND THAT THE ORIGINAL
PURPOSE OF THE ESCROWED FUNDS HAS BEEN OR
CANNOT BE FULFILLED; AND
Section 2. Severability, Conflicting Ordinances Repealed. If any section,
subsection or clause of this Ordinance shall be deemed to be unconstitutional or
otherwise invalid, the validity of the remaining sections, subsections and clauses shall
not be affected thereby . All other ordinances or parts of ordinances in conflict with the
provisions of this Ordinance are hereby repealed.
Section 3. Effective Date. This Ordinance shall take effect fifteen (15) days after
final publication , as provided by Section 5.11 of the Charter.
INTRODUCED, READ, AND ADOPTED on first reading by a vote of _ to _
on this __ day of , 2012, ordered published in full in a newspaper of
general circulation in the City of Wheat Ridge, and Public Hearing and consideration on
final passage set for , 2012 at 7:00 p.m., in the Council
Chambers, 7500 West 29 1h Avenue , Wheat Ridge, Colorado.
READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by
a vote of_ to _, this day of , 2012.
SIGNED by the Mayor on this __ day of _____ , 2012.
ATTEST:
Janelle Shaver, City Clerk
First Publication:
Second Publication :
Wheat Ridge Transcript
Effective Date:
Jerry DiTullio , Mayor
Approved as to Form
Gerald E. Dahl, City Attorney