HomeMy WebLinkAboutStudy Session Packet 04/05/2010
STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO City Council Chambers 7500 W. 29th Ave. April 5, 2010 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 parlicipafing and need inclusion assistance. APPROVAL OF AGENDA Staff/Council Reports a) Adoption of Denver Regional Council of Governments Natural Hazard Mitigation
Plan b) Community Development Advisory Board Appointment 2. WR 2020 Updates a) 38th Avenue Market Study Report .1. Citizen Budget Oversight Committee Report 4. Sign Code Amendment -Signs
in street rights of way .2., Outside Commercial Storage
, • City of DEVELOPMENT TO: FROM: THROUGH: DATE: SUBJECT: SUMMARY Memorandum Honorable Mayor and City Council Meredith Recker!, Senior Planner
)J Kenneth Johnstone, Director of Community Development YO March 24, 20 I 0 (For the Study Session of April 5,20 I 0) Update to DRCOG Regional Mitigation Plan The Federal Disaster Management
Act of2000 requires local jurisdictions to prepare and adopt a natural hazards mitigation plan to be eligible for future pre-disaster mitigation and post-disaster recovery funding. DRCOG,
in cooperation with the Colorado Office of Emergency Management, undertook preparation of a regional plan for the Denver metropolitan area which was adopted in 2003. On October 28 of2003
, the City of Wheat Ridge approved a resolution adopting the Denver Regionall-Iazard Mitigation Plan. In 2009, DRCOG initiated an update to the 2003 plan. In addition to the City of
Wheat Ridge, seven counties and twelve municipalities in the metro area participated in this effort. The natural hazards examined in the plan are avalanche, drought, earthquake, nood,
hail, heat wave, landslide, land subsidence, winter storm/freezing, severe storm/wind, thunderstorm (lightning), and tornado and wildland fire hazard BACKGROUND A hazards mitigation
plan is designed to do the following: • Help communities reduce losses to life and property in the event of a future disaster • Establishes priorities for loss prevention • Reduce the
social and economic disruption brought on by disasters A hazards mitigation plan should include the Following: • Identification of natural hazards • Assessment of risks to communities
• Identification of current and future local mitigation strategies to mitigate their effects Adoption of or participation in a regional planning effort is required in order for a jurisdiction
to remain eligible for state and federal hazard mitigation grants. Participation also benefits a community's standing in the National Flood Insurance Program's Community Rating System.
The updated plan includes a risk assessment for natural hazards by county, identifying the number of people and businesses potentially at risk and the assessed valuation of properties
vulnerable to
DRCOG Memo Regional Mitigation Plan March 24, 20 I 0 Page 2 each natural hazard. The plan identifies current and Future mitigation measures that communities are implementing to reduce
the risk From natural hazards. Mitigation measures can include projects such as building re location, open space acquisition, wildland Fuel management, and public inFonnation projects.
Adoption oF the attached resolution on April 12, 20 10 finalizes the City's adoption oFthe updated plan. ATTACHMENTS: I. Resolution No. IS-20 10 2. City of Wheat Ridge 2009 Exist ing
and Planned Mitigation Measures! Action Strategies 3. InFormation Packet (Planning For SaFer Communities: Improving Community Disaster Resilience through National Hazard Mitigation in
the Denver Region) 2
TITLE: CITY OF WHEAT RIDGE, COLORADO RESOLUTION NO. 15-2010 Series of 20 I 0 A RESOLUTION ADOPTING THE DENVER REGIONAL NATURAL HAZARD MITIGATION PLAN WI-IEREAS, natural hazards in the
seven county Denver Region historically have caused significant disasters with losses of life and property and natural resou rces damage, ancl WI-IEREAS, the City of Wheat Ridge recogn
izes the imporl<lllce of reducing or eliminating vulnerability to disasters caused by natural hazards for the overall good and welfare of the community, and \VHEREAS, the City of Wheal
Ridge has been an act ive pm1icipant in the Regional Natural Hazard Steering Committee, which has established a comprehensive. multijurisdictional. Regional Natural Hazard Mitigation
Plan to identify natural hazards and develop strategies to mitigate natural hazards, and \VHEREAS, the Federal Disaster Mitigation Act of2000 requi res jurisdictions to prepare and adopt
a natural hazards mitigation plan to be eligible for future pre-disnster and post-disaster federal federal fu nd ing for mitigation purposes, and WHEREAS, the City of Wheat Ridge has
identified and justified a number of proposed projects and programs needed to mitigate the vul nerabilities of the City of Wheat Ridge to the impacts of future disasters to be included
in the Regiol1tll Natural Hazards Mitigation Plan. NOW, TI-IEREFORE. BE IT RESOLVED by the Wheat Ridge C it)· Council, th at; Section I. Adoption of Regional Plan. The City of Wheat
Ridge hereby accepts and approves of its designated portion of the Denver Regional Natural Hazard Mitigation Plan, upon approval by the Colorado Office of Emcrgcncy Management and the
Federal Emergency Management Agency (FEMA). Section 2. Funding and preparation of local plan_ The City of Wheat Ridge is requested and instructed to pursue available funding o pportunities
for implementation of the proposals designated therein and, upon receipt of such funding or other necessary resources, seek to implement the proposals contained in its section orthe
mitigation strategy_ ATTACHMENT 1
Section 3. Cont inued participation in regional plan. The City of Wheat Ridge wi ll conti nuc to participate III the updnting and revision orthe Dcnver Regional Natural Haza rd Mitigation
Plan with a plan review and revision to occur within a five year cycle, and designated staff will provide annual progress reports 011 the stntllS of implcmcntation of the plan to the
Wheat Ridgc City Council. The City of Wheat Ridge will fUI1her seek to encourage the businesses. co rnlllllllity groups and organizations and other stakehold ers within the ci ty to
also participate in the updating and revision of Denver Regional Hazard Mitigation Plan. Section 4. Publication. This Resol ution shall be published in a newspaper of general circulation
wi thin thc City of Wheat Ridge. DONE AND RESOLVED this clay ofMmch 2010. Jerry DiTuUio, Mayor ATTEST: Michael Snow, City Clerk Published in the Wheat Ridge Transcript:
City of Wheat Ridge 2009 Existing and Planned Mitigation Measures/Action Strategies 1 " T I ++-F-F NGO,
'""= d I!""" 01""" _ '. aud integrate naturat halard mitigation activities with tocat land dovolopmefll planning activities lind emergency opefalions Complete -APpropriat;
Bo)( . L,M,N c."" , , Id,"''', I (Identify . , , , "_G.," Being
Implement term 1·2 term 2·S Medium (Insert Number(s) '" yrs. yrs. , High from list below Ihis lisil , "b.' : R",,, B""d'"' I building ' .3 , , , I" ' ,_.'
.0' .0.' , I ,,,"",", , , I L I 2.4.8 "d ' , Joeo s,:,," I ,,," -1'2.3.4 , , , 1M I 4,'." , , public workS ' ,2 " ---, , , 1M ----.-, Ii 1,2.3.4 , , , -I" -r----,-Managemenl Develop
Inventories of public workS. planning 1.2,3,4 , , , " 3.4. at·risk struclures 10 pnoritile mitigation I "'X, -iI.2." , , , " 2,4,6 ,12 Management --
1 oUIIClIng. pli'lf1nmg 1,2,3.4 -l-, I ' , " 1 345.8 II " 1-public _, ,3.4 -i: 4 , , 1 8Ulldll''19 1 l planning, publIC 1.23.4 , , 4 Floodproofing
bUlldmg, planning, public 1.2 .3.4 , , , H r--'. workS 1'.23.4 I r-bUilding. saflilation districts , , , " 4 ,hlir works 1.34 , , , -->< 4 r---I ",,",,)1 I ' 10' " -1,2,3,4 -' : ' ,
I M • publi' b",Id'o, 1.3 , , , " I 4.7 I puohc works, bUilding. parks. ru3.'. , , , , " I 413 -f--f- , , , , 1.3., , -f-' h' IT 1ft: .. , -, <: _I
, , rM 4, 14 , , .f police, 12,3.4 , , , M bUilding Planntngr!o;s parks, + 12,34 works. parks , , , -,_1j I.-11'4 ATT ACHMENT 2
Cit yo! ' : Ridge 2009 and i Measures! i , r-_ " , , , ---I---- . 34 , , 13; • . , .... , , , , H ' .3.' , ,, ,, ,, [-H-1M I ",!:Ill 14 •
' . , ;---'-=-' .2 , , I ' --t Ii , b1..iildino. ,ublic 1.23 -P 1M ..!. ---I--f----N"",,' .. "'"' 'No" -I--Thl< ,,, , I '. mo",,'[' """'''' 1 T ---"0" ""'h m",wt .J. f to "mk
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ATTACHMENT 3
Table of Contents Planning For Safer Communities: Why is it Important? Introduction Why Should Community Planners and Local Government Officials be Concerned? Planning For Safer Communities:
What are Safe Growth, Natural Hazard Mitigation and a Resilient Communities? Safe Growth -What is it? What is Natural Hazard Mitigation? What is a Resilient Community? Planning For Safer
Communities: How? The Community Comprehensive Plan and Disaster Resilience Best Hazard Mitigation Practices: Managing Development to Build Resilience Mitigation Action Categories and
Activities Principles For Effective Hazard Mitigation in Land Use Planning Which Natural Hazards Should We Be Concerned About In The Denver Region? What About Other Community· wide Hazards?
How Can I Better Prepare My Community Against Natural Hazards? Planning For Safer Communities: Example Natural Hazard Mitigation Planning Projects in the Denver Region State and Federal
Grants Available to Local Governments What Next? Colorado Resources to Contact for More Informalion References 1 1 2 3 3 3 4 5 5 7 8 8 9 10 11 13 14 15 16
Introduction Natural hazards strike the Denver region frequently. with major consequences. Consider how your community was affected by the following natural hazard events in the region:
Heat Wave: July 2005: Five consecutive days of 100 or 100-plus degree temperatures occurred in the region. This streak ties the record five day 100-degree streak set in 1989. •
Winter Storm! Blizzard: March 20 -23.2003: 7.5 feet of snow fell resulting in a state emergency declaration and $33.6 million in loss and damage from 18,445 insurance claims. • Wildfires:
Summer 2002: Several wildland fires occurred, including the 138,OOO-acre Hayman Fire where 133 homes and one business were lost with $39.1 million in damage. • Lightning Hazard: 1980-2002:
Lightning is Colorado's deadliest natural hazard; Colorado ranks 10m in the nation for injury and death with 71 injuries and 17 fatalities during this period. Hailstorms: July 11
,1990: The metro area was hit by an intense hailstorm causing $625 million in property damage damage -the second most costly hailstorm in U.S. history. Floods: June 16, 1965: The
South Platte River and other creeks flooded Denver, Littleton, Castle Rock and Larkspur killing six people and causing $530 million in property damage. 1,270 structures were lost or
damaged. What do these metro area disasters have in common? What can communities do to protect themselves from these terrible events? All of these disasters are caused by natural hazard
events that resulted in the loss of lives, property and natural resources. They also disrupted critical facilities and services in the Denver region. This booklet is prepared to help
local governments better prepare their communities to withstand the effects of natural This booklet is prepared to help local governments better prepare their communities to withstand
the effects of natural hazards. hazards. It contains information about how to use community planning practices to make safer communities; information about the region's Natural I!;;======------•
• .: Hazard Mitigation Plan, developed by the Denver Regional Council of Governments (DRCOG) and offers best management practices. There is also information about 1
2 example projects by local governments in the Denver region and hazard mitigation grants available to local governments. As the region's population increases, and communities continue
to grow, more development occurs in areas subject to floods, landslides and wildfire. Individual and community exposure to other, weather-related, hazard events also will increase. The
need for communities to get serious about natural hazard mitigation has never been greater. Unfortunately, it is difficult to capture the attention of citizens and decision-makers before
disasters occur. Hazard mitigation does not easily lend itself to a political dividend for community leaders, and planners can easily bog down in an overly academic approach that loses
sight of the urgencies they are trying to address (Armstrong, 2002). But with the impacts communities have suffered from disasters, there is growing recognition of the importance and
benefits of long-term planning strategies to reduce risk from natural hazards. I DRCOG is a resource for local governments on natural hazard mitigation planning. Please call us
__5_ . -,I ! Why Should Community Planners and Local Government Officials be Concerned? Natural hazards
are deadly and expensive: the United States averages 500 deaths per year and nearly $14 billion in damage from weather-related natural hazards. Since 1988, the U.S. has sustained 53
weather-related disasters with total unadjusted damages/costs of nearly $260 billion. (NOAA National Climatic Data Center) In Colorado between 1995 and 2004, weather-related hazard events
claimed a total of 98 lives, injured at least 448 people and caused an estimated $1.3 billion in damage. Money spent by communities on mitigation significantly reduces the future costs
of recovery when natural disasters strike. As the direct losses and disruptions caused by natural disasters continue to grow, communities have become increasingly aware that development
decisions made in the past are at least partly responsible for the extent of devastation that results from each new disaster event. Since 9/11/01, Hurricane Katrina, and in light of
recent terrorist threats in cities around the world, hazard mitigation in urban areas has taken on a new dimension and carries a heightened sense of responsibility on the part of citizens
and local governments. Better preparing for all types of hazards and disasters by making communities disaster-resilient is an important goal.
Safe Growth -What is it? In recent years there has been a shift from natural hazard disaster recovery to disaster prevention and mitigation. In terms of community planning, this philosophy
has been dubbed "Safe Growth" (American Planning Association, 2005). Safe growth uses planning to increase community safety at many levels and requires community planners and local emergency
and public safety managers to work more closely together. Communities can be made safer in part by becoming more resilient -able to quickly recover -through incorporating natural hazard
mitigation into community planning and decision-making. In order to bear the pressures of urban politics, natural hazard mitigation growthn strategies must be accompanied
by local government leadership, public awareness and support, and partnering with diverse interests within the region. What is Natural Hazard Mitigation? Hazard mitigation is simply
a technical term for reducing risks before disasters occur. Mitigation works to reduce or eliminate vulnerability of people and property from natural hazards and their effects. It includes
both structural measures, such as protecting buildings and infrastructure from the forces of wind and water, and nonstructural measures such as development regulations and wise land
use policy. These activities can target existing development or seek to protect future development by avoiding new construction in hazardous places. Mitigation measures reduce risk for
individual homeowners and Through comprehensive planning. communities can manage development to build resilience to natural hazards and thus better "weather the storm" of natural disasters.
businesses, as well as essential critical facilities such as hospitals, public safety and transportation facilities, and water and power utilities. While individual citizens and property
owners have an important role to play in mitigation, local governments have a major responsibility. The most effective mitigation measures are implemented at the local government level,
where most decisions on the regulation, timing, and location of development are made. Through comprehensive planning, communities can manage development to build resilience to natural
hazards and thus better Wweather the stormn of natural disasters. 3
4 What is a Resilient Community? A resilient community is able to withstand an extreme natural event without suffering devastating losses, damage, diminished productivity, or quality
of life and without a large amount of outside assistance. (Mileti, 1999). • Instead of heavy casualties, there is a minimal loss of life and limited interruption of public services -including
emergency medical and health services, electric and water utilities, transportation and communications. • The private sector is able to resume business operations in a timely manner
I thus contributing to the recovery of the community. • The community is able to manage the response operations, supplemented by pre-planned resources from neighboring communities and
State government resources. • The community is able to recover to at least pre-disaster conditions in an accelerated, ordered, pre-planned manner. Natural hazard mitigation can help
to develop resilient communities. Designed in advance to anticipate, weather, and recover from the impacts of natural hazards, resilient communities are based on principles derived from
experience with disasters in urban areas. While they may bend from hazard forces, they do not break. They are able to adapt and rebound. As we know from recent disasters, the ability
to rebound from a major impact without falling into chaos is increasingly important for American urban areas (Godschalk, 2002). The overall objective of a disaster resilient community
program is to reduce the vulnerability of a community -including business and industry -to natural hazards, so that when a major flood, earthquake, wildfire or other natural hazard event
does occur -injuries, deaths, property damage, economic losses and human suffering are minimized, and community recovery can be accelerated.
The Community Comprehensive Plan and Disaster Resilience Adding a hazard element to the community's comprehensive plan is one of the most effective mechanisms to institutionalize hazard
mitigation for new development. While planning in and of itself may not be regulatory, it uses regulatory mechanisms (zoning, development ordinances, etc.) for implementing goals and
objectives. Approaches to the reduction of losses from all types of hazard historically have focused on structural solutions. Today's communities are discovering that there is more to
addressing disasters and recovery than reconstructing pre-disaster buildings and infrastructure. Many community planners and local elected officials are relative newcomers to hazard
mitigation. The passage of the Disaster Mitigation Act of 2000 (pubtic law 106-390) and issuance of new regulations has revitalized mitigation planning by creating new planning criteria
for state and local governments as well Planning provides a basis for charting courses of action so that vulnerability is reduced in a way that best fits a community. as financial incentives
for those that approach hazard mitigation through a planning process. It is therefore in a community's best interest to learn how to incorporate hazard mitigation into long range as
well aS1daily planning activities to create stronger, more resilient communities. Planning provides a basis for charting courses of action so that vulnerability is reduced in a way that
best fits a community. Incorporation of natural hazards as a community problem addressed in plans is a somewhat innovative practice not yet found in all of the region's jurisdictions.
Best Hazard Mitigation Practices: Managing Development to Build Resilience Local governments can use a number of techniques to guide the location, type, intensity, design, quality, and
timing of urban development. Many of these planning tools can be applied to hazard mitigation both current and long range: Building standards -these regulate building construction
and can include building codes, fire prevention, floodproofing and seismic design standards, wind-bracing and anchoring. 5
6 • Development regulations -traditional tools for community current planning can include flood-zone regulations. setbacks. and zoning overlay districts that apply additional development
standards for sensitive lands such as expansive soils and landslide areas. • Critical and public facilities siting policies -these policies can guide the funding and siting of public
facilities such as schools, fire stations and other public buildings, streets, storm sewers and other utilities outside of high hazard areas. • Land and property acquisition -purchasing
properties in hazard-prone areas with public funds, and restricting development to uses that are less vulnerable to natural hazards is an effective but expensive technique. This approach
can include acquisition of undeveloped lands, or development rights, transfer of development rights to lower-risk areas, relocation of buildings and acquisition of damaged buildings.
• Taxation and fiscal policies -can be used to more equitably distribute the public costs of private development of high hazard areas by shifting more of the cost burden onto owners
of hazardous properties. Using impact taxes to cover the public costs of development in high hazard areas or providing tax breaks for reducing land use intensities in hazardous areas
are two options. • Information dissemination -public information programs influence public and decision-makers about the location and type of natural hazards and appropriate land development.
Education for construction professionals and businesses is important. Other approaches that work include requiring hazard disclosure statements in real estate transactions and public
signage to warn people about high hazard areas.
Mitigation Action Categories. Activities and Responsible Parties The following is a list of key natural hazard mitigation categories and activities, along with the staff or department
in a local govemment typically responsible for carrying them out. Type of Mitigation Action Responsible Community Staff or Department __ -the use of community development _lations to
development and lncnIasa disaster resilience: overlay zones, floodplain management. open spaos acqulsltion and building codes, ole. "'-'Y _lion -activities to proIact spacIfic properties:
reiocation, elevating buildings, sewer bad< up protection, retrofitting, building ftoodproofing. NllfIInI'Rosoun:e Protec_ -activities to preserve the function of natural buffer areas
in ftoodplains and watersheds; wetlands protection and enhancement. Can also indude fuel reduction and home safety improvements in wildland fire zones Emetf18IICy S8IYIc •• -equipment
and facilities to assist and minimize impact of disasters. Hazard response activities. hazard warning systems. emergency operations centers, back-up power supplies, etc Slrucfllnl' Projecb
-typically constructed ftood control measures such as reservoirs, detention ponds, storm channel modiflcations. Public Ed_lion &
'nfonn.1Ion -activities to advise existing and future property owners abool nalural hazards and vrays to prolact people and property. Includes proViding mapping and informaUOn to the
public. real estate disclosure programs and community and school group outreach. Usually administered by building, planning and or code enforcement departments of local governments.
Usually undertaken by property owners on a building-by-building or parcel basis. Usually undertaken by local parks or open space departments or federal land and resource management agencies.
These measures are the responsibility of local government emergency selVice providers and owners and operators of critical facilities. Typically managed and maintained by local government
public works departments or flood control district. Usually implemented by a local government public information office. 7
8 Principles For Effective Hazard Mitigation in land Use Planning Studies have examined successes and failures in regulating land use for hazard mitigation (Burby, 1998) providing a
basis for the following development management principles for community planners: Use clear and authoritative maps of the hazard whenever possible, Link clear and realistic design
guidelines and regulations to the maps, Ensure that hazard-free land is available for development, If trying to rearrange or restrict land uses in hazardous areas do so before
the land is subdivided. Offer incentives to encourage developers to locate projects outside of hazardous areas and to adopt hazard mitigation measures that exceed those required
by law, If hazardous land is subdivided and built out, be prepared to purchase selected properties, Use project-specific design approaches -often better than blanket policies
but require more work on individual project review, and Use the post-disaster window of opportunity opportunity to encourage individual owners to retrofit or relocate. Which Natural
Hazards Should We Be Concerned About In The Denver Region? Working in cooperation with local govemments in the region, DRCOG prepared a regional natural hazards mitigation plan in 2003.
Funded through the federal Disaster Mitigation Act of 2000, the plan identifies 13 types of natural hazards presenting risk to communities in the nine-county Denver metropolitan region.
The five rated as highly frequent and serious or extensive in severity are highlighted. Natural Hazard Frequency and Severity Rating Avalanche Drought Earthquake Flood Hail Heat Wave
Land Subsidence Landslide Severe StormlWind Thunderstormllighlning Tornado Wildland Fire Winter StormJFreezing Very Low! Minor High! Extensive Very Low! Serious High! Serious High/Serious
Medium! Extensive Lowl Minor Lowl Minor Mediuml Serious Highl Serious High/Extensrve Lowl Serious Medium! Serious
The DRCOG Regional Natural Hazard Mitigation Plan is useful to local governments because it: • identifies the location, frequency and severity of natural hazards with vulnerabilityl
property value estimates for affected areas based on local county assessor records, • documents existing and planned city and county programs and projects to reduce long-term risk to
people and property from natural hazards, and importantly, • Makes local governments that adopt eligible for federal disaster mitigation grants. As of January 2005, six counties
and 11 cities had adopted the DRCOG plan. All of the remaining counties and cities in the region are encouraged to adopt the plan. More information about the plan can be obtained from
DRCOG. The plan can be accessed from the DRCOG website at: http://www.drcog.org/documentsfDenver_Regional_ Natural_ Hazard_Mitigation_Plan 10-17 -03.pdf What About Other Community-Wide
Hazards? While the Disaster Mitigation Act of 2000 only requires that local and regional mitigation plans be prepared to address natural hazards, the Federal Emergency Management Agency
(FEMA) recommends that these plans address human-made and technological hazards if possible. In many instances, natural disasters have secondary effects, such as dams breaking due to
floods, or hazardous material releases due to tornadoes. Because of the diversity of hazards, both natural and manmade, and the consequences of significant concentrations of people and
facilities in urban areas, multi-hazard plans and strategies are encouraged. By Executive Order in July 2003, Governor Owens created nine All-Hazard Emergency Management
Regions and established Homeland Security Working Groups to prepare plans and determine priorities specifically for human-caused, technological hazards and terrorism prevention. These
working groups are coordinated with the state planning regions through the Colorado Department of Local Affairs (DOLA) Division of Emergency Management to address these other types of
hazards using funding provided through the U.S. Department of Homeland Security. More information about these plans is available from DOLA at: http://www.dola.state.co.us/oem/homelandsecurity/homelan
dsecurity.htm 9
10 Natural hazard mitigation usually includes sharing information about risks and safety measures, mitigation of man-made hazards or terrorism generally does not. The principles of disaster
resilience are the same for both. The city that is resilient to natural disasters is equally resilient to terrorism, despite a different disaster catalyst (Godschalk, 2002). How Can
I Better Prepare My Community Against Natural Hazards? Both urban and rural communities have recognized that a combination of efforts is essential to increasing disaster resilience.
The goal is to modify the built environment to reduce the risks and potential consequences of hazards. The best time to incorporate disaster resilience into your community is before
disaster strikes. This results in safer communities that can resist becoming victims when disaster strikes. Cities and counties in the United States are increasingly using their zoning
and subdivision ordinances to mitigate hazards to new development in addition to adopting and enforcing hazard-resistant building standards and codes. Hazard reduction policies and practices
need to be integrated into the mainstream of community and business activities and should be reflected in local comprehensive plans. Local planning practice needs to be expanded to incorporate
hazard mitigation into traditional planning concepts and issues (e.g., historic preservation, economic development, transportation, land use planning, site planning and design, zoning,
subdivision) so that planners and local government officials will understand how hazards and hazard mitigation fit into other planning concerns.
The following is a list of natural hazard mitigation land use planning related projects already undertaken by local governments in the Denver region. These projects provide good examples
of the range of planning activities that can be undertaken at the local level. Many of these projects are of the type that could be funded using FEMA PreDisaster Mitigation (PDM) grant
funds available to local governments on an annual basis. Drought Mitigation Douglas County Water Supply Overlay District. The county prepared and adopted an overlay zoning district in
1998 that provides standards for existing and new water districts and individual wells to demonstrate reliable water supply and well spacing. The county also has adopted Floodplain,
Geologie Hazard and Wildfire Hazard overlay zoning districts. Douglas County Community Development Department, (303) 660-7460, http://www.douglas.co.us./City & County of Denver Drought
Response Plan. In 2002 Denver Water prepared a Drought Response Plan to provide a set of water budgeting strategies for drought response based on drought levels keyed to reservoir levels.
Denver Water has a detailed water use ordinance of water use rules and a water use program updated annually. They also identify best management practices for water conservation. Denver
Water, (303) 628-6000, http://www.denverwater.orgidroughUDRP04_02.html-Top Flood Mitigation Adams County Flood Control Overlay Zone District. In 2002 the county established this zone
district to improve regulation of land use within the 1 floodplain and special flood hazard areas by requiring a floodplain use permit and performance standards for development.
Adams County Planning and Zoning Department, (303) 853-7000, http://www.co.adams.co.uslservices!departmentlplanning_developmentlDev_Plan! Chapter03.pdf • 11
12 City of Littleton, Open Space Preservation in the South Platte Park. In the early 1970s the Army Corps of Engineers proposed channelization of the South Platte River within the City
of Littleton. Littleton proposed instead to use the funds to purchase and preserve the floodplain in this area. The resulting South Platte Park is a large natural open space and natural
floodplain along a two and half mile stretch of the South Platte. The park, over a square mile in total area, is located along one of the only unchannelized sections of the South Platte
River within the Denver Metro area. Littleton Community Development Department, (303) 795-3748, http://www.littletongov.org/communitydev/default.asp Geological Hazard Mitigation Jefferson
County, Geologic Hazard Overlay Zone District. In 2001 the county prepared and adopted zoning overlay district that provides supplementary regulations for land development and building
within geologic hazard areas specifying restricted and provisional allowable uses. Jefferson County also has a Floodplain and Wildfire Hazard Overlay Zone District. Jefferson County
Planning and Zoning Department, (303) 271-8700, http://www.co.jefferson.co.us/exVdpVpublic_works/planning/indeX.hlm Wildland Fire Mitigation Boulder County, Wildfire Mitigation Plan
Requirements. Boulder County includes required wildfire mitigation measures in the Site Plan Review process consisting of a site plan and written narrative that address wildfire hazard
elements to obtain a building permit in rural areas. Boulder County Land Use Department, Planning, Zoning, GIS/Maps, and Wildfire Mitigation Division, (303) 441-3930, http://www.co.boulder.co.us/lulw
ildfire/standards.htm.
State and Federal Grants Available to Local Governments Federal grant assistance is available to local governments to undertake mitigation projects. There are three major FEMA grant
programs available to cities and counties: the Pre-Disaster Mitigation (PDM) program and the Hazard Mitigation Grant Program (HMGP) administered by the Colorado Division of Emergency
Management (CDEM): and the Flood Mitigation Assistance Program (FMAP) administered by the Colorado Water Conservation Board (CWCB). Pre-Disaster Mitigation (PDM) Program The PDM program
provides funds to communities for hazard mitigation planning and implementation of mitigation projects prior to a disaster event. Up to $150 million nation-wide may be available for
FY 2006. These grants are awarded on a competitive basis with at least a 25 percent non-Federal cost share match required. Communities wishing to apply for PDM project funds must have
a FEMA-approved mitigation plan (such as the Denver Regional Natural Hazard Mitigation Plan) to be considered eligible. Mitigation activities submitted for consideration must be consistent
with the FEMA-approved mitigation plan. In addition, local government applicants must be participating and in good standing with the National Flood Insurance Program (NFIP), if applicable.
Proposed projects must be deemed long-term, feasible, cost-effective, and must meet all FEMA requirements. Effective mitigation projects are key to achieving the goals specified in the
mitigation plan. To apply for these grants contact the Colorado Division of Emergency Management at (720) 852-6600. Hazard Mitigation Grant Program (HMGP) The Hazard Mitigation Grant
Program (HMGP) is another potential source of funding for up to 75 percent of the costs for implementing natural hazard mitigation measures but is only available to communities during
immediate recovery from a presidentially declared disaster. The Flood Mitigation Assistance (FMAP) Program Grants are available from FEMA through the Colorado Water Conservation Board
for reducing flood risk in local communities. Funding for the program is provided through the National Flood Insurance Fund, and is funded at $20 million nationally. The Flood Mitigation
Assistance Program (FMAP) offers grants for developing a local Flood Hazard Mitigation Plan and for completing flood mitigation projects to reduce flood risk in your community. To apply
for these grants contact the Colorado Water Conservation Board at (303) 866-3441. 13
14 For structural and non-structural grants a community must participate in the National Flood Insurance Program (NFIP). A community must match 25 percent of the total grant, half of
which must be cash, for both types of grants. For planning grants at least one public meeting to gain community consensus about the plan and its objectives is required and the community
must legally adopt the plan. For structural project grants the community must have an adopted local Flood Hazard Mitigation Plan that identifies the proposed project as the community's
number one priority for a flood hazard mitigation project. Eligible structural project grants include: 1) Acquisition of NFIP insured structures and real property, 2) relocation or demolition
of NFIP insured structures, 3) elevation of NFIP insured structures, 4) dry flood proofing of NFIP insured structures, 5) minor, localized structural projects that are not fundable by
State or other Federal programs. What Next? As the region's communities continue to grow, more people, homes and businesses are at risk from disasters caused by natural hazards. There
are many ways for local government officials and community planners to plan for safer communities. In addition to structural projects that strengthen or move infrastructure or buildings,
communities can use land use planning tools to become more resilient. Resilient communities are safer communities that are better able to withstand the effects of natural disasters.
This booklet describes how community planning and development management can build resilience using best management practices and principles. Example projects by local governments in
the Denver region are provided, as is information and contacts for grants available to local governments.
Colorado Resources To Contact for More Information Denver Regional Council of Governments For further information about the region's natural hazards, their effects, and what participating
local governments are doing to address them can be found in the OReOG Regional Natural Hazard Mitigation Plan available from DRCOG at (303) 455-1000 or on the Web at: http://www.drcog.org/index.cfm?p
age=NaturaIHazardMitigation Colorado Division of Emergency management For more information on natural and human-caused or technological hazard prevention, response and recovery, as well
as FEMA PDM and HMGP grants contact the Colorado Division of Emergency Management, 9195 East Mineral Avenue Suite 200, Centennial, Colorado, (720) 852-6600, htlp:/lwww.dola.state.co.usloem/oemindex.h
tm Colorado Water Conservation Board For more information on flooding, floodplain management and FMAP grants contact the Colorado Water Conservation Board, Denver Colorado, (303) 866·3441
, htlp:llwww.cwcb.state.co.usl Federal Emergency Management Agency For more information about natural hazards, pre·disaster mitigation and disasters contact the Federal Emergency Management
Agency (FEMA) Region VIII, Denver, Colorado, (303) 235-4800, htlp:llwww.fema.gov/regions/viii/Colorado Department of Local Affairs For more information about comprehensive plans, model
zoning ordinances and best planning practices contact the Office of Smart Growth, Colorado Department of Local Affairs, Denver, Colorado, (303) 866-2353 htlp:/lwww.dola.state.co.uslsmartgrowth
15
16 References American Planning Association, (2005). APA's Safe Growth America Checklist. hltp:/lwww.planning .org/conferencecoverage/2005/tuesday/safegrowth.htm Armstrong , M,J. (2002).
Urban Hazard Mitigation: Increasing Human Security through Re-Assessing the Sleps Toward Livable Communities, ICF Consulting, hllp:/lwww.icfconsulling.comlMarkels/Homeland·Securityfdoc_fileslem_milig
al.pdf Burby, R.J., May, P. J., and Paterson, R.B. (1998). "Improving Compliance With Regulations: Choices And Outcomes For Local Government." Journal of the American Planning Association,
64 (3), p. 324-334. Burby, R.J., Deyle, R.E., Godschalk, D.R. , and Olshansky, R.8. (2000). ·Creating Hazard Resilient Communities Through Land -Use Planning: Natural Hazards Review,
May 2000, p. 99·106. Colorado Department of local Affairs, Office of Smart Growth, (2003). Best Practices in Natural Hazards Planning and Mitigation, Colorado Heritage Report, February
2003, 55 p. Godschalk, D.R , (2002). Urban Hazard Mitigation: Creating Resilient Cities, University of North Carolina, 13 p. htlp:/Iwww.arch.columbia.edu/Studio/Spring2003/UP/AccraliinkslGodshalkResi
lientCities.doc Mileti, Dennis. Ed., (1999). Disasters by Design: A Reassessment of Natural Hazards in the United States, Washington, DC: Joseph Henry Press. National Oceanic and Atmospheric
Administration (NOAA) National Climatic Data Center, Asheville NC, hllp:II'NWW.ncdc.noaa.gov/oa/ncdc.html Rocky Mountain Insurance Information Association, Greenwood Village, CO (303)
790-0216, htlp:/lwww.rmiia.org/index.htm
STRATEGIC PLAN PROGRESS REPO RT A PRIL 2010 ENCOURAG E BUS IN ESS DEVELO PMENT Community Revita lization Partnership A 13-member team visited Wheat Ridge December 2-3 to study the 38th
Avenue cortidor for the Community Revitalization Partnership Program. Over 60 people participated in our focus groups and many attended the presentation at City l-I aU o n December 3.
\Vhcal Ridge 2020 applied for this program and the City of \'Vhcat Ridge requested a population waiver that allowed the Colorado Department of Local Affairs to consider \'(!heal Ridge.
The Department of Local Affairs provided a $3,000 matching grant for the program and Downtown Colorado, Inc. administered the program, assembled the tcam and prepared the rcport. The
City of\X/hcat Ridge staff provided valuable mapping and infonnation for the projcct. The City of \'(Iheat Ridge, Wheat Ridge 2020 and other partners arc now working together to collaborate
on a vision and plan for reviralizmg this important corridor. Bus iness Outreach One of our projects in preparation for the Community Revitalization Partnership Program was a merchant
swvey for the 38,h Avenue businesses. 116 swveys were distributed and 37 responses received for a 32% response rate. Ten were from relail businesses and 27 from service businesses. said
their businesses were holding their own, while 32% reported moderate growth and 18% reported decline. Mosl saw the best fealllre of the corridor as its clean streets and parking, while
the worst features were overall attractiveness and the mix of businesses. 77% o f those surveyed sa}' they intend to still be in business on the couidor in five years. Most would like
to sec more events and promotions on the corridor. The businesses like the conveniem location but arc dis rressed about the high vacancy rate. The detailed results will be used as we
move forward implementing the Community Rcvitali7.ation Partnership and the city begins sub area planning for the 38th Avenue corridor. Prope rty Outreach for Positioning Deve lopment
\'Vheat Ridge 2020 held a meeting with three OWliers of property at the southwest corner of 38111 Avellue and Wadsworth. \VR2020 staff interacted with a couple of the property owners
at the Wadsworth Summit in January. [n February, all three owners convened at the \'VR2020 offices to discuss environmental tes ting and the possibilities of working together to fmd
a master developer, Two of the property owners will be meeting with a developer at the \'VR2020 offices. This is an example of how \'VR2020 staff can help broker relationships and position
property for development in our commercial corridors. In addition, \'Vheat Ridge 2020 met with the owner.; of a construction company currently located in NW Denver that is under contract
on 7020 W 38110 Avenue. 'Illey intend to purchase, rehab, occupy and lease the Kidge 2020 Slrolegk PlAn Progress Report 1' lIgI' t
property. The pocelllial buyers met with all knowledgeable parties at the City to ensure they feel comfortable with Wheat Ridge's regulatory environment and our commitment 10 revitalization.
They felt reassured by Wheat Ridge's direction and arc continuing to purSlle the property. They plan to apply for the Buildmg Up Business Loan as well as matching grant assistance uom
the \'Qheat Ridge Business District. Both city sraff and Wheat Ridge 2020 meet with potential developers or investors as well as existing businesses looking to expand i.n \'Qheat Ridge.
As in most real estate dealings, the panics and details arc often confidential. Only some conversations will yield fruit. but please know that professionals arc working hard on economic
development and expanding and retaining business in \'\!heat Ridge. CONCENTRATED COMMUNITY INVESTMENT Neighborhood Stabilization Program \'Vhell.t Ridge 2020 has executed a contract
for $ 1,595,779 frornJeffcrson County for the Neighborhood Stabilization Program. The progrnm progrnm is pan of thc federal stimulus package creatcd in rcsponsc to thc foreclosure crisis
in July 2008. \'(Iith these funds \'<'heat Ridgc 2020 will be able to purchase homes alrcady in foreclosure, rehabilitate the homes and thcn resell them to income-qualificd houscholds.
Wheat Ridge 2020 is using a bidding proccss for professional services and construction contracts. We hope to get good response from local companies and support local jobs. Staff is utilizing
the National Commun..iry Stabilization Trust to get a First Look at property before it hits the market. This contrnct represents an opportunity to improve property values, add stakeholder
residents, and generate economic activity. (-lome Investment Program Developmcn t Sites All of the single family homes \'(/heat Ridge 2020 has redeveloped have been sold to st-akeholder
families. Wheat Ridge 2020 purchased these 10 single fami ly homes for $1,554,500 and sold them for i2,497,OOO. '1111s represents a 62% increase in property value., East Wheat Ridge
Neig hborhoods Project WR.2020 is working coUaborntivcly with the \'\!heat Ridge Police Department and LiveWell \'Vheat Ridge to reach neighbors betwcen Harlan and Sheddan to improve
property maimenance and safety. Thc \WIlD has done door-to-door invitations fO[ neighborhood meetings and these meetings will wrap up by May 2010. Additionally, over 3000 surveys were
delivered 10 Easl \'\!heat Ridge neighbors in five larget areas between Sheridan and \Vadsworth; over 450 have already been returned. R.esults ftom this survey arc being tabulated and
will be used in OUI conununity imlestmclll strategies in these neighborhoods. Planning & Development Academy We have 18 particip:mts in the 2010 \'Vheat Ridgc 2020 Planning and Development
Academy. Excellent speakers taught about development issues over four classes and the class will conclude with a tour of urban rcncwal work in Golden. I n addition, we have encouraged
our alullmi and members to apply for city boards and commissions. Therc will be a graduation ceremony at City Hall on May 10. Thank you for encouraging and recognizing thcse citizens.
Improve rela tions wi th the Realto r community \'\!heat Ridge 2020 is collaborating wilh Jefferson County Association of Realtors to hosl a tour of Wheat Ridge fo r Realtors on May
18, 3-5pm. One of the stops on the bus lour will be at City Hall for Realtors to leam about the vision for \'\!heat Ridge and recent steps taken such as the Comprehensive Plan and code
Whc:u RIdge 2020 SIr"'lcgic Pbn I' rogrcss Report P:lge 2
updates. Special ,hanks to the Mayor's office for helping to make these arrangements. As Realtors arc in the information business, we will help ensure their mformation on \'({heal Ridge
is up to date with our latesl developments and incentives for investment. All cily officials arc invited to :Htend the tour stop at City Hall at approximately 4pm and the reception al
the conclusion of the tOllr at Red Tango. PO LICY AND REGULATORY C HANGE 2009 Election Ballot Issues Wheat Ridge 2020 is pleased by the passage o f 2A & 213. The City Council put forward
these issues. Wheat Ridge. 2020 put together a mailing on the importance of 2A & 28 that teached all voter households in Wheat Ridge.. We believe 21\ & 213 open up opportunity and remove
a barrier for investment on the IGpling,I -70 and Wadsworth commercial corridors. Spcciallhanks to everyone who took the Lime 10 educate thcit friends and neighbors on the issue and
contribmed to this success. Supporting City-led technical changes \'({heat Ridge 2020 has also been a participant in several efforts to improve our technical :md regulalOry environment.
The City Council and the whole community arc to be commended for passing a progressive vision for our city in the Comprehensive Plan. \'({heat Ridge 2020 also participated in the Building
Division study and continues to participate in zoning code amendments. The City's cffons on mixed usc zoning and additional sub area planning are also import:mt and supported by Wheat
Ridge 2020. ORGANIZATIONAL DEVELOPMENT Staff and Board Development Wheal Ridge 2020 has stabilized its leadership with Brilla Fisher serving as Executive Director and Denise Waddell
serving as Board President. The Board of DireclOrs has moved forward in adopting and Impleme.n ting poticies that arc in keeping w,i th non-profit best pl"':{ctices. The poticies promote
accountability and clanty. Wilh significanl funding cuts in 2009, \'Vheat Ridge 2020 has reduced staff and currently employs 3 F1'E. In addition, \Vheat R.idge 2020 has been aggressive
in utilizing subsiilized staffing opportunities such as intcms through the Jefferson County Workforce Center (business outreach and community development interns), an mlern from CU-Denver
grad school who prepared our educational materials on height and density, and a long-ter:m trainee office assistant through Senior Conununity Service Employment Program. Diversifying
Revenues \Vheat Ridge 2020 catalyzed ils ftmdraising efforls with a strong 4th Quarter with support from about 90 giving households and organizations. This strong [lIst slep in growing
our donations was encouraged by the possibility of a matching grant from the CilY of \'Vheal Ridge. You will find an official request for these funds in an attached letter. We also had
100% of our board members invest financially in the \Vheat Ridge 2020 mission which will help our organization in pursuing funds from additional sources such as community foundations.
Organizational Accountability \'({heat Ridge 2020 has standardized its books to match non-profit best practices and the Form 990. The FY08-09 audit conducted by Wilson Downing found
that our flllancia! statements were faitly stated in all malerial respects and in conformity with accounting principles genel"':{Uy accepted in the USA. \VI\C':l.f Ridge 2020 Sfrnfc&,c
Pilln I'mgreu RllX'ft
WHEAT RIDGE 2020 REAL ESTATE INVESTMENT HISTORY 4300 GRAY STREET Purchased $175,000 Sold $225,000 4115 NEWLAND STREET Purchased $165,000 Sold $240,000 3950 KENDALL STREET Purchased $180,000
Sold $270,000 3925 I NGALLS STREET Purchased $132,000 Sold $187,000 3700 JAY ST Purchased $140,000 Sold $200,000 6643 W 32ND AVENUE Purchased $195,000 Sold $254,000 4753 DOVER STREET
Purchased $120,000 Sold $185,000 WWW.WH EAT RI DG E2020.o RG
WHEAT RIDGE 2020 REAL ESTATE INVESTMENT HISTORY 6855 W 48TH AVENUE Purchased $145,000 Sold $205,000 6265 W 46TH PLACE Purchased $132,500 Sold $229,000 6770 & 6772 W 32ND AVENUE Purchased
$170,000 I Sold $252,000 I Sold $250,000 6936 W 48TH AVE (SOMERSET) Purchased $86,500 Listed $138,900 REAL ESTATE INVESTMENT IN PARTNERSHIP UNITS NOT OWNED BY WR2020 3880 OAK STREET
Owned by Arvada Urban Renewal Auth. Sold $175,000 SOMERSET TOWNHOMES Owned by Charles & Patricia Ochsner Listed starting at $138,900 WWW.WHEATRIDGE2020.0RG
March 29, 20 10 \'{'heat Ridge Cit), Council 7500 \X' 29·h A,'enue \X'hea! Ridgc CO 80033 RE: Rt::Q!JEST FOR MATCHING FUNDS Dear Wheal Ridge City Council, In August 2009. \\/heRt Ridge
2020 requcsted that CilY Council considcr matching all contributions up to S50,000 made 10 WhCltI Ridge 2020 through December 31, 2009. At litis time we wQt,ld like to request S20,966
\0 match contributions made through December 31, 2009. Wheat Ridge 2020 is working diligently to diversify our incom(', and Ihc possibilit)· of matching funds was useful in gelling our
individual and business fundrnising cfforts off the ground. Od,er donors tmderslnnd the Cit}" s commiullent to the Wheat Ridge 2020 mission and rC'o'italization of the comnmnity and
those donors w:mt to ,?c a partner in Ihe effort. \'le wert' successful in raising the following funds: Individual and business contributions Special Event contributions program Income
Total contributions S13,91O S 5,098 S 1.958 S20,966 \'\I],ile this is only the beginning of our fi.mdraising efforl, it shows tremendous progrcss. We have also reached our of
100%. particip:ttion of OUI bol1rd in contributing monetarily to the organization. \'lith these steps we beli(!\·e we will be able to allraCl1l101·e investment 10 our mission. TIll1nk
rOll for rOllr support in advl1ncing \Vheat Ridge as a ,'ibrant and sustainable communit)·. Si.ncerely, M£ Britta Fisher Executi,'e Director I'.l), IIUX 1268 \\J 111 ... 1 IUI){,l co
SClInl 1208 wWW.\\'lIl "'lIlH)l,[2020.01lt. I' ll : 720 2';') 1010 fAX: 1039·10 9112
COUIUlDO •• NC .... , o o \0 -. Q. \C ..t.o n o COMMUNITY REVITALIZATION PARTNERSHIP Sponsored by the Department of Local Affairs BUILDING BETTER COMMUNITIES BY PROVIDING ASS
ISTANCE TO DOWNTOWNS. COMMERCIAL DIST R1CTS AND TOWN CENTERS IN COLORADO THROUGH EDUCATION. ADVOCACY. INFORMATION AND COLLABORATION • • • Dowmown Colorado. Inc .. (DCI) TH )0).182.061\
'40 S. SIC 101 'AX : JO}.lh.o6j8 D(IlV('. CO 80109 www.down l ownco l ora d oinc.Or9 • • • •
Introduction Executive Summary Overview & Historic Context Partners and Resources Observations & Recommendations Financing Mechanisms W. 38th Avenue Specific Tools Appendices CRP TEAM
MEMBERS: Melanie Aimes, Colorado State University/Department or Local Affairs Clay Brown, Department or Local Affairs Becky Clark, City or Lakewood and Lakewood Reinvestment Authority
Katherine Correll, Downtown Colorado, Lnc. Christy Culp, Department or Local Affai rs 1·leather Garbo, Downtown Colorado, Inc. Ted Kamp, Leland Consulting Group John Livaditis, AXIO
Commercial Real Estate Ryan McCaw, UDS Carrie McCool, McCool Development Solutions Troy Russ, Glatting Jackson Mike Tupa, Colorado Slate UnivcrsitylDcpartment or Local Affairs Geoff
Urland, orvIN I Institute ::a to "'C o n o 3 "'C o ::I to ::I
Welcome to the W. 38lh Avenue Commercial Corridor assessment for the Colorado comnnurlity of Wheat Ridge. Colorado communities have th e opportunity to apply for assistance through the
Community Revitalization Partncrship (CRP) program, a collaborative program between the Department of Local AfTairs (DOLA), Downtown Colorado, Inc. (DCI), a nonprofit membership organization,
and the local community. The assessment team appreciates the invitation to learn about and assist your community. The team worked dili gent ly to provide relevant and rea li stic input
toward the bettcnncnt of your Main Street, West 38th Avenue. The assessment team was assigned to evaluate land use and real estate market conditions, business development, corridor marketing
and promotions, streetscape urban des ign and revita li zation strategies for W. 38th Avenue between Sheridan and Wadsworth in Wheat Ridge. This corridor is the community's "Main Street."
Wheat Ridge 2020 (WR2020) is a local non-profit development corporation that promotes civ ic engagemen t, public policy and economic development initiatives to make Wheat R.idge a more
susta inable community. WR2020 applied for CRP funding on behalf of the City of Wheat Ridge and hosted the CRP consul tant team visit, gave feedback throughout the process, and, along
with the city. did an outstanding job of providing relevant data, additional support from local market experts, and organized business, resident and City of Wheat Ridge government participation
in the process. I EXECUTIVE SUMMARY tn September 2009, Wheat Ridge 2020 contacted Downtown Colorado, Inc. (DCI) to seek assistance in completing a sub-market analysis of the 38th Ave.
corridor between Sheridan and Wadsworth. While DCI does not conduct market analyses, the ensuing Community Revitalization Partnership (CRP) team vis it from Downtown Colorado, Inc. (DCI)
held on December 2-3, 2009, was geared toward the development of a corridor revitalization
strategy which included some preliminary market analysis of the area from real estate and customer perspect ives. The purpose of a DCI tec hnical assistance visit is to bring a team
of consultants to a community that specialize in downtown and community revitalization to provide tools, insights, and direct ion to help the host community realize its downtown rev
ital ization goals. The Wheat Ridge visit included additional preparation and the team size was increased to accommodate the additional objectives of analyzing the market, comparisons
wi th neighboring or similar communities, and understanding how to better direcr the urban des ign of the street towards a more New Urbanist fonnat. In anticipation of this vis it, WR2020
conducted consumer, business owner and property owner surveys, planned focus groups, arranged for work and presentation spaces, and provided extensive background infonnation about the
history and status of Wheat Ridge's W. 38th Avenue revitalization efforts and the issues fac ing the community. no 3 3 c .:_:.:.s. . '< ::a tD .<.... -A_I. N .A_..I.. o :::s "tI AI .".'.t.
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• Before the team arrived in Wheat Ridge, WR2020 provided a series of background documents, surveys, plans, regulations, ordinances, and the City's goals for the CRP. This infonnation
was reviewed by the team prior to the visit. Upon arrival in the community, team members mel with WR 2020 and City of Wheat Ridge staff to discuss the current state ofW. 381h Avenue,
ongoing revitalization efforts, and goals and objectives for CRP learn vis it. WR2020 staff look the team on a tour ofW. 38th Avenue to help frame the discussion and orient the team
members to the community. Four well-attended, 60+ person, focus group sessions with corridor property owners, _. businesses, residents, WR2020 board and community members, and City staff,
were held on the first day. The focus groups' purposes were to allow tbe team to hear about issues facing the corridor directly from tbe community and to obtain input about the perceptions,
strengths, weaknesses, and opportunities of W. 38th Avenue. Team members gathered after the focus groups, to discuss their observations and prioritize issues through four perspectives
(organization, promotions, economic restructuring and design taken from the National Main Street Center Four Point Approach) to ensure a comprehensive approach to analyzing and developing
recommendations for this corridor. On day two of the visit, the team met to fonnulate their final recommendations. On the evening of December 3M, team members presented their findings
to the community at City Hall and stayed for a question and answer session. The report which follows summarizes the findings of the consultant team and provides an Action Plan of strategies
which constitute a recommended work program 10 revitalize the W. 38th Avenue corridor. OVERVIEW AND HISTORIC CONTEXT Wheat Ridge was a small, rural farming community for much of its
history and was once the carnation capital of the world. The carnation industry migrated to South America and the population of Wheat Ridge declined from its peak of60,000 10 30,000.
Farms were slowly subdivided and developed after World War 11 as the community emerged as an autooriented, inner-ring suburb of Denver. Wheat Ridge remained relatively rural compared
to surrounding communities and did not incorporate unti l 1969. Wheat Ridge's most significant commercial and retail development took place between 1970 and 1990, fonning of auto-oriented
strip development along major corridors including 38th Avenue. Housing development continued steadily after World War II , mostly in the form of single family, ranch style homes. Although
most of Wheat Ridge's housing stock is aging (a majority being more than 50 years old), the homes are situated on large lots along quiet streets with mature trees. The "hot" housing
market to the east in the Highlands neighborhood has begun to spill over into Wheat Ridge where young families and first-time home buyers can often find housing on larger lots and at
lower prices. The major issues presented by Wheat Ridge2020 and City staff include:
The community needs a Main Street, and W. 38th Avenue has been consistently identified as the Wheat Ridge's Main Street in many planning documents. However, W. 38th Avenue does not have
the look and feel commonly associated with many Main Streets. What does the community need 10 do make W. 38th Avenue clearly distinguishable as the Main Street of Wheat Ridge? What is
Ihe vision for Main Street Wheat Ridge? How will this image be promoted locally and regionally? Out-of-date regulations and a hi stori ca lly adverse stance toward development rendered
Wheat Ridge unable to capitalize on commercial and retail growth to the ex tent of neighboring corrununities such as Arvada and Lakewood. Although the City has become much more proactive
in pursuing quality development, how can the community target new and revitalize existing development along W. 38th Avenue? What ro le does residential development play in a revitalization
plan for West 38th Avenue? How can mixed-use development be incorporated along the corridor corridor and where? PARTNERS AND RESOURCES Stakeholders involved in the CRP and visit included
non-profit organizations (Enterprise Wheat Ridge, The Wheat Ridge Business District, Wheat Ridge 2020, The Wheat Ridge Urban Renewal Authority, LiveWell Wheat Ridge, City officials,
special districts (i.e. Wheat Ridge Fire District), W. 38th Avenue property and business owners and residents. Resources considered for use in implementing the recommendations of the
report (see attachments for full details) include: the Colorado Department of Local Affairs (DOLA), Energy Lmpacts & Minerals Assistance Funds, Univers ity of Colorado at Denver -Political
Science, private contractual services, Colorado Department of Transportation, Downtown Colorado, Inc. (DCI), Colorado Municipal League, and Colorado City/County Managers With the eRP
visit, the community is setting the stage for an ongoing and strengthened relationship with the DCI, DOLA, other local governmental agencies and the local business sector. During the
two day day visit, the community interactions with the eRP learn members resulted in a strong, consensus building foundation. This foundation will be increasingly important for the many
efforts that may result from the visit. no 3 3 c ,:_.s... '< ::0 tD ,<.... I-_». N I,_.»... o :s "'0 I» ,".'I.ll. :s tD "'Ill ':_":T. "'C ::0 tD "'C o ,".'I.ll. 5
6 FOCUS GROUP OBSERVATIONS W. 38th Avenue is the heart of Wheat Ridge. Wheat Ridge is authent ic and retro, "not trendy". Wheat Ridge has a small-town atmosphere yet is proximate to
a big city. Quality housing, parks, trail corridors, recreation amenities and excellent schools. Outstanding personal service at many neighborhood businesses. Businesses once used to
"own" and promote W. 38th Avenue. Exempla Lutheran Medical Center is a major asset on corridor. Regional draws: Wheat Ridge Cyclery, Cress Kitchen and Bath, Lewis Candy, Wheat Ridge
Lanes Would like to see: coffee shop, book store, sports bar, wine shop, place to congregate adjacent to or near 38th Avenue, enhanced walkability and parking. ASSESSMENT TEAM RECOMMENDATIONS
Many communities struggle to find their own unique niche to help promote their Main Street or downtown in a way that separates their community core from other competing commercial and
retail centers. Many downtowns are aging and may be neglected or struggling today, but possess the ""bones" to build upon (i.e. existing building stock of historic ally significant buildings,
established civic/community functions located downtown, a historic identification as being downtown, site planning that pre-dates the automobile and encourages walkability, etc.). Wheat
Ridge's downtown, however, contains few of the "bones" commonly associated with downtown. Additionally, although W. 38th Avenue has been consistently identified as the "Main Street"
of Wheat Ridge, it is an auto-oriented and its commercial and retail [onnat is dominated by strip centers and individual pad sites that evolved in the post WWIl era. It finds itse lf
"dated" in tenns of appearance, customer market appeal and lacks the type of space desired by today's retailers, leaving it with high vacancies. To revitalize W. 38th Avenue, a true
identity must be crafted and embraced by the community at large, including residents, business owners, advocacy groups and the City. Since Wheat Ridge is missing some of the "bones"
of a traditional downtown, existing attributes that do exist must be capitalized on and re-branded to help strengthen and create the corridor 's identity as downtown. Wheat Ridge possesses
numerous assets to attract and support a thriving Main Street and finding ways to effectively communicate and build support for an articulated vision is the key element to downtown success.
Success will occur only when the driving forces behind downtown revitalization learn to gently guide change in customer and resident perception. This is done through strong connections
with downtown audiences, consistency (and persistence!), and the patience to find a message and stick with it.
The following observations and recommendations will help frame and direct how W. 38th Avenue can develop an identity as Wheat Ridge's Main Street, cultivate partnerships to promote revitalization.
discover resources to implement programs, and continuously engage community support. ORGANIZATION To be effective, commercial corridor revitalization cannot be a haphazard undertaking
or a set of disparate visions, policies and projects. It requires collaboration, focus and continuity. Organization is about integrating diverse interests in the community and focusing
them on a shared, long-term agenda for restoring downtown's physical beauty and economic viability. Organization, one point of the Main Street Four Point Approach TM, is about marshaling
the human and financial resources to implement a comprehensive downtown revitalization process. Indeed given the absence of an organization for W. 38th Avenue, revitalization will rely
on the crea tion ofa management structure and its effectiveness in outreach to the community and setting the standard for transparency, governance, and accountability. The following
observations and recommendations present specific ideas for improving W. 38th Avenue and provide suggestions for helping city staff, WR2020, businesses. and residents in adjacent neighborhoods
coordinate activities and perform effectively. Observation: Multiple organizations work with businesses in Wheat Ridge but there appears to be little focus, communication, or resources
dedicated specifically to W. 38th Avenue Many examples exist from other communities of best practices which can provide guidance in the area of professional downtown management. However,
revitalization strategies for W. 38th Avenue will require active and transparent management of DESIGNATED financial, staff and volunteer resources. Recommendation: Focus on W. 38th Avcnuc.
An established commercial area is the heart and soul of any community. To a great extent, the perception of a city as a great place or just another place depends on vibrant commercial
areas. Being vibrant means being li vely, a place to go, and a place to do things. W. 38th Avenue is in a position to be the gathering and entertainment center of Wheat Ridge. But, it
will take work and commitment from many Commit to revitalizing W. 38th Avenue The City has to "buy in" to the importance of W.38th Avenue and announce intentions to prioritize its revitalization
by directing resources there. Consensus of the entire City Council is needed. Identical support is also necessary from the Urban Renewal Authoriry given that the area is a designated
urban renewal district. Develop leadership. a champion or umbrella organization for the corridor to guide the revitalization process. Establish one organizational point of contact. This
contact should be accountable for W. 38th Avenue. Establish a leadership position or organization that has the ability to build confidence, credibility, consistency, and continuity.
While financial support will be necessary in the initial stages, this entity must eventually become self-susta ining. A business plan for susta inability should be developed from the
outset. It would be use ful to look to a self-funded entity like a redevelopment agency, no 3 3 c :_:s. ::0 tD ,<.... -s_:». N ,s_.:»... o ::s ." s:» ,".".'l. ::s tD ""'l :'":r.
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8 a non-profit or business district for ideas on financial sustainability. Plan to include a cap on the percentage of administrative costs allowable as a requirement for external funding.
The cap on the percentage of administrative costs allowable is to encourage sustainability in the organization. By limiting the use of City funds for administration, it will encourage
the organization to see other morc sustainable means of paying these costs. Develop infonnational material on 38th Avenue. Create a "W. 38th Avenue Resources Directory" and Annual Wheat
Ridge 101 Educational Event. An informational open house for organizations providing services to businesses, property owners, or residents in the area. This event is not only for the
businesses, but also for residen ts. Maintain consistent and clear communication lines for corridor stakeholders. Develop a clear two way communication system for residents, businesses,
city staff, and non.profit providers. Create clear materials and distribute information to businesses and residents. Create consistent times and methods of communication with all constituencies.
Develop a monthly message posted in the newspaper, on a website, and in local gathering places. Look for a time once a month when stakeholders know there is an opportunity to talk with
elected offic ials, city staff, business organizations etc to discuss issues, both posit ive and negative impacting the area Connect all of the organizations through collaborative activities
and the leadership of the designated umbrella organization. Conduct outreach and collaboration activities with all organizations and enti ties working in the area. Focus on your community
fi rst. Who are you to the diverse residents of Wheat Ridge? Build trust, excitement, interest and belief among them. Unite them. Respond to demographic changes in the area including
a variety of ethic and age groups. Build collaboration. All community groups need to understand the ident ity ofW. 38th Avenue and their role in its ident ity and success. All groups
can have unique ident ities, but they need to be working towards the same goal. Ident ify the W. 38th Avenue Organ ization. Divide the responsibi li ties for strategies to achieve objectives.
Only by breaking tasks into workable pieces will W. 38th Avenue be able to achieve community and economic revita lization. Develop relationship with the school to include students, parents,
teachers, and administration in the revi talization of the area. Observation: Incentive programs to promote property revita li zation and individual business operations are a critical
component in most redeve lopment efforts. However these types of incent ives should flow from a clear vision for the corridor and an Action Plan that targets incentives in support of
overall goals and objectives. Programs to encourage business and property owners to rev ita lize their properties and enhance business operations are only effective if the types of improvements
encouraged are consistent wi th the vision for the community. Recommendation: Be consistent and proactive with economic development tools and incent ives. Develop and utilize transparent
gui delines and higher standards for all grants and loans. Be sure that your pol icies are consistent with design guidelines, community vision, Identi fy meaningful training and development
programs for business revita lization.
Collaborate with economic gardening through Jefferson County Business Resource Center. • Partner with Jefferson County Housing Authority, Metro West Housing Solutions, and Archdiocesan
Housing, to do quali ty housing projects. • Work with CU/DOLA students to provide renderings of potential fayade improvements, signage. etc. • Coordinate train ing for businesses to
utilize web resources and collaborative marketing. IDENTITY There is no clear ident ity or branding of Wheat Ridge's W. 381h Avenue corridor. An identity will provide a focus on which
to build a marketing campaign to "sell" the area. The identity should focus on W. 381h Avenue's assets and highlight its uniqueness. The area is both the hi storical and the defacto
Main Street of the city. It was one of the earliest streets to be used for transportation, commerce, and living. Most of the businesses on the corridor understand the significance of
its hi story, but many of the residents and visitors do not have the same appreciation. Incorporating the street 's history into a clear identity wi ll help to promote it as a singular
entity. This will help position or establish W. 381h Avenue as an interesting, unique destination for visitors and residen ts as well as incite pride in the community. Observation: W.
381h Avenue is not being embraced as Wheat Ridge's Main Street. Recommendation: Declare \V. 381h Avenue as your Main Street. The corridor was and st ill remains the Main Street for the
city. It is the heart of Wheat Ridge. Historically, an important pedestrian-scale shopping enclal.te along the corridor existed where the location of Wheat Ridge Cyclery is today and
remains the HEART of the Ci ty. Recommendation: Celebrate W. 381h Avenue Main Street with a Grand Re-Opening Ceremony. It is important to train the community to get back into the habit
of viewing W. 38th Avenue as Wheat Ridge's Main Street. This will be accomplished by a number of steps that fall under both Identity and Promotion; however, it is important to inci te
excitement in the community and businesses. Plan an event that will draw people to W. 38th Avenue to give them a positive experience and create memories of a downtown experience. This
Grand Re-Opening should not be designed to make money for merchants at the time; but rather to make people aware of what the area has to offer. tn tum, they can become future customers
it is a first step toward creating a habit of coming to W. 381h Avenue. Observation: There are many organizations working for the economic and communi ty enhancement of Wheat Ridge,
but not one that is so lely dedicated to promoting the W. 381h Avenue corridor. Recommendation: Identify who will be responsible for focusing on the \V. 381h Avenue corridor. This may
be one of the existing organizations or could be an advisory group comprised of members of the existing organizat ions as well as representatives from the 381h Avenue businesses. This
advisory group should work to create two-way communications no 3 3 c :_:l. rta '< ::a tD <. rta I-_». N I» r_ta. o ::l -0 I» ""t rta ::l tD ""t en :_::.r "C ::a tD "C o ""t rta 9
10 with 38th Avenue businesses; this could include regular newsletters, meet ings, or visiting the individual businesses in person. Observation: There is no clear identity for Wheat
Ridge's W. 38th Avenue. Recommendation: An advisory group should work with the \Vheat rudge Historical Society and other stakeholders to collaborate on an image for the corridor. Wheat
Ridge is ripe in hi story, especially along W. 38th Avenue. Many of the bui ldings still conjure up hi storical images. If only other Colorado communities had such a framework to build
upon! Recommendation: The historical buildings on "V. 38th Avenue are the key building blocks in recreating a vision and identity for the area. It was one of the first streets to be
used for transportation, commerce and living. But times have changed and economies have changed and this image must be rebranded and put into a newer context. Recommendation: W. 381h
Avenue!s owners/operators/businesses/tenants lack a vision of what a Main Street IS and COULD BE. As stated throughout this report, the community needs to come together and re-create
and understand what the vision is for their future. Recommendation: Define the image for the corridor. This will be detennined by examining its assets, market potential, community members'
va lues, and local buy-in. Recommendation: Identify W. 381h Avenue!s assets. What are the unique and desirab le buildings, shops, and social gathering spots? Include people, buildings,
heritage, and institutions. Wheat Ridge Cyclery is a destination business. Are there others? Examine the ent ire physical environment. Look at not just the buildings, but also landscape,
sidewalk condition, lighting, traffic, etc. Whieh positive images should be promoted more strongly? Which negative images can be changed? Recommendation: Review the attitudes about the
corridor from the data gathered from the consumer and business owner surveys and focus groups during the consultation team visit. Recommendation: Identify the corridor's niche in marketplace.
Consider current and potential target markets: local families, females, baby boomers, tweens, college students, office workers, touri sts, ethn ic groups, artists, neighbors etc. Recommendation:
Write a Positioning Statement. In no more than two sentences, create a summary of W. 381h Avenue. Incorporate all that you have learned in the above steps. An example might be: "W. 3Wb
Avenue in the Heart of Wheat Ridge provides locals and visitors a personal service experience at a neighborhood business. It 's an authentic, small-town environment just steps from the
big city." Recommendation: An advisory group should educate community, businesses, and city
staff about Wheat Ridge's identity, vision, and goals. This will be disseminated through a variety ofmcthods. including face·to-face meetings, website, and markcting materials. Observation:
A perception exjsts that Wheat Ridge is not a business· friendly community. Recommendation: Develop a business attraction plan. Develop cohesive marketing package for new and potential
businesses to be used by realtors and economic developers. ECONOMIC RESTRUCTURING INTRODUCTION During the consultant's preliminary analysis and after holding the focus groups, the team
observed some frustration, unrealistic expectations, and a lack ofa cohesive economic development plan for W. 38th Avenue. After creating a Main Street vision for the corridor, the city,
WR2020, the Urban Renewal Authority and others can revamp economic development initiatives to help implement the vision. tn the meantime, these organizations can utilize the preliminary
market infonnation presented in this report as a starting point for more in·deplh market and real estate evaluations to help identify market and site specific opportunities for the area.
THE W. 38TH AVENUE TRADE AREA The fi rst step in assessing the corridor was to define a W.38th Avenue trade area.A trade area is the maximum extent of geographic space surrounding the
corridor where people would travel from to utilize services on W. 38th Avenuc. To assess a large·scale regional shopping destination such as Flatiron Crossing Mall, a 5· mile geographic
area radiating out from the site is typically used. A smaller neighborhood scale cluster of shops would generally require a l·mile trade area because users would primarily visit the
corridor by foot for convenience versus traveling a larger distance to shop at a regional destination. Although Wheat Ridge Cyclery may be a regional draw, for customers from throughout
the metro area, most stores along W. 38th attract a majority of clientele from the surrounding neighborhoods. The team considers W. 38th Avenue to be between a regional and neighborhood
scale trade area corridor. A preliminary 3·mile trade area was used as delineated by the oval·esque red line. Internally, the team further restricted the trade area to account for significant
barriers or competing shopping districts that would deter people from using W.38th Avenue such as 1·25 and the railroad tracks to the north and Colfax Avenue which is evidenced by the
polygonal, thick red line. The team's data analyses and projections are based on this specific trade area. COMPARABLE CORRIDORS Survey results and the discussions with focus groups indicated
that attributes exist in comparable corridors such as Highland Square, Tennyson Street, Olde Town Arvada, Colfax Avenue, etc. that appeal to W.38th Avenue users. no 3 3 c .:_.:J.. .
'< ::0 to .<.... -_. N .-.... o ::J "a ....... ::J .t.o. ':_"::. r "'C ::0 to "'C ..o..... 11
12 Overall, the W. 38th Avenue neighborhood trade area has a lower residential population than most comparable corridors. Lt lacks the ideal "critical mass" of residents needed to cultivate
a 2417, diverse, thri ving _.. i --street environment. ..... _ ___ ____ _ .. J ....... Additionally, a critical "". __ " i i mass of residents enables
a corridor to have more : i I diversity within its r' _ <i::;= __
business communi ty. . _.. --, . ." For example, two or • ; three restaurants on a -..TI"_ • I .-.... corner have a better ... �
� .... .. j chance of surviving if -.. II there are many potential ...... ",.w patrons within walking distance. Res idents may go out to dinner multiple
times a week or month and frequent different estab li shments. Unlike Unlike office workers, residents are located in the .. • I • '-i • I -•..• • ! neighborhood at night and on weekends,
expanding times when purchases can be made. Average retai l rent per square foot is signifi cantly cheaper than comparable corridors. (assume a chart will document this) This market
condition is a reaction to high vacancy rates (significantly higher on Existing Trade Area Surplus/Leakage W.38thAvenuecompared CIoII*Ig & ::::::::-", . .. to other corridors),
some fie.lIIIl_alea-. deteriorating and obsolete retail spaces and buildings, and a lack of foot traffic that may be found in comparable corridors. Nonethel ess, the lower
rents may make the corridor more "entrepreneur-friendly" for startup businesses that need to save on operating expenses. W. 38th _ ,52 . 13.5 .1.000.000 Avenue could be re-branded as
an incubator environment for new or start up entrepreneurial retail ven tures. Although the corridor doesn't possess a significant amount of office space outside of the Exempla Lutheran
campus, the rents and vacancies are lower than comparable areas. Resident ial populations are ideal for crea ting a lively street atmosphere but office workers also make a significant
contribution. Employees often shop in locations proximate to their offices in order to save time since they may live outside ofWbeat Ridge. Ln addition, the low rents may be attractive
to entrepreneurs and start-up businesses looking to minimize
operating costs or businesses that do not necessarily require Class A (refers to prime office) space to operate. MARKET ASSESSMENT: RESIDENTIAL DEMAND To develop reasonab le forecas
ts of market demand for residential real estate products, we suggest you use a model based on project ions of household growth within the long-time local business recently remodeled
facade resident ial trade area. To arrive at a reasonable growth rate the team's analysis looks at two sources of project ions: local small-area forecasts (in this case, Denver Regional
Council of Governments' forecasts for Traffic Analysis Zones approximately matching the trade area), and statist ica lly trended projections from a Census-based national source (in this
case, Claritas, a widely-used demographic data supplier). For our trade area, DRCOG projects household growth from 2005 to 20 15 of 0.6 percent per year. Claritas, on the other hand,
using recent historical trends, actua lly projects sligh t negative "growth". Following the rationale that national data providers tend to underestimate infill potentia l, the team used
the higher, DRCOG, growth. I j i 10-Year Residential Demand -Anainable Corridor Unit Capture TotalS ..... " $75-1001( • $50-751< • "" ,. " " $ \ 5-251< " I ' • CondolTownhome Note: ReIlee1s
attainable corridor absorption (rlOI necessartj policy goals) Oller 10 years. 3$SUming ncome slf, (\WI\/'r$ll prefMeoces remain slable " Once
a baseline count of households is establi shed and a reasonable growth rate is determ ined, res identi al demand is modeled as a function of househo ld growth over some period of time
(ten years was used here as a reasonable time frame for smallto-medium scale). Household growth is apport ioned across househo ld income groups (estimated by Claritas), which are then
transla ted into hous ing price points (for both rental and for sale) using assumptions about long-term inte rest ra tes and affordabi lity (approximately 7 percent APR and 30 pe rcent
of income, respectively). A slid ing scale of propensity to rent is applied across income groups, such that the total percent of renters is equal to the exist ing percent of renters,
leaving tota l ten -year demand fo r rental and ownership units ac ross price points. At an aggressive but atta inab le capture rate (market share) of between I I and 13 percent, the
W. 38th Avenue Corridor could absorb between 20 and 30 market rate condo/townhomclloft units and between 60 and 70 apartment rental units by 2020. Suggestions for analysis made by Leland
Consulting Group. no 3 3 c .:_:.:.:I.. '< tD .<_.... -A_I. N .A_..I.. o ::::I -a AI ."."".I. ::::I tD """I lit :_:T. "'C tD "'C o ."."".I. 13
14 MARKET ASSESSMENT: RETAIL DEMAND To develop reasonable forecasts of market demand for retail real estate products, a model was used based on projections of household growth and consumer
expenditure patterns within a defined trade arca.2 Depending on the nature of the relai I establ ishment, demand may be sourced from a larger trade area (as is the case with Wheat Ridge
Cyclery). In this analysis, estimates of trade area consumer spendi ng potential (modeled on Census-based Consumer Spending Patterns data) are compared to estimates of existing retail
supply across several spending categories. Discrepancies in these supply and demand estimates arc considered indicative of potential gaps or "voids" areas where local retail supply is
not meeting local demand. The trade area used in this analysis shows substantial leakage of retail dollars in the categories of Clothing & 10-Year Attainable Demand (38th Ave. Corridor)
"Otler" (banks. SlOrelroru medk;aI, dnema. eI(:,l Heal1h & Care _ ",0001 _ t.73i _ MOIl ootW>g & Accenories _ U 2G General MerchaodiH _ 3.925 Misc. SIore
I ' ,Z31 FlIIT"iIlJ"e & Home FlXTIishings . 1.051 I 1.030 Accessories and Health & Personal Care (in addition to smaller voids in Furniture and Misc. Retail). Of these, the leakage/void
in Health and Personal Care spending is the most realistic target for new corridor businesses for recapturing lost dollars, as clothing spending tends to gravitate towards major regional
centers and mall s. , In addition to demand from retail voids, this ana lys is looks at demand generated from projected household growth in the trade area. Such growth is expected to
create demand across spending categories based on those same estimated spending patterns. Finally, some measure of future retail demand is expected to result from anticipated replacement
of obso lete existing retail space in the trade area. The rate at which this occurs is an estimate based on judgment factoring in the age and quality of ex isting retail space relative
to competition in the region. Based on these combined factors, and the 0.6 percent annual projected household growth rate, the W, 38th Avenue Corridor could realistically capture almost
50,000 square feet of net new retail space -out of almost 500,000 s. f. of total trade area new demand by 2020. This implied capture rate of I ° percent is historically aggressive, but
considered attainable with a coordinated revitali zation effort. Note that th is absorption level does not include enough demand for a full-scale grocery center, but could include smaller
format specialty neighborhood grocers, two to four restaurants depending on size, approximately five to ten thousand square feet of health and personal care related space, and other
specialty and miscellaneous reta il (especially tenants capitalizing on prox imity to Wheat Ridge Cyclery -the area's most successful regional draw. The King Soopers center at Sheridan
and the hospita l are also huge draws. Suggestions for analysis made by Leland ,-olnsu.mr
lg MARKET ASSESSMENT: OFFICE DEMAND Notc that office demand, in the fonn of speculative credit-tenant office buildings (credittenant financing is designed spec ifically to fund the purchase,
refinance and construction of commerc ial property that is (or will be) occupied by a single tenant with good credi t. is not considered a realistic prospect for the corridof. But due
to proximity to the hospital and neighborhoods, some office demand may be included within demand totals for retail (in the form of storefront professional and/or medical space) and residential
(in the fonn of live! work studio space). (we see lots afmedical office space for doctors and other wanting to be off campus from the hospi! ai, medical tenants are high quality, they
want to project a good image and are stable) ECONOMIC RESTRUCTURING: OBSERVATIONS AND RECOMMENDATIONS Observation: There is some fru stration, unrealistic expectations, and lack of cohesive
plans for economic development of the corridor. Recommendation: Complete a Potential to Change Map for W. 38th Avenue corridor. Compile the fo llowing information for W. 38th Avenue
from Sheridan to Wadsworth: ex isting land use(s), planned land use(s), current zoning, infrastructure including roads, offic ial bicycle trails/paths, RTD routes, parking layout (if
applicable) and requirements, property ownership, property value, proximate amenities and commun ity facilities, cost of improvements to make property meet City standards, etc. Input
as much of this in formation as possible into a GIS database to analyze the corridor visually. Identify parcels and assemblages of parcels that have the most potential for change (i.e.
zoning allows for increase in floor area rat io and/or building footprint, amicable land owner that is willing to develop, location at multi-modal transportation intersection, etc.).
Recommendation: Using the Potential to Change Map, identify locations (catalyst nodes and sites) that have the highest potential change. Nodes are the junctions and cross ings of paths
to to incubate a variety of activity and energy with concentrations of retai l, residen tial, office or civic uses or a mix of uses. Cross these areas with the community's vision for
W. 38th Avenue to determine what is envisioned for the catalyst areas. Crea te a "development prospects" package with infonnation about each catalyst site and node including traffic
counts near the site, transportation links to/from the site, average price per square foot for the properly itself and/or comparables along the corridor, exist ing and planned land use
and zoning, number of peopl e who live within 2-3 miles of the site, etc. and contact information for a representative from the City and broker (if appli cable). A "development prospects"
package summarizing information regarding a limited number of defined catalyst nodes and sites along W. 38th Avenue that are recognized by key stakeholders, citizens, investors, etc.
as priorities for redevelopment and/or enhancement. (the city and WR2020 have actua lly been doing-so this reinforces a great idea) Recommendation: Create a regular developer-oriented
tour program. Use the community's vis ion as a base [0 start compiling a list of " ideal" developers in Wheat Ridge. For example, if the community envisions a mixed-usc corridor with
New Urbanist no 3 3 c ,-::.:.I.. '< ::0 II) ,<.... -D_I. N D,_..I.. o :::I "'0 DI ,".".I. :::I II) ""I ':_:":T. "'C ::0 II) "'C o ,".".I. "
16 design, assemble a list of developers that embrace Wheat Ridge's values, vision and experience with that type of development in Colorado. Communicate with " ideal"
send them the "development prospects" pamphlet, invitation to a tour of the CI catalyst sites/nodes, and any other relevant demographic, market or promotional Encourage them to invite
colleagues. Post information regarding the tours and on the Wheat Ridge 2020 and City websites so other involved in the d industry
can find out about the tours. This increases corridor awareness amongst development community and increases interest in properties from potential developers. �
�a community vision has been formulated for \V. 38th Avenue, CI funding mechanisms reviewed in the CRP Report to determine which resources are best suited to fund downtown
improvements. Create a downtown impn>V<lment organization with a dedicated stream of funding. Review potenti al types of enltities, a list of which is located in the appendix. �
�Continue efforts to become familiar with regional organizations. Ridge2020 and City stalT should continue efforts to become members of developmentoriented associations
and advocacy groups. Pay for their membership if financially feasible. W"Ic'OITle development-oriented associations and advocacy groups to conduct workshops, �
�events and seminars and conduct studies on W. 38th Avenue. Positive n more publicity for W. 38th Avenue and the sharing of infonnalion between ,,,., • ., and local organi zations
will result A business district's image detennines its potential for vitality and prosperity. is not limited to only the physical image. Promotions can change community attitudes by
I your commercial district's best assets and building a uni fied image by targeting defined, specific market niche with printed collateral, websi websi te presence and marketing Remtlmber
that promotions generate fresh activity by helping to re-estab li sh the corridor as the of activity, thereby attracting more investors, shoppers, and new businesses. Create a Shop Local
campaign. "Shop Local" has become a powerful in many communities as consumers begin to view this as a principled decision and an in their community. A good first step for Wheat Ridge
is to create new merchant wirldo'w stickers (e.g., Heart of Wheat Ridge) to unify and promote stores on the W. 38th Av,,"u,e corridor. Rccomlnendatiionl Deve lop unified business promotions.
Local advertising campaigns "">VIIJ . on clustering businesses for promotions: For example, a Valentine's Day ad might read: Shop W. 38th Avenue .. . the Heart of Wheat Ridge! Romantic
dinner: Red Tango Create your own Valentine: Your Paper Garden Bicycle built for two: Wheat Ridge Cyclery
Recommendation: Conduct cross-retail promotional events. Consider a niche promotion, such as "After-School Spec ials" for students. Or utilize destination stores, such as Wheat Ridge
Cyclery and Kress Kitchen & Bath, to promote lesser-known stores, e.g., customers can receive a coupon for other stores. (Note: businesses don 't have to even be related!) Recommendation:
Conduct a "fam tour." A fa miliarization or "fam" tour is a great way for the businesses on W. 38th Avenue to learn about other businesses on the corridor. The more retailers know about
one another, the more likely they are to direct customers to oth er businesses on W. 38th. Recommendation: Build local media relations. Get to know your local media. Build a media list.
Send out press releases of newsworthy events. Provide story ideas. Media personnel are very busy. I f you can help them to find and angle on your event, you are saving them time and
energy. Submit event detai ls through onl ine events calendars for local newspapers and Denver Post. Observation: There are no current marketing materi als for W. 38th Avenue. Recommendation:
Create a W.38th Avenue business directory and map. Distribute itl Build awareness of the W. 38th Avenue corridor as a ecntcr of community activity as wcll as what the individual reta
il and busincsses have to offcr. This should list everything in the corridor, including designated parking areas, public rcstrooms, and historic si tes. Sell adve rti sing to busi nesses
to pay for maps. Also, include a calendar of events, store hours, and special offers. Recommendation: Develop a strong online presence. Design a website or utilize a currcnt website
to promote W. 38th Avenue as a sil).gle entity. This should include an onl ine business di rectory with contact info and links to business websites if applicable, special events, promotions,
etc. Also utilize social media (Twitter, Facebook, etc.) to promote businesses, special events, and retail promotions. Keep in mind that social media only works if you make daily updatcs.
This could be a good student internship proj ect. Observation: There are many empty storefront windows on W.38th Avenue which makes the corridor less visually-appealing. Recommendation:
Fill those empty windows! Attractive window displays can be used in a variety of manners. Some communities have held art contests for kids with an evening set aside for judging. This
gets parents and kids out and about and crowds will attract more crowds. Other ideas could include holding an art opening for local artists or allowing current retailers to create displays.
This will not on ly direct traffic to stores, but also increase attractiveness to potential lessees. 3 3 c .:_:.:.s. . '< ::a tD .<.... -I_». N .I_.»... o :::s "'C I» .".".'I. :::s
tD ""'I ':_"::T. "'C ::a tD "'C o .".".'I. 17
" Historically, W. 38th Avenue extended west out of Denver as a two-lane fann to market corridor. As Denver and its western suburbs (eventually Wheat Ridge) continued to grow, the corridor
evolved as a res ident ial arterial. Neighborhoods grew along the corridor, and W. 38th Avenue became a two-lane arterial street with on-street parking serving the homes that were built
to face the corridor. As W.38th Avenue continued west, new neighborhoods created increased traffic demand on the corridor. Primary regional traffic flow in Wheat Ridge extended east-west
from Golden to Denver. Regional growth continued to follow the roadway expansion; higher traffic volumes required W. 38th Avenue to become four lanes, lose its onstreet parking and introduce
a center left turn lane in locations. This widening of the road narrowed the sidewalks and the frontage of many residential properties, compromising the livability and pedestrian safety
of the corridor, as well as compromising stability of adjacent residential properties. Over time, this portion of W. 38th Avenue adapted to commercial uses with a strong focus on higher
levels of automobile traffic. Neigil b(lfhood-,;ervir(g strip commercial properties emerged along W. 38th Avenue in response to the increased traffic flows and the east-west orien tation
of the regional traffic. 5treetscape improvements completed in 2002 Unfortunately for the corridor, the opening of Interstate 70 in 1967 and the emergence of Lakes ide Mall and other
regional malls shifted traffic patterns and began the slow erosion of the commercial properties along many of the city's east-west corridors. Regional traffic patterns shifted from an
east-west pattern, access ing Denver and Golden, to a north-south pattern, accessing lnterstate 70 and many of the reg ional suburban commercial centers. Today, the land uses for properties
along W.38th Avenue have evolved from a continuous strip pattern of development to a nodal pattern of neighborhood centers. As a result, the operational and geometric condi tions ofW.
38th Avenue are not aligned with the land use's nodal pattern of development and the transportation realities of the corridor. General Observations: • Lack of Vision for the W.381h Avenue
Main Street Corridor W. 38lh Avenue's geometric defic iencies limit the safety and friend liness of the roadway for pedestr ians, bicyclists, motorists, and public transit, as well as
the residential opportuni ties along the corridor
Negative impacts of struggling mid-corridor commercial properties on adjacent residential properties The corridor appears cold and uninviting and lacks visual appeal Lack ofa public
gathering places along the Corridor There is a lack of strong character at the activity nodes Lack ofstreelscape amenities and quality signage City is perceived as non-business friendly
Observation: Lack of vision for W. 38'h Avenue which is the heart of Wheat Ridge. Recommendation: A cohesive vision and strategy are needed to ensure the evolution of W. 3S'h Avenue
along with accompanying regulations governing development along the corridor to preserve and enhance its historic character, and better support new and existing economic development
activity. City residents envision the W. 38th Avenue corridor as the heart of their community and many identify this corridor as their "Main Street." In order to make sure that the W.
38th Avenue Main Street corridor becomes that desired community-gathering place, attracting redevelopment while retaining the character of existing neighborhoods, the City (in partnership
with Wheat Ridge2020, the Urban Renewal Authority, businesses and commercial and residential property owners) should prepare a W. 38th Avenue Main Street Corridor Plan to
be adopted as a subarea plan of the 2009 Envision Wheat Ridge Comprehensive Plan. Concurrent with the Corridor Plan, a minor plan amendment to the 2009 Comprehensive Plan should be prepared
accordingly. Facilitate a community engagement process for a Corridor Plan, Comprehensive Plan amendment and a City Charter amendment. As with all planning efforts, public outreach,
collaboration, consensus building and ownership of the Plan is the key to its ultimate adoption and implementation. The City should consider the following community engagement strategies
to ensure that issues, aspirations, and concerns are consistently heard, considered and feedback is provided on how public input influenced decisions: Identify your leaders -form a Mayor
appointed Task Force. Their role will be to provide guidance and community insight throughout the development of the Corridor Plan to ensure community ownership and support of the adopted
document. Gather pub lie feedback about community desires for the corridor (utilize community surveying, visual preference surveys, workshops, stakeholder interviews, etc). no 3 3 c
._.... '< :=0 tD .<_.... -A_I. N .A_..I.. o -a AI .-.t.. tD -t ':_":T. "'C :=0 tD "'C o .-..t. 19
20 Provide a transparent process for how public input is used. Be transparent and inclusive. Utilize the City's website, direct email notification and social media tools (i.e., twitter
and facebook) to provide information about the project including background materials, draft documents, meeting summaries, as well as notification of upcoming community meetings and
upcoming events. Conduct Community Outreach events (i.e., Enterprise Wheat Ridge meeting, Wheat Ridge Carnation Festiva l, Live Well Wheat Ridge activities, etc.) Partner with Wheat
Ridge 2020 to facilitate a Corridor Plan Education Program with the middle school as well as the WR2020 Planning and Development Academy. Use the programs to teach students about planning
and as a tool for the City counci l and Plann ing Sta ff to use. This would be an excellent opportunity to build a positive relationship with the school. Publish articles in the Connections
newsletter. Foster participation of Elected and Appointed Officials (find a respected champion). Facilitate joint meetings with City Council and the Planning Commission. Re-engage the
Citizen Advisory Committee (CAC), Technical Advisory Group (TAG) as well as the newly formed Lnfill and Redevelopment Committee. Observation: W. 381h Avenue's geometric deficiencies
limit the safety and friendliness of the roadway for pedestrians, bicyclists, motorists, and public transit, as well as the residential opportunities along the corridor. The roadway
is oversized and does not accommodate the needs of all users. The middle portion of the corridor is carrying 16,000 cars a day along a roadway designed to carry approximately 24,000
cars a day. This surplus capacity allows the corridor's design to be reconsidered for a road diet (technique in which the number of travel lanes on a road is reduced in order to achieve
overall transportation improvements) allowing better accommodation for pedestrians, bicyclists, and landscaping to better support the residential opportunities. Recommendations: Consider
altering the size of the road with on-street parking, in commercial areas and improved landscaping and bicycle facilities in residential portions to encourage slower speeds, alternative
transportation, stronger neighborhoods, and more shopping. The capacity of W. 38th Avenue between Sheridan and Wadsworth is much greater than the current traffic volumes require. The
current width of the street, with minimal usage actually encourages traffic to go faster because there is so much space and so few vehi cles. Consider reducing the middle portions of
the corridor from four lanes to three lanes. This will introduce a dedicated center left turning lane throughout the corridor, improving effic iency and freeing up space for other community
considerations. As previously noted, the current street configuration allows a lot of cars to
move quickly, but it does not accommodate the needs of other users. By allowing for more through traffic, there has been less attention paid to other users who could be more involved
the community. Encourage a number of different transportation means, inc luding bicycling, walking, and transit through a simple redesign of road striping. This would allow on·street
parking, bike lanes, and would assist in making the area feel more inviting to non·automobile users. The on-street parking not only allows dri vers marc opportunity to stop and shop,
but also provides a buffer between the traffic and pedestrians and store fronts. It would make it more desirable to sit on a bench or to have an outdoor cafe. Bike lanes will encourage
the connectivity to residen tial areas as well as creating a friendlier feel to the street. Observation: Struggling mid-corridor commercial properties have impacted adjacent residential
properties and allowed for an inconsistent delineation between commercial and res idential properties. properties. This regulatory anomaly introduces commercial intrusion into the neighborhood,
destab ilizing lower density residential property values and enabling a domino of unintended negative consequences on the corridor's adjacent neighborhoods. Recommendation : Defend the
neighborhoods by defining a res idential line. The stabilization and reemergence of the residential areas are key components of the W. 381b Avenue corridor. Therefore, it is necessary
to clearly define and not allow deviations from the borders of the single fa mily neighborhoods and create trans itional design guidel ines to preserve the single fami ly character.
The res idential areas should be insulated from development to ensure residential stability and concentrate commercial opportunities and higher density residential opportunities in appropri
ate locat ions along W. 38th Avenue. Obser vation: City corridor appears cold and uninv iting. Buildings, residences, shops appear vacant and do not encourage new owners to step in to
vacant vacant shops. Recommendations: Extend the streetscape and other urban design improvements completed between Sherid an and Harlan along the W. 381h Avenue Corridor to provide a
waJkable and distin ct gateway to Wheat Ridge's historic commercial area between \Vadsworth and Pierce Street. Clean up pavement, paint striping, lot spaces, traffic lanes, etc. Remove
half or more of the "For Sale" signs. There is no need for several signs on the same building for the same rea ltor. If multiple buildings appear on the same block then they shou ld
be jointly signed by one or the multiple realtors. Fill vacant property windows wi th displays, painti ngs, curtains, Wheat Ridge history. Empty shops arc low va lue shops. Show activity
and pride in the property. Where possible, it is desirable to have building frontages and signage facing W.38 th Avenue. Entrances arc where the act ivity takes place, wbich. much like
an advert isement, invites in customers who happen by. When discussing fatyade improvements or signage, encourage no 3 3 c ,_j .... '< :0 tD ,<.... -A_I. N ,A_..I.. o j AI ,".'.t.
j tD "'t ':_":r. ' '"C :0 tD '"C o ,".'.t. 21
22 Observation: There is a lack of public gathering places along the Corridor. There is no one location where public can gather for fanners markets, concerts, city events or to meet
other shoppers. Open space along the corridor appears to be used for parking lots, undeveloped land, or open lawn areas. Recommendation: Create public plazas or space along the trSi
--:- , corridor at the activity nodes for public Extended streetscaping west along 38th Avenue gatherings, celebrations, focus of family activities. These plazas often have seating
and feature outdoor restaurants, vendors, fountains, kiosks for local infonnation signage, child play areas and nighttime lighting. Plaza's can be included around retail activity areas
like the High Court intersection. Use of the large middle school lawn for concerts, tented events, art fai rs, craft fa irs, bicycle events, and neighborhood celebrations will further
strengthen this node along the corridor. Observation: The corridor lacks visual appeal as it is cl uttered with automobile bumpers, parking lots, signage, and scattered residential developments.
Driveway access from the roadway is scattered and often poorly defined. Parking is often over the top of public walk ways and these walk ways are' not continuous along the corridor.
Recommendation: The form of land use should be designed to encourage retail activity areas at specific nodes along the corridor. These nodes then transition to segments of residential
character and then back to the retail/mixed use character at the next node. This transition will create a unique and well defined character along the corridor and eliminate the confusion
of residential and retail mix. Land use planning can be used to create a rhythm of commercial to residential andlor mixed usc land uses along the corridor. Activity nodes can be located
at Sheridan, Harian, High Court and Wadsworth. Focus small -sca le mixed-use infill and redevelopment act ivities primarily between Wadsworth and Pierce. Observation: There is a lack
of strong character at the activity nodes. Retail centers appear the same as the res idential segments along the corridor. One activity area has a strong regional retail presence at
the Wheat Ridge Cyclery locat ion at High Court and W. 38th. Recommendation: Create a lifestyle shopping center near High Court. This ccnter would fill shops wi th other active li festyle
merchandise and offi ces. Examples incl ude shops that se ll jogging clothes and shoes, bicycle and other athletic supplies, etc can cluster around the High Court area to create a themed
lifestyle center. Professional offices might include physical therapy, non-profits, event promotions, white water excursion agents, and so forth. Retail nodes should be strengthened
with defined pedestrian cross ings, streelscape
Existing pedestrian-oriented development on 38th Observation: There is a lack of pedestrian lighting throughout most of the corridor but especially at the act ivity nodes. Characteristic
lighting is provided over most of the corridor but it does not spec ifi ca lly light the walks or the shop frontages. This leaves the corridor looking like it is unoccupied and closed
for business during the evening hours. Recommendation: Study pedestrian lighting along the whole corridor. Clean existing lamps and standards. Add or include ligh ting that illuminates
the sidewalk and building facades. This lighting might included "twinkle" lighting on the building as well as light standards with in the sidewalk. Lights should all be downcast and
should defini tely be on during evening hours after shops are closed for business. Ultimately, design standards for light ing should be developed as part of an overall urban design streetscape
pattern. Observation: There is a noticeable lack of street furniture, bike racks, benches, trash containers, newspaper stands, etc. This lack of streetscape amenities points to a lack
of pedestrian usage or to a disregard for pedestrian use. Again, these features should be part of an overall streetscape design. Recommendation: Activity nodes should
be the main location for streetscape amenities, pedestrian and bicycle improvements (i.e., crosswalks and striping, generally every half to one-mile, corresponding with transit stop
enhancements as shown on the Transportation Structure Plan in Chapter 7) to increase safe and inviting pedestrian connections from neighborhoods to the corridor. lncluding these amenities
will encourage pedestrians, promote shopping opportunities, assist in se lling or leasing vacant properties and provide a safe environment to leave a car and shop. Observation: Signage
along the corridor is run-down, identifies shops that have long since closed, and is poorl y organi zed to actually be safely seen from the roadway at 30mph. The predominant signs are
the "For Sale" or "For Lease" signs. Often buildings have these signs in each of the vacant shop windows. One shop had 3-4 signs all identifying the building as no 3 3 c :_::J. '"<'
::a tD <. "I-_»'. N I» "_'. o :::J -g I» ""'I ":::J' tD ""'I '-:"::.T "'C ::a tD "'C o ""'I "' 23
" vacant and available to the same realtor. This also gives the impression ofa low rent district in disrepair and is not promoting the character that was expressed at the public meetings.
Recommendation: Ensure quality new signage along the corridor and encourage upgrades to existing non-conforming signage. All signage in the corridor should be studied, inventoried and
from those findings, a definitive set of design guidelines developed. There is no need for unifonn signage along the corridor but they should be clean, infonnative and visible. Where
possible signs should be combined to back-of-walk standard signage to alert the driver to what is within the development. Realtor signs can and should be coordinated to eliminate tbe
clutter in sbop windows and reduce the "no one is home" appearance of the corridor retail outlets. Where possible vacant shop windows can be used to advertise Wheat Ridge community events,
other nearby shop inventories, etc. Shop windows should be fu ll of shop items. Observation: City is perceived as non-business friendly. Throughout the series of focus groups, there
seemed to be an overall perception that the City'S development review process is challenging and cumbersome. This, coupled with the lack of a "can do" attitude among staff and City officials
limits retention and enhancement of existing businesses and discourages new development and redevelopment. The root cause of these perceptions rests within the existing Zoning and Development
Code and regulatory structure that is overly complex, unpredictable and rather out-of-date. While some citizens expressed concern about the corridor's appearance and decline, they thought
the city needed to adopt higher standards. Additionally, we heard most stakeholders thought the city's land use requirements were too stringent and limited the ability of infill and
redevelopment along the corridor. The City has made progress with the six (6) ordinances adopted to be more "open for business" citywide. It is apparent, however that the existing land
use regulations and City Charter's height and density restrictions present significant regulatory obstacles that deter business attraction and development along the W. 38th Avenue corridor.
The obstacles are: Regulatory "barriers" to property assemblage. Corridor is over-zoned for commercial uscs (Commercial One C-I district), does not allow residential uses, and might
not do enough to restrict inappropriate uses such as automotive, drive-through facilities and outdoor storage adjacent to the street. Unpredictability of Planning Developments (PO's).
Development proposals are required to rezone to PO, which leads to unpredictability due to multiple review steps and high degree of discretion rather an objective standards. Lack of
mixed-use zoning districts. Lack of usability and appl icability of the Architectural and Site Design Manual as well as limited usefu lness of the Streetscape and Architectural Design
Manuals. Overly restrictive bui lding height and densi ty restrictions per the City Charter.
Code Intent and Purpose Code Applicability Pennitted Building Types and Land Uses Code Development Standards and Requirements Review Cri teria Code Special Use Standards Application
FonniSubmittal Requirements regulatory process assessment. Audit the existing regulations, standards, and policies associated with infill and redevelopment projects. Examine what has
worked well and what has not. Establish and engage an Infill and Redevelopment Committee that includes representatives from financial, development, commercial and governmental '---___________________
_ -' entities throughout the audit. This type of committee can provide valuable insight as to where a particular code or regulation inhibits infill and redevelopment processes. The audit
should be built on a series of questions that identify gaps between current code and infill and redevelopment projects. Recommendation: Update Zoning and Development Code and Subdivision
Regulations. The evolution of land use zoning has largely been based on an assumption that land uses are static, unchanging, and separated; thereby, working against market cbanges that
favor infill projects. The traditional concept and application of zoning codes could be enhanced to better meet new market opportunities and the special considerations of infill projects
along urban corridors. The key is to set forth regulations that ensure the ability to shape pedestrian scale, mixed usc, fine-grained u,r banism, enforceability, and ease of use. Code
revisions can range from simply adding overlay zones on existing zoning districts to address infill challenges to rewriting particular zoning regulations to better reflect infill and
redevelopment project characteristics. Once the desired vision and character of the W. 38'h Avenue Main Street Corridor is secured through adoption of the Corridor Plan, the Zoning and
Development Code, Subdivision Regulations and City policies will need to be amended to accommodate contemporary development patterns, meet market demands and to maintain va lued features
of ex isting neighborhoods along the corridor. The following are possible Code amendments that would ensure successful implementation accordingly: Facilitate a community engagement process
as previously noted but be sure to collaborate with service providers, the city's Public Works and Parks departments and test the regulations with developers, business owners, and civic
associations to validate their ability for implementation and acbieving desired goals and objectives for the area .. To achieve the desired smaller-scale mixed-use character described
in the Comprehensive Plan's Structure Plan, consider adopting a Neighborhood Corridor Mixed-Use zoning district(s) or overJay(s). The new zone district should include strong standards
to address a bui lding's relationship to street, sidewalks, and provision of public gathering places. Additionally, the new zone district or overlay should be lower intensity than the
majority of commercial zoning along the corridor and allow for residential uses, reduced parking requirements, and setbacks along the street and for side-yards. A mixed use zone district
classificalion(s) or overJay(s), in combination no 3 3 c .:_:.J... '< ._.... -A_I. N .A_..I.. o ::J "'a ..A....I. ::J .tD.. :'"::. r "'CJ tD "'CJ .o......
26 • • • • • • • with a clearly defined abutting residential property line or border and strong transitional design guidelines (how the area between residential and commercial uses will
look) will improve, not weaken the adjacent neighborhoods. The City might want to consider/explore adopting a fonn-based or hybrid fonn-based code for the 38th Avenue Main Street corridor.
Examine the palatabil ity of a city in itiated rezoning of properties along the corridor or provide incent ives for incremental rezoning by the private seClQr into a new mixed-use zoning
distri ct(s). Allow for increased residential and commercial dens ities and establish criteria for accessory residential dwelling units (ADUs) such as apartment above garages or in carriage
houses. Establish density bonuses and expedited approval for res idential development. Amend the City Charter to exempt W.38th Avenue corridor or allow for flexible densities and heights
on the street Restrict inappropriate uses such as auto·relatcd, outdoor storage adjacent to the street and drive·through fac ili ties. Set forth admin istrative review processes (Community
Development Director approval) for projects in the corridor's new zone district. Set forth an alternative compliance development approval process within this new overlay zone or zoning
district. Upon request of an applicant, the city may approve an alternative approach for a plan that does not meeting one or more of the development standards contained in the new zone
district. This approach should only apply in circumstances where the end result is equal to or superior than what would have been achieved under strict compliance to the zoning regulations
Amend subdivision regulations to create a more defi ned and predictable review process -a llow for administrative approval and ease of parcel assemblage or combining one or more smaller
parcels to create a larger development site .. Fine tune site planning standards to help implement the community's vision for W. 38th Avenue. Provide a "How to" section and and include
graphics to convey intent of the regulations in the new zone district. Consider adopt ing a W. 38th Avenue Main Street Development Handbook that includcs fl owcharts, checklists, submittal
req uirements, application fonus, illustmtions, resources (technical assistance and sources of funds) and incorporates the various code requi rements for the district(s) or overlay(s)
zone into a single document for ease of use by property owners, business owners, developers, ci tizens, and city staff. Recommenda tion: Adopt incentive-based design guid elines to complement
and supplement the newly adopted zo ning and development regUla tion s. The 3gth Avenue Main Street Design Guidelines should address building siting, access and circulation, architecture,
landscaping, streetscape design, lighting, parking, signage and public art. The purpose of the guide lines is to ensu re that inti ll and redevelopment along the corridor proceeds in
a manner consistent with the vision set forth in the Corridor Plan by promo
ting concentrated, pedestrian-oriented mixed-use activity center/nodes. Recommendation: Redirecting staff resources in the Community Development Department, sueh as dedicating a staff
member/team to be assigned to the W. 381h Avenue corridor may be useful to accelerate regulatory approval processes and reduce regulatory friction from the developer/business owner as
well as convey a pro-business attitude. Because local planning expertise is often focused on traditional development projects, the City might want to consider out-sourcing these types
of review and approvals. Intill projects can often require extensive adjustments to utilities, demolition, hazard mitigation, traffic impacts, and structure improvement requirements
resulting in significant increase in the number of permits required for project review. Outsourcing or dedicating a statfmember(s) to expedite development approvals of projects along
the corridor will ensure projects are processed through the various City departments/City system quickly --possibly providing over-the-counter approval of developments proposals along
the W.3S'h Avenue Main Street Corridor. (note that Wheat Ridge is an infill community, so this corridor is not unique in that regard.) Recommendation: Facilitate continual education
efforts. Educate/train staff on newly adopted W. 3S'h Avenue Main Street Corridor Plan, updated regulations, design guidelines, and new City policies. Schedule topics as components of
the Wheat Ridge 2020 Planning and Development Academy agendas. Facilitate outreach to Middle School as well. (it would be more effective to do educational efforts with the organizational
structure fonned via [he recommendation for such in this report. The academy is mostly residents from the city at large and while we could certainly discuss, it won't hit your target
audience which should be corridor businesses, property owners and residents in adjacent neighborhoods. no 3 3 c .:-..l-. '< ::a tD .-<..-. -A--I N .A-..I-. o :l ." AI .".".'t. :l tD
""'t :-'"-r "C ::a tD "C o o .".".'t. 27
28 Axonometric (skewed bird's eye view) renderings of an enhanced and more pedestrian-friendly 38th Avenue. Note the expanded streetscaping and altered street layout that may help cultivate
the diverse activities and energy needed to sustain a thriving mixed-use corridor.
FINANCING MECHANISMS PROMOTIONS • Booth Fees -These arc charges applied to concessionaires at events, parades, community gathering places. • Heritage Tourism Office/Colorado Tourism
Office Grants -The West JeffeD Chamber should work together with other chambers, the county and regional entities to apply for a Colorado Tourism Office Marketing Matching Grant Program,
which provides funding to not·for.profil organizations in the State of Colorado for the purpose of promoting the state or a region as a tourism destination. PUBLIC INFRASTRUCTURE Tax
Assistance from General Funds -Allocate specific funds for a dedicated stream of funds for a Capital Improvement Plan exclusive ly for W. 38th Avenue. Consider allocating by Counci l
Resolution a percentage of the existing sales tax to fund the CIP. Alternatively consider the passage ofa dedicated sa les tax for the CI P. Public Improvement Fees: Consider implementation
of impact fees for improvements of the public infrastructure to accommodate new business development. Such fees could be used in improve on street parking. • Tax increment Financing
(TIF): Because this is a designated urban renewal area, TIF may be availab le to help support W. 38th Avenue revitali zat ion projects. BUSINESS DEVELOPMENT • Consider re-allocating
the existing Enferprise Zone along interstate 70 in Wheat Ridge to benefit the W. 38th Ave Corridor. This will allow the Jefferson County Economic Council (JEC) to assist the community
with low interest loans for new businesses and business expansion and Enterprise Zone Tax Credits. • Governor's Office of Economic Development and international Trade -This agency has
several programs from ranging from conduct ing area economic development assessments to establishing small business development centers. • Governors Energy Office (GEO) and USDA Rural
Development (RD) Energy Programs -Both agencies have new funding programs to retro-fit both public and business HVAC and lighting systems. Wheat Ridge businesses could utilize new technology
and renewable energy sources to reduce costs. The City could also upgrade its existing facilitates to achieve long term energy cost savings. One project may be the conversion of streetl
ights to more energy efficient LED type lights. • Small Business Administration and Economic Development Administration -These are two federal programs that can assist local businesses
in business startup, expansion and relocat ion. • Locall y, business training is readily available from the Jeffco Business Resource Center. no 3 3 c ,:_.:.l.. '< ;:g tD ,<_.... D-_I.
N ,D_..I.. o ::l ." DI ,".".t. ::l tD ""t en :_::T. ";:g tD " o ,".".t. "
30 W. 38TH AVENUE SPECIFIC TOOLS Colorado allows commercial and business areas tradi tional downtowns the abi lity to create several types of public entities to help a city, property
owners and tenants organize to implement rev ita li zation strategies like those recommended in this report. The CRP Team recommends that Wheat Ridge investigate and consider the applicability
ofa downtown development authori ty ("DOA"). An alternative would be a business improvement distri ct ("BLD"). Ifse lected, a DDA would be created by a city ordinance after an election
where e li gib le voters withi n a defi ned area, such as the property owners bordering W. 38th Avenue between Sheridan and Wadsworth, vole to approve the DDA. The DDA would have the
power to create and implement a "plan of development" that could include projects for infrastructure and capital improvemen ts along the street and plans for business promotion activities
as marketing and educational promotions. I f approved by the voters in a TABOR election, the DDA's funding could come from a property tax of up to 5 mills and tax increment financing
from growth in the existing sa les tax and/or property tax that is already coll ected in the area. The DDA Board of Directors would be appointed by the City. DDAs exi st in downtown
Ft. Colli ns, Greeley, Longmont and Colorado Springs (among others). The aitemative, a BID would be started by a petition signed by the owners of taxab le commercial property representing
over 50% of the assessed value and 50% of the acreage along the corridor. The BID would be created after a public hearing and adoption of a City ordinance. After approval by the BID's
voters in a TABOR election, the BID could be empowered to collect property taxes and/or special assessments in the amounts that were approved in the election. The BID would have the
power to fund public improvements, business promotions and marl<.eting, security services, and a wide range of other businessrelated services. Annually an operating plan and budget would
be proposed by the BID's Board of Directors and approved by City Council. Depending on Wheat Ridge's preference, the BID's Board of Directors can either be elected by the eligible voters
in the BID or appointed by City Council. BIDs exist in downtown Denver, Boulder, Colorado Springs, Black Hawk, and about 30 other locations in Colorado. "Getting organized" is the single
most important next step in implementing a plan to improve the competit ive pos ition ofW. 381h Ave. in Wheat Ridge. The issues on corridor are bigger than a single business can handl
e, but there is strength in numbers and strength in working together. A dedicated association, organization, di strict, or authority can provide the structure for all of the recommendations
in this report and give W. 381h Avenue the same competitive advantage that is found by in the management structure of single-owner shopping centers and large discount retailers. Other
Resources, e.g. Downtown Colorado, Inc., etc. -As a member of Downtown Colorado, inc. , Wheat Ridge will continue to be eligible for DCI services, training, and educational programs.
It would be beneficial to review programs such as the Development & improvement Program that might offer some on-going training and support to Wheat Ridge's W. 381h Corridor efforts.
Page A-1 APPENDICES Action Matrix 1-13............................................................................. A2 -14 Comparables.................................................................
...................... A15 -17 Sample Stakeholder Analysis............................................................. A16 -20 Sample Strategic Event Planning Matrix.................................
.......... A18 -22 Getting Organized – DDAs and BIDs................................................ A23 Colorado Special Financing Districts Table.......................................
A24 Resources............................................................................................ A26 Merchant Survey & Results...............................................................
A17 -46 Focus Group Participants................................................................... A7 -48 CRP Agenda for December 2nd and 3rd............................................
A49 -53 CRP Team Member Bios................................................................... A54 -56
Page A-2 Appendix 1: Action/Responsibility Matrix Organization Action/Responsibility Matrix Action Item Measurement of Success Initiator Potential Partners 1-3 M Form a 38th Avenue Committee
to begin discussing the vision and identity of the corridor. Bi-monthly committee agendas, work plan created, including shared vision. City participation with residents increased. City/WR2020/Urban
Renewal Authority Existing Business Organizations , corridor owners and tenants 1-3 M Personalize, complete, and implement the Strategic Communication Plan included in the CRP report.
Completed communication plan with implementation timelines. Personalized messages are created for each audience. 38th Ave. Committee WR2020, Enterprise Wheat Ridge, Wheat Ridge Business
District 1-3 M Create materials for residents and businesses that educate and inform them about services for the corridor. This should be updated yearly. Business Directory, Corridor
Website listing city and organizational services and contacts, Mailer of list of of Services (Training, Grants, and Loans) available to business from all organizations. 38th Ave. Committee
WR2020, Enterprise Wheat Ridge, Wheat Ridge Business District, Jeffco Business Resource Center. 1-3 M Conduct and utilize stakeholder analysis to assess feasibility of working with other
organizations and teaming up with them on joint activities. Create strategic partnerships with all organizations servicing 38th Ave. Completed stakeholder analysis. Increased collaboration
with four organizations servicing 38th in fi rst 12 months– include them in the “38th Committee”. 38th Ave. Committee WR2020, E Wheat Ridge, Wheat Ridge Business District, Jeffco Business
Resource Center, West Chamber, City 1-3 M Develop and use transparent guidelines and standards for grants and loans that encourage businesses to reinforce the design plan for 38th Ave.
Grant and loan standards and guidelines. City Wheat Ridge Business District, WR2020, Urban Renewal 3-12 M Contact CU/DOLA to coordinate a presentation of services available to businesses
and the city. For example to provide renderings of potential façade improvements, signage, based on corridor vision, grant and loan standards, design features. Meeting agenda and increased
services available to businesses and corridor. 38th Ave. Committee DOLA, CU, City, WR 2020 3-12 M Contact Jefferson County Business Resource Center (JCBRC) to request trainings for business
owners and appropriate stakeholders. Trainings held, database of attendees, improved web presence of corridor and individual businesses. 38th Ave. Committee JCBRC, Business owners 12
M Hold events on school campus or allow students to use vacant storefronts to house art or other projects. Schedule of High Court Area events, artwork displayed in local store fronts.
38th Ave. Committee Schools, property owners
Page A-3 Appendix 2: Action/Responsibility Matrix Organization continued & Identity Action Item Measurement of Success Initiator Potential Partners 12 + M Review 2010 census data to
identify demographic groups within the community and tailor communications to those groups if necessary. New or adjusted communication plan and stakeholder analysis. 38th Ave. Committee
WR2020, Enterprise Wheat Ridge, Wheat Ridge Business District, City Contact organizations such as the Jefferson County Housing Authority, Metro West Housing Solutions, and Catholic Housing
to develop high quality housing projects along or near 38th Ave. Develop regular communications and areas of collaboration. Quality housing along or near 38th Ave. 38th Ave. Committee
City, Housing Organizations, Property owners, developers Identity Action Item Measurement of Success Initiator Potential Partners/Contact 1-3 M Declare 38th the Main Street by resolution.
Resolution adopted Mayor/Board President WR 2020, Chair Urban Renewal Authority City, WR 2020, Community. Urban Renewal Authority 3-6 M 38th Ave Committee engages historical societies
and other stakeholders to create and facilitate educational sessions about the corridor’s history and identify elements unique to 38th Ave. Vision exists based on history with clear
outcomes for use in messaging and branding 38th Ave. “Main Street”. 38th Ave. Committee WR Historical Society, Jeffco Historical Society, WR2020, Enterprise Wheat Ridge, Wheat Ridge
Business District, Business owners, City Council, Reidents 6-12 M Develop cohesive marketing package for existing, new and potential businesses. Marketing package delivered to all businesses
on the corridor, real estate agents and developers. Information located on all relevant websites. WR 2020/City Jeffco Bsiness Center, WR2020, Enterprise Wheat Ridge, Wheat Ridge Business
District, Business owners
Page A-4 Appendix 3: Action/Responsibility Matrix Identity continued & Economic Restructuring Action Item Measurement of Success Initiator Potential Partners 12 M Hold 38th Ave. Main
Street Grand Re-Opening to announce the brand and celebrate Participation of businesses and community, 38th Ave seen as Wheat Ridge Main Street 38th Ave. Committee and businesses Residents,
school, WR Historical Society, Jeffco Historical Society, WR2020, Enterprise Wheat Ridge, Wheat Ridge Business District, Business owners, City Council, Planning Commission, city staff,
12 M 38th Ave. Committee continues to meet on a quarterly basis with open attendance opportunities for continuing education and development of the corridor. Quarterly meeting agendas,
event development, collaborative marketing initiatives. 38th Ave. Committee City, WR 2020, Urban Renewal Authority Economic RestructuringAction Item Measurement of Success Initiator
Potential Partners/Contact 1-3 M Complete a Potential to Change Map for 38th Avenue corridor. Compile the following information: existing land use(s), planned land use(s), current zoning,
infrastructure including roads, offi cial bicycle trails/paths, and RTD routes, parking layout (if applicable) and requirements, property ownership, property value, proximate amenities
and community facilities, cost of improvements to make property meet City standards, etc.. Potential to Change Map and accompanying database of information City of Wheat Ridge (Economic
Development, Planning) and Wheat Ridge 2020 38th Ave. Committee, URA, Jefferson County Business Resource Center, City of Wheat Ridge (Building Inspection, Engineering, Assessor) 1-3
M Wheat Ridge 2020 and City become members of developmentoriented associations and advocacy groups. More publicity for 38th Avenue and the sharing of information between Wheat Ridge
and local organizations. 3-6 M Input information into a GIS database Database created to analyze corridor visually City City IT
Page A-5 Economic Restructuring continued Appendix 4: Action/Responsibility Matrix Action Item Measurement of Success Initiator Potential Partners 3-6 M Create a regular developer-oriented
tour program. Use the community’s vision as a base to start compiling a list of “ideal” developers in Wheat Ridge. List of developers with associated land interests, tour times and agendas,
list of city contacts City, WR2020, Urban Renewal Authority, Enterprise Wheat Ridge 3-6 M Communicate with “ideal” developers and send them the “development prospects” pamphlet, invite
to a tour of the corridor and catalyst sites/nodes, and any other relevant demographic, market or promotional material. Encourage them to invite colleagues. 3-6 M Development-oriented
associations and advocacy groups conduct workshops, trainings, social events and seminars on 38th Avenue. Post information regarding the tours and contact information on the Wheat Ridge
2020 and City websites so other involved in the development industry can fi nd out about about the tours. 12+ M Identify parcels and assemblages of parcels that have the most potential
for change Cross these areas with the community’s vision for 38th Avenue to determine what is envisioned for the catalyst area. Identifi cation of parcels with most potential to change
City WR2020, City Staff, Urban Renewal Authority 12+ M Create a “development prospects” package with information about each catalyst site and node including traffi c counts near the
site, transportation links to/from the site, average price per square foot for the property itself and/or comparables along the corridor, existing and planned land use and zoning, number
of people who live within 2-3 miles of the site, etc. and contact information for a representative from the City and broker (if applicable). A “development prospects” package summarizing
information regarding a limited number of defi ned catalyst nodes and sites along 38th Avenue that are recognized by key stakeholders, citizens, investors, etc. as priorities for redevelopment
and/or enhancement. City of Wheat Ridge (Economic Development, Planning) and
Wheat Ridge 2020,Urban Renewal Authority 38th Ave. Committee, JCBRC, City of Wheat Ridge (Building Inspection, Engineering, Assessor)
Page A-6 Appendix 5: Action/Responsibility Matrix Economic Restructuring continued & Promotions Action Item Measurement of Success Initiator Potential Partners After a community vision
has been formulated for 38th Avenue, consider/evaluate funding mechanisms reviewed in the CRP Report to determine which entity is best to fund downtown improvements. Creation of a downtown
improvement entity with a dedicated stream of funding. City of Wheat Ridge (Economic Development, Planning), Urban Renewal Authority and Wheat Ridge 2020 38th Ave. Committee, Wheat Ridge
Urban Renewal Authority and Wheat Ridge Business District Promotions Action Item Measurement of Success Initiator Potential Partners/Contact 1-3 M Develop consolidated promotional materials
based on the rebranding effort, including printed directory and map of 38th Avenue businesses. Printed directory and map should include designated parking, public restrooms, local attractions
and historical sites. Distribute through local businesses, city, and supporting supporting organizations. Printed and distributed directories Printed promotional materials 38th Ave Committee
Business owners, WR2020, Enterprise Wheat Ridge, Wheat Ridge Business District, media 1-3 M Create new merchant window stickers (i.e. Heart of Wheat Ridge) to unify and promote stores
on corridor. Put potted fl owers outside of all businesses to further reinforce the unifying of all stores. Customized shop local merchant window stickers using new corridor identity
38th Ave Committee Business owners, media 1-3 M Create a window display campaign for vacant windows. (This can be anything that encourages people to linger by windows and incites activity:
impromptu art gallery for local artists with kick-off opening night; art contest for local students; crosspromotions for other businesses on 38th Ave, e.g., Valentine’s Day Promotion
--Romantic dinner: Red Tango, Chocolates for your sweetheart: Lewis Fine Candies; Create your own Valentine: Your Paper Garden; bicycle built for two: Wheat Ridge Cyclery, etc.) Attractive
window displays Increased activity on 38th Increased traffi c to businesses Business owners, local artists, schools, media
Page A-7 Appendix 6: Action/Responsibility Matrix Promotions continued Action Item Measurement of Success Initiator Potential Partners 1-3 M Complete the event action matrix to ensure
that your events are meeting your strategic objectives and to identify any missing components. Events will sometimes target specifi c audiences, yet should still include the following
components: free component, activities with appeal to all ages, food, retail, and take-away. Event action matrix 38th Ave Committee WR2020, Wheat Ridge Business District, Enterprise
Wheat Ridge, city staff, businesses 3-12 M Hold a 38th Avenue Main Street Grand Opening event. Increased activity and more profi ts generated for retail 38th Ave Committee, business
owners WR2020, Wheat Ridge Business District, Enterprise Wheat Ridge, city staff, media 3-12 M Build on current events as well as create new ones, e.g., link car show to other businesses
or activity, such as an outdoor movie; Saturday-morning city-run farmer’s market at school; “Chocolate Day,” i.e., all businesses put out a plate of locally made chocolates for patrons.
Increased activity on 38th Ave and retail traffi c 38th Ave Committee Business owners, city staff, supporting organizations, media 3-12 M Create a strong online presence with a new website.
Include information for three audiences: home page and main pages should promote district to consumers; other pages should include resources for current business owners as well as info
for potential investors and business owners. Include online business directory with website links; update constantly with upcoming promotions and events. Collect emails to promote events.
Use social media outreach (Twitter, Facebook, etc.) to promote events, promotions, etc.; update daily. Social media aspect can be a great project for intern. Website Email address database
Social media outreach 38th Ave Committee Business owners, website development company, media 3-12 M Develop collaborative promotions and advertising. Consider targeted advertising for
holidays (e.g., Valentine’s Day as above), market segments (e.g., women, teens, etc.) Flyers distributed by retailers Local newspaper Promote on website and social media 38th Ave Committee
Business owners 3-12 M Identify at least one cross-promotional activity that businesses and services along 38th Ave can participate in. Press releases, advertisements of promotions,
website and social media promotion, fl yers handed out by retailers. 38th Ave Committee Business Owners, WR2020, Wheat Ridge Business District, Enterprise Wheat Ridge
Page A-8 Appendix 7: Action/Responsibility Matrix Promotions continued Action Item Measurement of Success Initiator Potential Partners 3-12 M Develop business retention campaign. Include
a package of educational and supportive resources and contact information for businesses. Conduct a familiarization (“fam”) tour with businesses to familiarize them with other businesses
on 38th Avenue so they can direct customers. Resource package for business owners Fam tour 38th Ave Committee Business owners, WR2020, Enterprise Wheat Ridge, Wheat Ridge Business District
3-12 M Build media relations with local media, including local newspapers by regularly submitting press releases about events and new activities on 38th Avenue, updating an online calendar
of events, and encouraging media members to attend and cover activities on 38th Avenue. Media contact list with submission info for all nearby newspaper online event calendars 38th Ave
Committee Media 12+ M Activate vacant spaces by holding seasonal activities, such as tree lots, pumpkin patches, Santa’s workshop, etc. Increased activity and traffi c 38th Ave Committee
Business owners, WR2020, Enterprise Wheat Ridge, Wheat Ridge Business District, Media
Page A-9 Design Appendix 8: Action/Responsibility Matrix Design Action Item Measurement of Success Initiator Potential Partners/Contact 1-6 +M Facilitate a community engagement process
(public participation) for adoption of a 38th Avenue Main Street Corridor Plan. Prepare amendment to the 2009 Comprehensive Plan and Urban Renewal Plan for corridor Community consensus
and adoption of the 38th Avenue Main Street Corridor Plan Amended 2009 Envision Wheat Ridge Comprehensive Plan Also want to amend Urban Renewal Plan for corridor so that all policy documents
are consistent Community Development Department and Wheat Ridge 2020, Urban Renewal Authority Mayor appointed Task Force, City Council/PC, City Staff, Enterprise Wheat Ridge, Live Well
Wheat Ridge Wheat Ridge Business District, Wheat Ridge Housing Authority, businesses, Chamber, stakeholders, Metro West Housing Solutions, Jefferson County Housing Authority, Jefferson
County Business Resource Center, DCI, Middle School, and residents 1-6 +M Host a 38th Ave. Main Street clean up event to sweep and wash walks, wash and paint building facades, and stripe
pavement, parking and pedestrian crossings. 38th Avenue Main Street Clean Up Event Community Development Department/Code Enforcement City Staff, Wheat Ridge 2020, Enterprise Wheat Ridge,
Live Well Wheat Ridge Wheat Ridge Business District, Chamber, businesses, stakeholders, residents, and Middle School
Page A-10 Action Item Measurement of Success Initiator Potential Partners 1-6 +M As part of the corridor planning effort identify property that is either publically owned or can be designated-purchas
ed which will serve a central focus for community gatherings on the corridor. Ideally this property should be near existing businesses. Plaza size should be to accommodate a couple hundred
people with landscaping, fountains (for children play), a stage, and other amenities to attract the neighborhoods to the site. Potential properties identifi ed Community Development
City Staff, Wheat Ridge 2020, Enterprise Wheat Ridge, Live Well Wheat Ridge Wheat Ridge Business District, Chamber, businesses, stakeholders, residents, school 1-Amend City Charter to
exempt 38th Avenue corridor or allow for fl exible densities and heights along 38th Avenue Amended City Charter City Council or citizen petition for ballot election Mayor appointed Task
Force, Infi ll and Redevelopment Committee/City Council/PC, City Staff, Wheat Ridge 2020, Enterprise Wheat Ridge, Live Well Wheat Ridge, Wheat Ridge Business District, Building Code
Advisory Committee, businesses, Chamber, stakeholders, Middle School, and residents Appendix 9: Action/Responsibility Matrix Design continued
Page A-11 Design continued Appendix 10 : Action/Responsibility Matrix Action Item Measurement of Success Initiator Potential Partners 6 M Conduct Regulatory Process Assessment Code Audit
Community Development Department Infi ll and Redevelopment Committee/City Council/PC, City Staff, Wheat Ridge 2020, , Urban Renewal Authority, Enterprise Wheat Ridge, Live Well Wheat
Ridge, Wheat Ridge Business District, Chamber, Building Code Advisory Committee, Wheat Ridge Housing Authority, businesses, stakeholders, and residents 6-18 M Utilize the University-DOLA
Technical Assistance program to help evaluate identifi ed properties for the potential plaza along the Corridor. Design alternates can be developed and reviewed by the community. Various
alternates can be developed to satisfy the needs of the neighborhood, local schools, toddlers, and even a place for an evening walk. Property selected for Public Plaza Community Development
Department Mayor appointed Task Force, Infi ll and Redevelopment Committee, Urban Renewal Authority, Wheat Ridge 2020, Enterprise Wheat Ridge, Live Well Wheat Ridge Wheat Ridge Business
District, Chamber, residents, businesses
Page A-12 Action Item Measurement of Success Initiator Potential Partners 6-12 M Facilitate a community engagement process (public participation) for Zoning and Development Code and
Subdivision Regulations updates for consistency with Corridor Plan. Community consensus and adoption of updated Zoning and Development Code and Subdivision Regulations Adoption of new
Zoning Map or adopted incentives for incremental rezoning Complete Streets Policy Community Development/Public Works/Parks & Rec Infi ll and Redevelopment Committee/City Council/PC,
City Staff, Wheat Ridge 2020, Enterprise Wheat Ridge, Live Well Wheat Ridge, Wheat Ridge Business District, Chamber, Building Code Advisory Committee, Wheat Ridge Housing Authority,
businesses, stakeholders, Metro West Housing Solutions, Jefferson County Housing Authority, Jefferson County Business Resource Center, and residents 6-18 M. Identify properties that
need more than just some paint, inventory each and document what needs to be done to bring it up to the desired character of the corridor. Utilize University-DOLA Technical Assistance
program to help with building façade design ideas and with landscape treatments for the corridor. Property Inventory City Staff Infi ll and Redevelopment Committee/City Staff, Wheat
Ridge 2020, Enterprise Wheat Ridge, Wheat Ridge Business District, businesses, stakeholders, Wheat Ridge Housing Authority, Middle School, and residents Appendix 11: Action/Responsibility
Matrix Design continued
Page A-13 Design continued Appendix 12: Action/Responsibility Matrix Action Item Measurement of Success Initiator Potential Partners 6 – 18 M Set up annual cleanup campaign, and a design
review guideline for corridor businesses and residences. Host 2nd annual 38th Avenue Clean House effort in the following Spring. 2nd Annual 38th Avenue Clean Up Spring Clean Up Code
Enforcement Wheat Ridge 2020, Enterprise Wheat Ridge, Wheat Ridge Business District, businesses, stakeholders, and Middle School 12 M Educate/train staff on newly adopted 38th Avenue
Main Street Corridor Plan, updated land use regulations, design guidelines, and City policies Trained and educated staff Community Development Department City Staff and Wheat Ridge 2020
12-14 Prepare and adopt a 38th Avenue Main Street Corridor Development Handbook. Adopted 38th Avenue Main Street Corridor Development Handbook Community Development Dept. Wheat Ridge
2020, Enterprise Wheat Ridge, Wheat Ridge Business District, residents, businesses, Infi ll and Development Committee 12-18 M Prepare and adopt 38th Avenue Main Street Corridor Design
Guidelines 38th Avenue Main Street Corridor Design Guidelines adopted Community Dev Dept. Infi ll and Redevelopment Committee/City Council/PC, City Staff, Wheat Ridge 2020, Enterprise
Wheat Ridge, Live Well Wheat Ridge, Wheat Ridge Business District, Building Code Advisory Committee, businesses, Chamber, stakeholders, Middle School, and residents
Page A-14 Appendix 13: Action/Responsibility Matrix Design continued Action Item Measurement of Success Initiator Potential Partners 12-24 M Identify funding source to secure property
and develop a community facility (Public Plaza) along the Corridor. Obtain funding for a public plaza Community Development Department Wheat Ridge 2020, Enterprise Wheat Ridge, Live
Well Wheat Ridge Wheat Ridge Business District, Chamber 14 + M Schedule the newly adopted 38th Avenue Main Street Corridor Plan, updated land use regulations, design guidelines, and
City policies on the Wheat Ridge 2020 Planning and Development Academy agenda Wheat Ridge 2020 Planning and Development Academy participates are trained/educated about the 38th Avenue
Main Street Corridor Plan, updated land use regulations, design guidelines, and City policies Community Development Department /Wheat Ridge 2020 Mayor Appointed Task Force, City Council/PC,
BOA, ad hoc task forces, citizens, businesses, stakeholders, Infi ll and Redevelopment Committee
Page A-15 W. 38th Avenue Comparables Data: Population & Per Capita Income Per Capita Income Refurbished Colfax " iiiiiiiiiiiiiiiiiiii--South Broadway •••••••••••••••••••• Tennys on Arts
••••••••••••••• 38th & Sh eridan ••••••••••••••• I 38th& High ••••••••••••••• Highl ands •••••••••••••• Olde Town Arvada West Colfax '1III1III1III1III1III •••• _
_ J r $0.00 $5,000.00 $10,000.00 $1 5,000.00 $20,000.00 $25,000.00 $30,000.00 $35,000.00 $40,000.00 Population Refurbished Colfax Highlands South Broadway 38th and Sheridan Tennyson
!'its West Colfax Olde Town mada 38th and Hi gh o 5,000 10 ,000 15,000 20 ,000 25,000 30,000
Page A-16 W. 38th Avenue Comparables Data: Office DOWNJOWN COLORADO. INC Tennys on Arts Highlands 38th & S'l endan Refu rbished Colfax 38tt1 & High South Broadway West Colfax Olde Town
Arvada Off ice Vacancy I -,-()% 2% 4% 6% 8% 10% 12% 14% 16% Office Average Rent We st Colfax ••• j 38th&Sheridan •••••••• 1 38th&High •••••••• 1 Tenn','3on
Arts ••••••••• 1 Highlands •••••••••• Refurbish ed Colfax 1 •••••••••• Olde Town Aeva da j. .._ --1 South Bro aaway _
$0.00 $5.00 $10.00 $15.00 $20.00 $25.00 Office Square Feet Sooth &oadway Refu rbished Colfax \/Vest Colfax 38th & High Highlands ade Town Asvada 38th & Sheridan Tenn','Son.Arts
:- o 500,000 1,000,000 1,500,000 2,000,000 2,5IJO,000 3,000,000 3,500,000
Page A-17 W. 38th Avenue Comparables Data: Retail Retail Ave rage Re nt 38th & High l.J"'.kst Colfax RefUrbished Colfax 38th & Sheridan Olde Town Avada South Broadway Tenny;on Ms Highlands
$0,00 W.,tCollax HlJlllllndl 0I1It Town 1Wf4. hntrylonM. J"h'SI'I.,lfbn lSlh& HlSlh R.tllbhhed Colla. $5.00 $10 ,00 $15.00 Retail Square Feet $20,00 500,000 1,000,001)
1500,000 2,000,000 3.(0),000 3.500,000 Retail Vacancy Highlands _ 38th & Sheridan Tennyson .tIits South Broadway Refurbished
Colfax •• ade Tov.tn kvada 38th t. High $25 .00
Page A-18 W. 38th Avenue Sample Stakeholder Analysis Stakeholder Analysis – SAMPLE Stake or Interest Relative Potential Contribution or Withholding Approach/Responsible Yes No Businesses
More customers on 38th Avenue X 2 Volunteer Hours Potential Part-time employment Indiv. Info packets/Ambassador Community Donors Sense of fulfi llment/gratifi cation Tax deduction Means
discarding unneeded household objects X 4 Supplies or other Resources Public meeting/committee chair USCC Contributing to their mission X 5 Moral & Financial Support Information Private
meeting/Executive Director & Committee Chair Donation Coordinator Streamlining donations process Offi ce stress-level reduction X 5 Contact point for external donations Works in tandem
with volunteer coordinator Offi ce to caseworker liaison Private meeting/Executive Director & Committee Chair Catholic Social Service Goodwill between the two offi ces Coordination of
resources between the two offi ces X 3 Oversight of the project leadership Coordination of resources between the two offi ces Private meeting/Executive Director & Committee Chair Volunteers
(high school) Fulfi lling their community service requirement Sense of moral fulfi llment camaraderie and fun X 4 Time and Physical Labor Fund raising Public service announcement/Executive
Director Private meeting with internship manager/committee chair
Page A-19 Identify Potential Volunteers by Stakeholder Groups Steps: 1. List desired Downtown participants across the top of the matrix. 2. List potential individuals or organizations
to recruit to fi ll those participant needs in the left-hand column. 3. Recruit accordingly! Volunteer Source (individual or organization) Business Owners Property Owners Neighborhood
Residents Government Media Utilities Civic Groups Youth/Schools Preservationists Financial Institutions Religious Organizations Design Professionals Institutions Community/Economic Dev.
Organizations Identify Potential Volunteers by Desired Skills Steps: 1. List desired skills across the top of the matrix. 2. List individuals or organizations who could provide those
skills in the left-hand column. 3. Recruit accordingly! W. 38th Avenue Sample Stakeholder Analysis continued
Page A-20 Volunteer Source (individual or organization) Fund-Raising Accounting Graphic Design Legal Expertise Finance Public Speaking Writing skills Website design Etc… Potential Project
Partners Steps: 1. List 38th Avenue’s annual projects in the left-hand column. 2. List potential organizational partners across the top of the matrix. 3. Check any groups that might
have a shared interest or mission in accomplishing each project. 4. Recruit accordingly! W. 38th Avenue Sample Stakeholder Analysis continued
Page A-21 Winter Sports Club Arts Council Tread of Pioneers Community Ag. Alliance Yampa Valley Partners Noon Rotary Morning Rotary Morning Lions Noon Lions Kiwanis Cattlewomen 4-H Club
Middle School Honor Society Etc… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name… Project Name…
W. 38th Avenue Sample Stakeholder Analysis continued
Page A-22 Blank Worksheet Volunteer Source (individual or organization) W. 38th Avenue Sample Stakeholder Analysis continued
Page A-23 Sample Strategic Event Planning Matrix objective event Community Ambiance Fund Raising Traffi c Generating Promotes Retail Restaurant Downtown Demo Reached Carnation Festival
X X X 3 and beyond Car Show at Bowling Alley X X 1 Pot Luck Picnic X X 1 Taste of Christmas X X 1 Farmers’ Market X X X 1, 3 West 38th Avenue Grand Opening Celebration X X X X X 1, 2,
3 Movie/Concert nights X X X X X X X 1,2,3 Primary Demographic Groups 1. Local _____________ 2. Surrounding Area _______ 3. Regional ______________ 4. Larger area ______________W. 38th
Avenue Sample Strategic Event Planning Matrix
Page A-24 Colorado allows downtowns to use several types of public entities to help them get organized, fi nance improvements and services, and help businesses. The CRP Team suggests
that your community investigate and seriously consider the creation of a downtown development authority (“DDA”) and/or a business improvement district (“BID”). If selected, a DDA would
be created by a city ordinance after the approval of eligible downtown voters in an election. The DDA would have the power to create and implement a “plan of development” that could
include plans for physical improvements to the downtown environment and plans for economic improvements such as marketing and educational promotions. If approved by the voters in a TABOR
election, the DDA’s funding could come from a property tax of up to 5 mills and tax increment fi nancing from growth in the existing sales tax and/or property tax that is already collected
in downtown. The DDA Board of Directors would be appointed by the City. Some examples of DDAs exist in downtown Ft. Collins, Greeley, Longmont and Colorado Springs. If selected, a BID
would be started by a petition signed by the owners of taxable commercial property representing over 50% of the assessed value and 50% of the acreage in downtown. The BID would be created
after a public hearing and adoption of a City ordinance. After approval by the BID’s voters in a TABOR election, the BID could be empowered to collect property taxes and/or special assessments
in the amounts that were approved in the election. The BID would have the power to furnish any public improvement and provide marketing, security services, and a wide range of other
businessrelated services as outlined in an operating plan and budget that would be proposed each year by the BID’s Board of Directors and approved by City Council. Depending on your
community’s preference, the BID’s Board of Directors can either be elected by the eligible voters in the BID or appointed by City Council. BIDs exist in downtown Denver, Boulder, Colorado
Springs, Black Hawk, and about 30 other locations in Colorado. As was emphasized at the conclusion of the CRP Team presentation, “getting organized” is the single most important next
step in implementing a downtown plan to improve the competitive position of your downtown. The issues in your downtown are bigger than a single business can handle, but there is strength
in numbers and strength in working together. A DDA or a BID can give a method to get organized, structure activities, and give downtown the same advantage of common management that is
enjoyed by single-owner shopping centers and large discount retailers. If your community fi nds that there is interest in putting together some informational meetings to review these
options, please contact Downtown Colorado, Inc. to assist you with this process. Getting Organized
Page A-25 COLORADO SPECIAL FINANCING DISTRICTS Prepared by Progressive Urban Management Associates (www.pumaworldhq.com) and Stifel, Nicolaus & Co, Inc. (mattoxv@stifel.com) September,
2006 Business Improvement Downtown Development Urban Renewal General Improvement Special Improvement District Authority Authority District District (BID) (DDA) (URA) (GID) (SID) Background/Quasi-muni
cipal organization Quasi-municipal corporation Established to eliminate Quasi-municipal corporation An assessment district Summary is a subdivision of the state. All which is intended
to halt or blighted areas for development which is subdivision of the is not a subdivision property assessed in a BID must prevent deterioration of property or redevelopment by state.
Can provide a wide of the state, nor is it be commercial. Boundary may or values or structures in Central purchasing, rehabilitating and range of services. separate from the may not
be contiguous. Business District. selling land for development. municipality. Focus Management, Marketing, Advocacy, Real Estate Development, Real Estate Development, Capital Improvements,
Capital Improvements, Economic Development. (Can issue Infrastructure, Operations. Rehab Financing, Infrastructure. Public Facilities, Infrastructure. bonds for capital improvements.)
Maintenance Formation Approval by petition of property City ordinance subject to vote by Finding of blight; Petition At least 200 or 30 per cent Need petitions from Steps owners representing
50% affected property owners. by 25 electors; Council of, whichever is less, electors property owners who will of acreage and 50% of value TABOR election. resolution. of the proposed
district must bear at least 50% of the of proposed district; Council sign petitions. If all taxable cost of the improvement; ordinance; TABOR election. property owners in the district
Ordinance forms district. sign a petition, public hearing can be waived. Assessment Assessment or mil levy on TIF on property and/or sales and TIF on property and/or sales tax. Property
tax and income from Assessments on Property Method commercial property. 5 mil property tax for operations. improvements. Pros/Cons Very flexible entity that can Ability to finance improvements
Can generate sales and/or Only those in the district Equitable: only those who finance improvements and provide and provide services; can tax increment to finance future can authorize
and pay for benefit pay. services. Can issue bonds. generate mil levy and TIF development. improvements. Difficult to form -requires increment. Increment needs approval from Requires
Petition and election. City constructs Needs approval from other county county entities; can be Election. improvements. entities to collect increment. controversial. Governance Minimum
5-member board appointed 5-11 member board appointed by 5 to 11 member commission Governing body is ex-officio City Council by the Mayor or governing body; City Council. appointed by
City Council. board. Can also be elected. Condemn property? No No Yes Yes No Operate facilities? Yes Yes Yes Yes No Levy property tax with voter approval? Yes 5 mil property tax for
operations No, but can use TIF Yes No Levy sales tax with No but may create SID w/in BID No, but can use TIF No, but can use TIF No No with voter approval? Assess costs? Yes Yes No Yes
Yes Issue GO bonds with voter approval? Yes Bonds secured by property tax Yes Yes No Issue revenue bonds? Yes Increment can be issued by Yes Yes Yes municipality Issue special assessment
bonds? Yes No No Yes Yes Colorado Revised Statute Cite 31-25-1201, et seq CRS 31-25-801 et seq C.R.S. 31-25-101 et seq C.R.S. 31-25-601 et seq C.R.S. 31-25-501 et seq C.R.S.
Page A-26 RESOURCES (Information, Technical assistance, Funding) American Institute of Architects (AIA), publications, architects, etc. American Society of Landscape Architects
(ASLA), Landscape Architecture magazine) Colorado Brownfi eld Foundation – Environmental assessments and grants Colorado Preservation Inc. (advocacy, state preservation awards,
etc.) Downtown Colorado, Inc., technical assistance, Colorado Main Street program Downtown Institute from Downtown Colorado, Inc. (quarterly training focused on the Main Street
Four Point Approach) Colorado Great Outdoors Colorado (GOCO) Trust Fund (parks, trails, recreation, open space grants) Historical Society (historic surveys, preservation, tax credits,
etc.) Department of Local Affairs (technical assistance, Energy Impacts Assistance grants, Community Development Block grants, etc.) Downtown Idea Exchange/Downtown Promotion
Reporter publications US Department of Housing & Urban Development (Housing development, HUD, Economic Development Initiative grants, etc.) Historic Georgetown, Historic Boulder,
Historic Denver, Inc. (organizational development for advocacy, building restoration projects) International Downtown Association (IDA) League of Historic American Theaters
(successful preservation, adaptive re-use projects, national conferences & workshops) Market Analysis Foundation (many good private consultants) National Main Street Center
(National Town Meeting; publications on Organization, Design, Promotions, & Economic Restructuring) National Trust for Historic Preservation (small grants, Preservation magazine)
RUPRI Center for Rural Entrepreneurship www.rupri.org Support practice-driven research and evaluation and facilitate shared learning among practitioners, researchers and policy
makers. State Historical Fund (grants for surveys and historic preservation) TEA-21 Enhancements (grants for trails, transportation corridors, adaptive re-use of bridges, rail
corridors, etc.) Traditional Building magazine Urban Land Institute (ULI) Visit: Littleton (gateways, maintenance of civic functions
downtown, facade loans, signage, maintenance & cleanliness, etc.); Loveland (historic theater, public art, compact similar-size downtown); Lamar (authentic prairie downtown, new businesses
serving emerging Hispanic markets, etc.); Gunnison (arts center, retail mix, Main Street as highway, etc.), Montrose (special events, bookstores, restaurants, etc.); Grand Junction (wayfi
nding signage, parking solutions, theater(s), public art, DDA, etc.); Longmont (wayfi nding signage, streetscaping, etc.); Greeley (building restorations, civic uses, design guidelines);
Durango (heritage tourism, design guidelines, riverfront uses); Arvada (design guidelines, special events, streetscape, etc.) W. 38th Avenue Resources
Page A-27 Your comments are extremely important to us. Thank you for participating in this study. 1. Business Name _____________________________________________________________________
2. Business Owner _____________________________________________________________________ 3. Name of person fi lling out survey ______________________________________________________ 4.
Please describe your business ____________________________________________________________________________ 5. How many years have you owned your business? _________ Yrs. 6. Has your
business ever operated in another location? If yes, where was it located? _______________________________ 7. How would you rate West 38th Ave. on the following? Please circle your answer.
Poor Excellent Overall attractiveness 1 2 3 4 5 Cleanliness of street 1 2 3 4 5 Convenience of parking 1 2 3 4 5 Friendly to pedestrian traffi c 1 2 3 4 5 Mix of businesses 1 2 3 4 5
Convenient business hours 1 2 3 4 5 Special events/activities 1 2 3 4 5 Safe from crime 1 2 3 4 5 8. 8. What do you see as the advantages of operating your business on West 38th Ave.?
_________________________________ ___________________________________________________________________________________________________________ _________________________________________________________
__________________________________________________ ___________________________________________________________________________________________________________ 9. What do you see as the
disadvantages of operating your business on West 38th Ave.? _______________________________ ___________________________________________________________________________________________________________
___________________________________________________________________________________________________________ ___________________________________________________________________________________________
________________ W. 38th Avenue Merchant Survey
Page A-28 10. In your opinion, what changes or improvements to the West 38th Ave. area would have the most positive impact to your business? __________________________________________________________
____________________________________ ___________________________________________________________________________________________________________ ______________________________________________________
_____________________________________________________ ___________________________________________________________________________________________________________ 11. If an incentive
in the form of a matching grant were available to your business to make the following improvements, what is the likeliness you would use it? Improvements Very unlikely Very likely Signage
1 2 3 4 5 Façade 1 2 3 4 5 Façade design 1 2 3 4 5 Awnings 1 2 3 4 5 Landscaping 1 2 3 4 5 Other __________________ 1 2 3 4 5 12. If an incentive in the form of a low-interest loan were
available to your business to make the following improvements, what is the likeliness you would use it? Improvements Very unlikely Very likely Signage 1 2 3 4 5 Façade 1 2 3 4 5 Façade
design 1 2 3 4 5 Awnings 1 2 3 4 5 Landscaping 1 2 3 4 5 Other __________________ 1 2 3 4 5 13. When you think about an area being revitalized, what comes to your mind? ______________________________
_________ ___________________________________________________________________________________________________________ _________________________________________________________________________________
__________________________ ___________________________________________________________________________________________________________ 14. How would you characterize your current business
activity? _____ Business is rapidly expanding _____ Moderately growing and/or increasing in sales _____ Holding its own (relatively steady level of activity and sales) _____ Declining
business activity (fewer clients, lower sales, less income) W. 38th Avenue Merchant Survey continued
Page A-29 W. 38th Avenue Merchant Survey continued 15. What do you feel is having the greatest impact on your current business activity? _________________________________ ____________________________
_______________________________________________________________________________ ___________________________________________________________________________________________________________
16. Do you see your business operating in the same location 5 years from now? Please check. _____ Yes _____ No If no, why? ____________________________________________________________________________
_____________________ ___________________________________________________________________________________________________________ 17. What investments by the City of Wheat Ridge have
benefi tted your business? Please explain. _______________________ ___________________________________________________________________________________________________________ ________________________
___________________________________________________________________________________ ___________________________________________________________________________________________________________
18. What regulatory obstacles have you encountered in running your business? Please explain. _______________________ __________________________________________________________________________________
_________________________ ___________________________________________________________________________________________________________ _________________________________________________________________
__________________________________________ 19. Of the following Wheat Ridge activities, please check those you feel have a positive impact on your business. _____ Wheat Ridge Farmers
Market _____ Carnation Festival _____ Summer Performances in the Park _____ Other _________________________________________________ 20. How important are the following to you and your
business? Please circle your answer. Very unimportant Very important Networking with other businesses 1 2 3 4 5 Events/promotions to increase customer traffi c 1 2 3 4 5 Improved infrastructure
1 2 3 4 5 Business advocacy 1 2 3 4 5 21. If networking with other businesses is important to you and your business, what weekday and time would work best? _____________ Weekday _____________
Time 22. Would you be willing to become involved in the planning and organization of an event or promotion for the purpose of positively impacting business traffi c on West 38th Ave.?
_______ Yes _______ No
Page A-30 23. Of the following organizations, have you ever participated in an event or program they sponsored? Please check. _____ Wheat Ridge Business District _____ Small Business
Development Center _____ Enterprise Wheat Ridge _____ Jefferson Business Resource Center _____ West Chamber _____ Other _______________________________ _____ Wheat Ridge 2020 24. What
are your business hours? Please fi ll in. Mondays _____ to _____ Tuesdays _____ to _____ Wednesdays _____ to _____ Thursdays _____ to _____ Fridays _____ to _____ Saturdays _____ to
_____ Sundays _____ to _____ 25. Please check the weekdays and times, on average, which are your busiest. _____ Mondays ____ 7-10 am ____ 10 am-noon ____ 12-2 pm ____ 2-4 pm ____ 4-6pm
____ after 6 pm _____ Tuesdays ____ 7-10 am ____ 10 am-noon ____ 12-2 pm ____ 2-4 pm ____ 4-6pm ____ after 6 pm _____ Wednesdays ____ 7-10 am ____ 10 am-noon ____ 12-2 pm ____ 2-4 pm
____ 4-6pm ____ after 6 pm _____ Thursdays ____ 7-10 am ____ 10 am-noon ____ 12-2 pm ____ 2-4 pm ____ 4-6pm ____ after 6 pm _____ Fridays ____ 7-10 am ____ 10 am-noon ____ 12-2 pm ____
2-4 pm ____ 4-6pm ____ after 6 pm _____ Saturdays ____ 7-10 am ____ 10 am-noon ____ 12-2 pm ____ 2-4 pm ____ 4-6pm ____ after 6 pm _____ Sundays ____ 7-10 am ____ 10 am-noon ____ 12-2
pm ____ 2-4 pm ____ 4-6pm ____ after 6 pm 26. We welcome any additional comments you might have regarding this survey or any other issue. ___________________________ _________________________________
_______________________________________________ ___________________________________________________________________________________________________________ ___________________________________________
________________________________________________________________ ___________________________________________________________________________________________________________ __________________________
_________________________________________________________________________________ THANK YOU FOR YOUR PARTICIPATION!!! W. 38th Avenue Merchant Survey continued
Page A-31 W. 38th Avenue Merchant Survey Results Approximately 116 surveys distributed to businesses on West 38th Ave. between Wadsworth and Sheridan. 36 completed. 31 percent response
rate Q-4 Descrip on of Businesses Of the 36 businesses, 10 (27.7% retail), 26 (72.2% service). Of the 26 service businesses, 4 (15.4% ea ng establishments), 7 (26.9% beauty-related)
Q5 Years Business Owned Average number of years businesses were in business—13.87 years (n=34) 20 businesses (55.5%) had previously operated in another loca on, 5 (25.0% on W.
38th Ave.), 8 (40.0% in Wheat Ridge) (Q-6) Q-7 Average Ratings of West 38th Ave.: (1=Poor, 5=Excellent) Overall attractiveness—2.80 (n=35) Cleanliness of street—3.74 (n=36) Convenience
of parking—3.20 (n=35) Friendly to pedestrian traffi c—3.31 (n=36) Mix of businesses—2.89 (n=35) Convenient business hours—3.68 (n=34) Special events/activities—3.11 (n=33) Safe from
crime—3.43 (n=36) Q-11/Q-12 Average Likeliness of use Improvements n Matching Grant n n Low-interest loan Signage 31 3.55 27 2.52 Façade 28 2.93 26 1.88 Façade design 28 2.82 26 1.88
Awnings 28 2.71 27 1.89 Landscaping 30 3.10 26 1.85 Other/Comments We have already done this. Advertising Able to put up more banners. Addins onto buildings Advertisement Bus shelter.
We just wrapped up major addition, otherwise, we would be very likely (façade design). Paint Parking lots, lighting Store front windows 13 3.77 4 Remodel work stations (5) Advertisement
(3) Already used WR2020 loan program. Parking lots, lighting (5) 8 (22.9%) own their business space while 27 (77.1%) lease (n=35) (Q-13) 11 (33.3%) were in favor of forming
a BID, 4 (12.1%) were not in favor, 18 (54.6%) were not sure what a BID is (n=33) (Q-15) Q-16 Respondent’s Characteriza on of current business ac vity (n=33)
Page A-32 W. 38th Avenue Merchant Survey Results continued Business is rapidly expanding—1 (3.0%) Moderately growing and/or increasing in sale—10 (30.3%) Holding its own—15 (45.5%) Between
holding its own & Declining business ac vity—2 (6.1%) Declining business ac vity—4 (12.1%) N/A—1 (3.0%) Q-18 Do you see your business opera ng in the same loca on 5 years from
now? (n=30) Yes—24 (80.0%) No—5 (16.7%) Unsure—1 (3.3%) If no, why not? Owe too much to stay Honestly I don’t know Moving my business would involve many obstacles, liquor license, etc.
I would like a be er func oning establishment for the business I o er. If I can keep opera onal costs low, yes, will be here. The advantage that I men oned on the 1st page
Probably won’t be ready for retail yet. If so, we might try again. If everything con nues to stay the same like rent, parking. Current loca on is leased and planned growth. Q-21
Wheat Ridge ac vi es respondents feels have a posi ve impact on their business (n=36) Wheat Ridge Farmers Market—5 (13.9%) Carna on Fes val—10 (27.8%) Summer Performance in
the Park—2 (5.6%)
Page A-33 Comments: Carna on fes val could be bigger/be er Not any. (Actually, the Carna on Fes val has hurt my business.) None of these fes vals had any impact on my business.
The parade brought in a few people. The taste of Wheat Ridge prepara on was a rac ng community involvement, but then it was cancelled. N/A Carna on Fes val-Very nega ve impact
Doesn’t ma er to our business (events). None Haven’t been or seen any of these func ons. Carna on Parade, Health & Wellness event--Wheat Ridge Rec Center Most of our business ac
vity takes place on Western slope. Very bad for business! (Carna on Fes val) Q-21 Importance of the following to respondents and business: n Networking with other businesses 34 3.53
Events/promotions to increase customer traffi c 32 3.97 Improved infrastructure 32 3.50 Business advocacy 31 3.58 Q-24 Willingness to become involved in the planning/organiza on of
an event or promo on for the purpose of posi vely impac ng business tra c on West 38th Ave. (n=32) Yes—14 (43.8%) No—16 (50.0% Unsure—2 (6.3%) Q-25 Organizations which have held
events or programs respondents have participated (n=36) Wheat Ridge Business District—9 (25.0%) Enterprise Wheat Ridge—9 (25.0%) West Chamber—3 (8.3%) Wheat Ridge 2020—7 (19.4%)W. 38th
Avenue Merchant Survey Results continued
Page A-34 W. 38th Avenue Merchant Survey Results continued Small Business Development Center—0 (0.0%) Jefferson Business Resource Center—2 (5.6%) Appendix—Tables Open-ended Responses
Q-4 Please describe your business. Retail Bicycle Retail Sales & Service Retail Liquor Grocery store Retail cabinet sales Auto sales, service & detailing Thri store non profi t Wholesale/Retail
Cabinet Sales Retail sales/cabinets & countertops Retail/Wholesale Bead Store Kitchen & Bath remodeling Service Religious Dental Breakfast/Lunch Restaurant Picture Framing General contractor
(primary emphasis--single-family homebuilder) Dog grooming Ta oo shop Auto repair Small animal veterinary prac ce Barber
Page A-35 W. 38th Avenue Merchant Survey Results continued Hair salon Adult Day care & Medical Supply Hair salon Rehabilita on & long-term care Dry cleaners Espresso and casual dining
Cu ng hair Payday Loans Beauty salon family cuts color style of hair Insurance agency Bowling/Restaurant Salon Metaphysical healing & retail center Family restaurant Nail salon Fly-fi
shing club Q-6 Has your business ever operated in another loca on? 7200 W 38th Ave 44th & Harlan Lakeside Mall Various loca ons 6700 West 38th Wheat Ridge & Denver Sheridan Hampten
& Santa Fe Lakewood 7190 W 38th Ave We have other loca ons.
Page A-36 W. 38th Avenue Merchant Survey Results continued 7210 W 38th 4334 W 35 Ave Arvada Idaho Springs (30+ years) Denver 29th & Yates, Denver Yanna’s Café Old Arvada Denver 7100
W. 38th Ave. Q-8 Advantages of opera ng business on West 38th Ave. Convenient to north Denver & West For our business, it’s the open view to the mtns from our front door It is close
to my residence. Easy access to interstate highways--have been in this loca on for many years Good tra c, can be be er. You have commercial development mixed with residen al
which is invaluable. New zoning does not allow this type of development. Use it to our advantage! Easy access. Frequent walking tra c and slowed down school zone tra c to visualize
store fronts It’s a bush street and hopefully a lot of people can see us. Tra c Busy intersec on, Wheat Ridge very loyal shoppers. I get a lot of “passing by” new customers. A good
central loca on 1. Low overhead 2. Fairly reasonable access to I-70 Great access from I-70. Centrally located in the metro area. Our business is on a main street that is busy Plenty
of tra c, close to highway, centrally located Defi nitely poten al growth in the near future
Page A-37 W. 38th Avenue Merchant Survey Results continued Loca on & tra c We have been in this loca on for several years, so we have a well established presence in the community
Being on W 38th Ave is a great advantage because of the amount of tra c and the easy access to the businesses but we could s ll use more walk-in business above our regular clientele.
Exposure, close to Hwy 70, small town feel The rent is reasonable. No where to go but up, current real estate prices probably, at their lowest in a long me. Not sure Convenience--it
is easy to get from 38th Ave to anywhere. Loca on. Close to I-25, I-70, 38th Ave. is main artery into Denver. Slightly lower tax rate. Proximity to I-70, and the Highlands Number of
vehicles per day that use the street Lots of tra c A lot of tra c on 38th Ave. goes by the store. The City seems to want to help us out in any way it can. Tra c, close to restaurant
& stores, close to I-70 & 6th Ave. It’s a very established neighborhood. Great loca on for customers. A ordable rent Tra c that fl ows across 38th provides opportunity to be seen.
Easy to fi nd. Easy access. Close to I-70. Good tra c. Q-9 Disadvantages of opera ng business on West 38th Ave. 38th Ave is a thoroughfare We are a des na on business, 38th Ave
has no draw to our customer Overall condi on of business bldgs (poor) (some excep ons) Not many des na on business, automo ve business is dominant. There seems to be many vacant
bldgs. Empty lots--too many surroundings business closures. Poor snow plowing makes it di cult for my customers to get into my shop.
Page A-38 W. 38th Avenue Merchant Survey Results continued None Access to shopping center. None that I can think of. Most people who live out of the area feel that it’s unsafe. Bad sidewalks,
lack of or ill repair, no one cleans the snow. 1. Limited visibility and tra c fl ow 2. Vandalism Interference from organiza ons s cking their noses into our businesses. Having
to deal with the Wheat Ridge Carna on Fes val every year No turn lanes There’s no pedestrian tra c. Few a rac ve businesses surrounding our area. Not much people have interest
to look around or walk by. Also WR needs be er landscaping. Not very visable from street N/A Not lit up enough a er dark needs more ligh ng. Similar business about 50 away Too
many empty buildings, area is not a rac ve to passersby--does not invite lingering or stopping. Not sure Nice area, quiet except for fi re engines & ambulances. Lack of businesses
on 38th Ave. Note: The biggest problem with revitaliza on/redevelopment is apathy on the City sta ’s part. Poor design, cars must make U turns to park, or pull-out. None Property
owners that neglect the appearance of their property, lack of code enforcement. Some of the trees cover the signs, but signs are s ll visible. The tra c may be going too fast to
see store. Too many for lease signs--lack of any anchors--lack of restaurants or specialty business that will a ract shoppers to 38th Ave. Ge ng old defl a ng value of property.
People drive too fast. Needs more crosswalks. Pricing--trying to make it a ordable. No real problems Vacant buildings, no true business anchor, being an absence of progressive, logical
thinking in this area. Too many empty restaurants, etc.and buildings, no true business anchor.
Page A-39 W. 38th Avenue Merchant Survey Results continued Tra c has go en too fast as a result of the widening years ago: except for school zone enforcement. The Wheat Ridge P.D.
is almost nonexistent the rest of the day! It seems whenever someone wants to open a business or renovate, the City [Council, Building Dept.] etc.--makes the progress slow, & there seems
to be an absense of progressive, logical thinking in the area. Too many empty restaurants, etc. City “cleaning up” & upda ng 38th while taking parking spaces from businessess. Q-10
Changes or improvements that would have the most impact to business More types of business Other independent sports-related business--running store? More enforcement of building codes,
limit the # of retail o premise liquor retailers, keep food stamps out of liquor biz, get some infusion of investment in new bldg’s with a “downtown” feel, allow mix use development
A ordable ways to upgrade and rejuvinate the area. The lights are a plus Be er signage on s-side of street (38th just west of Sheridan). Increase tra c fl ow Most of the “beau
fi ca on” of 38th has had no impact or has been nega ve, it 1. Access to my parking is more limited, 2. My signage is less visible because of the trees. None at this me Turn lanes
Defi nitely more a rac ve businesses around us. It is too slow. Business lis ngs of a unique format Fewer empty buildings, more variety in the types of business represented If
at all possible more parking for the small businesses. Moderniza on--maybe have popular restaurant chain move in where Valente’s/Marks?, ..? Drive through espresso co ee--it seems
like there are a lot of auto mechanics You are making an e ort from Sheridan to Harlan & therefore the businesses seem to be fi xing up their buildings. Perhaps this will help. The
Wheat Ridge City has the reputa on of not being “business friendly”--they make running a business di cult--always had that reputa on. Some leasing or redevelopment incen ve by
the City. Need to improve residen al demographics fi rst though. Going to be a long process--lots of residen al rentals. Be er zoning of proper es It is not just 38th Ave. But
it is a problem throughout W.R. There is no plan for redevelopment on 38th. None
Page A-40 W. 38th Avenue Merchant Survey Results continued Nicer facades on many buildings (including our own.) The comple on of the streetscape project. Swi removal of the gang
grafi . Be er signage, but that is our issue--has nothing to do w/38th Ave. 38th used to be known as the place to go for moderate priced dining & family owned eateries--they are
gone… How to get them back?? Less vacancies-types of businesses on 38th. More crosswalks, brighter ligh ng, nicer sidewalks Put some Christmas decora ons or Happy Holiday banner.
We are not a retail business and do business state-wide. The addi on of anchor businesses that creates foot tra c. On street parking on 38th: surrounding communi es [northwest
Denver, Belmar, Golden, Old Arvada, are all fl ourishing because of 2-lane streets in business areas, on-street parking & slow tra c fl ow. Don’t close 38th during the Carna on fes
val at Wadsworth. It cost me 50% of my business that day & we can’t even se the parade! Q-14 Respondent’s Respondent’s Defi ni on/Image of Revitaliza on Landscaping-façade design
Mul -use facili es, ie. Belmar Upgrading roads and avenues--more/be er shopping--restaurants Urban renewal! Tear down some of the run down and unoccupied property. “New urbanism”
would work mix use. How about a enterprise zone? (Lower taxes?) Community events, landscaping--family friendly environment Rebuilt, restored, cleaned up, updated. NA Landscaping, ligh
ng. Keep landscaping/building upkeep, outside appearance. Increased ac vity day and night The City screwing people out of their property. Construc on, road problems New paint & building
signs New businesses, be er landscaping, a rac ons for a younger market
Page A-41 W. 38th Avenue Merchant Survey Results continued Block par es parade on 38th, business luncheons for networking New business moving in, exis ng business being “spruced
up” Improve façade to a ract more customers. Mul -use/mixed-use developments--”Belmar”. Live work spaces--Highlands. What you did between Sheridan & Lawrence. Making home owners
& business owners trim trees clean up trash. Pedestrians, pleasant street level spaces. Do not know Signage, façade, awnings, landscape are NOT revitaliza on. They are improvements.
If you want revitaliza on, you have to create a new look--new building, remodeled building, new businesses. New buildings, Large parking lots, easy access. Upda ng and hopefully
catering more towards next genera on moving to the neighborhood. New store fronts--new businesses, clean and cared for. Fresh paint, landscaping, clean-up. Street scape design--pedestrian
friendly--removal of old blighted proper es--building new shopping areas--Belmar. The importance of customer service, friendliness & convenience. Con nue street improvement to Wadsworth.
Lakewood-Colfax Wadsworth Opportunity, the area is wai ng for a new iden ty. One that draws people to the community, and encourages community involvement. Slow tra c down on 38th
Ave: revert back to 2 lanes, maybe with on street parking, or center island landscaping: If anyone in Wheat Ridge is paying a en on. The new urban success model is pedestrian tra
c & good access by foot to business. Businesses that lost parking spaces when they “revitalized” 38th closer to Sheridan. Q-17 What do you feel is having the greatest impact on your
current business ac vity? Economy Business history (36 years in same loca on), employees--their knowledge & customer service Overall economy but specifi cally, poor real estate market
We believe in “great” customer service. We are “locals”.
Page A-42 Nega vity! Store fronts empty. CLI and tell. Seeing shop from 38th while driving by. Being next to a liq. store and skateboard shop. Our concept of low rates quality work
Prices--service. Economic status in general. Na onal economic factors The Federal government overspending & the high level of unemployment with the associated anxiety of spending when
you’re uncertain of the future. Tra c Probably most of all would be things such as the Carna on Fes val Rela onships with community & local hospital--LMC & SAC Economy and the
street 1. City lagged behind other more forward thinking municipali es--no funding available to jump start growth 2. Economic factors hot WR hard because a lot of low income residents
already. Referred leads General economy Average homeowner age. Been in business 5 yrs & have a clientele established. Current economy Word of mouth, sa sfi ed clients The economy.
Customers have lost their jobs. Low residen al growth, aging popula on Economy Q-19 What investments by the City of Wheat Ridge have benefi ed your business? None TIFF fi nancing,
property tax & sales tax rebates through urban renewal allowed us to upgrade the exterior of our building project. Can’t think of any. The strip of landscape along sidewalks looks good,
but the proper es beyond don’t follow along. Please have the juniper bushes trimmed, they are ge ng so tall they block the view of our business W. 38th Avenue Merchant Survey Results
continued
Page A-43 W. 38th Avenue Merchant Survey Results continued from the street. N/A N/A No direct knowledge of investments made. Not aware of any (sales tax service fee) Haven’t seen any.
The improvements they made on 38th between Harlan and Sheridan I don’t know of any. None I’m unsure. I’m not very familiar with investments that have recently been made Not sure of any
improvements that have impacted our business. Senior Resource center/senior center great referral for us None Carna on Parade, Street Fair drove foot tra c on 38th. Not much None.
Example of situa on. In the ‘90s the City spent a lot of money & Ralph Maacinelli and I spent me mee ng with people on pu ng together a Wadsworth Corridor Study. It was published
and promptly put away a few years ago. None Wheat Ridge helped pay for half of our signage, which was huge. None--have only been here 8 mo. 2020 Business loan--sign & façade grant (WRBD),
removal of overhead ELTC & phone lines along 38th Health & wellness fair. Opportuni es to showcase services o ered. Don’t know None. Law enforcement, though I would like to see their
presence increase.
Page A-44 W. 38th Avenue Merchant Survey Results continued Q-20 What regulatory obstacles have you encountered in running your business? None N/A Although my o ce is located in WR,
my building ac vity has been, for most recent years, located outside WR In my opinion, the City could use the interna onal building codes to mo vate property owners to improve
and maintain their proper es. Convince them it is in their interest to do so. N/A None Wheat Ridge not allowing more than one banner outside. Being able to adver se w/banners and
other signage, fl yering, parking lots for marke ng. The average income in Wheat Ridge is low. We have li le or no room for price increase, no way to improve profi t. None I had
to take a
tent down. Je erson County health environment I have been very pleased w/my interac ons w/City employees. None Predominant a tude seems to be that of stopping/blocking development
instead of partnering/encouraging growth. Very li le of the “let’s see how we can make this work” a tude @City Hall. A ques on of expanding Wadsworth by CDOT. CDOT said “you have
to have a plan for Wadsworth” in order for us to consider widening or improvement. They were told they had a copy of the original study. They did not know they had a copy or even that
a study had been done. Lack of coordina on. None None We lost a lot of our parking lot with the expansion of 38th--needed a variance to have another sign. None, but I have witnessed
nega ve outcomes when one gets involved with the City of Wheat Ridge. None. None Q-23 Weekdays & Times for Networking Tues A er 6 Mon or Fri A ernoon-3 pm plus
Page A-45 W. 38th Avenue Merchant Survey Results continued T, W, Th 8am to 5pm Wed. Evening Wed. 9 to 12 11 to 1 Tues. 1 Thurs. 11:30 Fri A ernoon Mon-Wed 12 noon Mon mornings Tue
am Mondays morning/a ernoon Tues 3:00 PM Thurs. 4 to 7 Mon, Tues, Wed 7:30-9 am N/A N/A Thurs. a er 5 Wed. 7:30 Wed & Fri breakfast/lunch weekdays 3:00 PM Mon morning NI NI Mon,
Tues Wed a er 5:30 Q-28 Addi onal Comments I hope it’s helpful! As a general contractor, my hours of opera on are determined by the number of projects going on at any one me.
My o ce may or may not be open but my phones are always accessible for leaving messages or discussion I’ve read the info the City commissioned a few years ago. What happened? Wheat
Ridge has a great
Page A-46 W. 38th Avenue Merchant Survey Results continued opportunity to make 38th Ave a des na on. Promo ng property owners to see this opportunity is the key. Wheat Ridge Cycle,
Cress & Wheat Ridge lanes do a good job. I would love to improve/grow my business but the bldc owner doesn’t seem interested. P.S. Do not have your mee ngs outside of Wheat Ridge?
I’m just not feeling safe in this neighborhood like I had when I was fi rst here. Also, a lot of people came in trying to get free--”begging”. Bus service for the elderly--very grateful.
I think cleaning it up would help a lot--gra , trash, trees, bushes trimmed. Thank you for your interest. Thrilled that we have the opportunity for professionals to evaluate 38th
Ave.! There is no sense in talking business development or redevelopment in this City unless the City Council & especially the City sta is serious. They have not been serious the past
20 years. I was on Council during the ‘90s and I know. I have been there and seen it. We are doing well here. We are focusing mainly on our website right now. With that said, our in-house
tra c has been steadily increasing even without paid adver sing. A lot of people see our sign that we put out by the street. That helps a bunch. The representa ve (Nancy Ford)
in our area has been really great about bringing us tons of informa on & keeping us informed on events in Wheat Ridge, Thanks. 38th Ave has no iden ty. It needs to be known as the
place to go for……….? I completed the survey, but it does not pertain to us, as this is the o ce of a statewide fi shing business-our business ac vity is primarily on the Western
slope of Colorado. Without a major change in the infrastructutre of this area, I do not feel much will improve. I also feel it was ridiculous to do the sidewalk and landscape improvements
from Sheridan to Harlan and completely ignore the remainder (a huge percentage ) of 38th Ave. Please work with police dept. so during Carna on fes val my customers don’t have to
park in an overcrowded Safeway parking lot to walk to my business!
Page A-47 Businesses Jerry Nealon owner/business Dan Beaton Property owner/broker Ron Keifel owner/business Dr. DeRose business Bruce Buckler business DeAnna Welch business Loretta Schwankl
business organization Dan Jimenez ReMax/broker Van Wedgwood ReMax/broker Ed Deeds Broker Dick Hanson Business Resident/Other Interested Party Charlie Holzer Kyle Kastberg Janette Ray
Erica Severson Jen Walter Chad Harr Lynn Wodell Fran Langdon George Langdon Sally Banghart Debbie Sarcone Francisco Reina Yvonne Boyle Dianne Robb Phylis Hebb City Hall/Districts Patrick
Goff City Manager Offi ce and Urban Renewal Ken Johnstone Community and Economic Development Sally Payne Community and Economic Development Sarah Showalter Community and Economic Development
Ryan Stachelski Community and Economic Development Kathy Frannklin Finance Steve Nguyen Engineering Tim Paranto Public Works Wade Hammond Police Mark Cooney Police Focus Group Participants
Page A-48 Steven Gillespie Fire Chief Kelly Brooks Fire District Michael Snow City Clerk Mary Mckenna Code WR2020 Board/WR2020 Planning Committee/City Boards&Commissions Kevin Hood WR2020
Board Kim Calamino WR2020 Board Tom Abbott WR2020 Board&BOA Anne Brinkman``` Planning Commission Steve Timms Planning Commission Jim Chilvers Planning Commission Janet Bell BOA Paul
Hovland BOA Lena Rotola former city council Suzanne Teale WR2020 Planning Committee Betty Jo Page WR2020 BOA and Academy Graduate Focus Group Participants continued
Page A-49 Wheat Ridge Community Revitalization Partnership Agenda Objectives: 1. Economic Restructuring : Groundwork for Sub-Market Analysis: • Develop list of data and data sources
required to analyze the market; • Assess the area’s market potential to use to attract potential developers; • Hold focus groups to understand consumer preferences; • Begin to develop
a business and property inventory; • Defi ne the area to be studied and potential trade area(s); • If time and data permits, run analyses for retail trends by category and location quotients;
• List of training sessions to continue implementation of the market analysis; • Assess the options for upscaling the retail options for the area. 2. Design objectives: • Identify best
locations for targeted uses to better focus on site assemblage and other redevelopment activities to “create” locations for investment; • Develop an idea for implementing new urbanist
design elements and assess auto/pedestrian traffi c patterns; 3. Promotion: Assess marketing techniques for the area based on community input. 4. Organization: • Gather information on
community identity; • Identify means for engaging the community in the development process. Potential Team Members: • Urban Designers – Mark Leese, Mike Tupa, Troy Russ, Student: Review
lay out of strip and create a map looking at entrances and auto and potential pedestrian traffi c fl ow, connections to residential, potential for increased walkability, identify locations
for targeted uses as specifi ed through the market assessment, identify structures that should be focused on in development, and “low hanging fruit” that may be implemented with little
cost in a short period of time. • Brokers/Deal Makers – Becky Clark & John Livitidis: Review current analysis and design reports to assess how best to upscale the area over the next
10 years. Work with market analysis and design teams to develop strategy for development in the area. Assess options for re-activating and re-structuring the URA. • Planner/Researchers
–Carrie Carrie McCool, Christy Culp: Review current zoning in district in comparison with community and local government ideas of how to go forward. Look at potential to increase usage
by locals. Assess the district objectively and provide some insights from solutions or concepts used in other towns. • Market Analysis Specialists – Geoff Urland, Ryan McCaw, Tom Fleming
& Ed Kamp: Review data sets and complete analyses for Location Quotients and Retail Trends, and further develop the business inventory information. • Promotions/Marketing – Heather Garbo:
Review current marketing and events, provide ideas for retailers and service businesses to increase customer base and revenues. Review the current data on leakage, business and housing
capacity in the area. Develop a plan and a list of data that should be collected and assessed to determine what sort of businesses might be approached, grown/developed, or maintained
better/differently in the community. DOLA Regional Manager – Clay Brown: Develop list of potential potential funding sources. Whip Cracker – Katherine Correll: Work with all
teams to ensure usable and meaningful recommendations and action steps. CRP Team Activities: 1. Meet with Town Board, downtown businesses, residents, and other stakeholders to assess
the community Community Revitalization Parntership Agenda
Page A-50 preferences for the commercial corridor. 2. Develop an understanding of the lay out of the commercial corridor relevant plans/developments that might impact downtown visually,
economically, politically. 3. Develop and present a concept of auto and pedestrian traffi c patterns and how key structures and development might impact them. 4. Hold a community presentation
of fi ndings and recommendations that would build community consensus based on the community’s ideas. 5. Present the community with a written report and action plan of steps to take
for downtown revitalization. Community Revitalization Parntership Agenda continued
Page A-51 Town Preparation: 1. Collect as much of the data requested below as possible prior to the visit. Amount of data will impact amount of analysis we can do. 2. Locally promote
the meetings and surveys (with businesses, schools, organizations, residents, etc.). 3. Schedule all meeting rooms and groups according to an agreed upon agenda. Ensure that all rooms
for report writing have internet, printers, and scanners. 4. Compile list of downtown businesses, schools, organizations, etc. 5. Compile all downtown maps (including zoning/land use)
and maps of plans in the area that might impact downtown (residential or retail/commercial developments, improvements, signage, etc.). 6. Compile any economic studies or analysis completed
previously. 7. Compile all marketing materials developed for the district. 8. Develop and present an orientation to the CRP Team. Data requested from the community Data Data Source(s)
Contribution to Final Report Building permit data/trends (each year since 2003 if possible) for the whole city and isolated for the 38th Avenue corridor. Include valuation of projects,
number of commercial permit values at time of valuation. City of Wheat Ridge, Building Dept. It will be helpful to know how much development has taken place and what proportion of new
development has occurred along the 38th Avenue corridor and whether the number of building permits has increased, decreased or generally remained the same for the city and corridor.
The team received a great sales tax summary and trends from the City of Wheat Ridge but is it for just for 38th Avenue from Sheridan to Wadsworth? Does this include any land north or
south of 38th Avenue? Can we also get the same data for Wheat Ridge as a whole? City of Wheat Ridge, Town Clerk, Colorado Department of Revenue Tracking sales tax data for the city as
a whole and the 38th Avenue corridor will help the team to see if there has been any change in the corridor’s proportion of the city’s sales tax revenue over time and how the corridor
is performing over time. GIS data maps (zoning, land use, transportation infrastructure, parcel lines and any data associated with particular parcels such as building footprint and square
footage) for the area you are interested in and the surrounding area including commercial districts.. City of Wheat Ridge, Planning or GIS Dept. The team will need to be able to analyze
38th Avenue from a “bird’s eye view” to consider the links between transportation access and land use, how building footprints relate to one another, etc. in order to make sound recommendations
for future development. As recent as possible demographic data/projections for 2000 and 2009. Can we get data for both the entire city and the 38th Avenue corridor? (Unemployment rate,
average household size, number of households, % of family and non-family households, % of older population in 2000, today and future projections if possible, age breakdown/pyramid, educational
attainment, racial breakdown, employment status/fi eld, commuter/transportation data) U.S. Census 2000, Bureau of Labor Statistics, City of Wheat Ridge, Wheat Ridge 2020, Claritas, ESRI,
or other demographic data service, Planning from Comp Plan or DOLA. Demographic information is a critical component of the market analysis because learning the characteristics of the
people that use the corridor will help the team to make accurate and rational recommendations to strengthen and enhance 38th Avenue in ways that appeal to its users. Community Revitalization
Parntership Agenda continued
Page A-52 As recent as possible economic data/projections for 2000 and 2009. Can we get data for both the entire city and the 38th Avenue corridor? (Median household income, average
household income, median home cost and rental price trends, household disposable income for all of Wheat Ridge) U.S. Census 2000, City of Wheat Ridge, Wheat Ridge 2020, Claritas, ESRI,
or other demographic data collector This data will help the team determine what the spending power of Wheat Ridge residents is and how it has evolved over time. Retail leakage analysis
for different trade area(s). What is the best trade area to use as delineated by distance or “drive time”? 5 minutes from the corridor? 10 minutes? 15 minutes? 20 minutes? Combination
to analyze local vs. regional trade areas? Need estimated balance between retail sales and retail expenditure potential. City of Wheat Ridge, Wheat Ridge 2020, Claritas, ESRI, or other
demographic data collector, GIS This analysis will help the team determine what components of the retail market are being purchased on the 38th Avenue corridor and where there is “leakage”
in the inventory that forces local residents to travel outside of the trade area for goods. It will also help the team determine if the corridor is drawing regional consumers for any
goods. Community Revitalization Parntership Agenda continued
Page A-53 Date/Time Agenda Attending Venue Prior to Supplies data for initial analyses (if possible) Wheat Ridge 2020, Econ Dev, Planning Dec 2 8:00 AM Goals and Objectives for the Visit,
Background of the area, Work Completed Wheat Ridge 2020 9:00 AM Orientation/Tour Wheat Ridge 2020 10:00 AM Review of background data collected Wheat Ridge 2020/City of Wheat Ridge Patrick
Goff, Deputy City Managers, Ken Johnstone, Community Development Director, Brian Soss, CoStar 11:30AM Team review of tasks/product creation DCI and Team 12:00 PM Lunch Wheat Ridge 2020
and 5-8 Businesses (that are active) 1:00PM Design team, Broker/Deal Makers Out on the street (pictures and mapping key locations) 1:00PM Analysis Team Begin analyzing data sets 1:00PM
Organization & Promotions Team Review customer/merchant survey 3:00PM Design team Map key structures and potential auto/pedestrian traffi c patterns 3:00PM Analysis Team & Livitidis
Create initial report on analysis 3:00PM Role of URA in Redevelopment Agenda -Clark 3:00PM Organization & Promotions Team Review potential marketing concepts 4:00 PM Team Updates (Provide
written notes) Snacks and Caffeine Design:Show key areas on map and how they relate to one another and residential Analysis: Present preliminary fi ndings (and need for additional data
if applicable) Org & Promotions: Present ideas from survey analysis 6:30 PM Round the World Focus Groups (Each CRP focus team (Design, Analysis, Org & Prom) ask the same questions of
three different groups. Move rooms every 25 minutes) Group 1. Business/Property Owners, Chamber of Commerce, Residents Group 2. Service Providers (hospital, Library District, Fire Protection
District, Parks District, C-1 School District , School PTA, etc. Group 3. Local Gov (Planning Department, city council, Wheat Ridge 2020, URA, WR2020 Three meeting rooms needed 8:00
PM Working Dinner/De-Brief 10:00 PM KC, Culp, McCaw, McCool Draft Recommendations Dec 3 8:00 AM Working Breakfast -Recap Issues and Recommendations 9:00 AM Breakout teams brainstorm
recommendations, Follow-up interviews 10:00 AM Team develop presentation/power point & Final report 12 Noon Working Lunch Delivered 2:15 PM Team Members compile Power Point presentations
3:00 PM Meet with client to review City Hall 4:30 PM Reception/Presentation Invite ALL participants and town Community Revitalization Parntership Agenda continued
Page A-54 Melanie Ames Graduate – Colorado State University (CSU) and the Department of Local Affairs (DOLA) Melanie Ames is a 2009 CSU Landscape Architecture graduate who has spent
the past 3 years working as a design intern on community development projects for the DOLA Technical Assistance program at Colorado State University. She has developed main street plans
for a number of Front Range and rural communities in eastern Colorado. Her work includes designs for cemetery, downtown, parks, trails and community plaza projects. Melanie will be available
to lend her graphic and design skills to illustrate downtown development concepts and explore ideas generated through the CRP workshop. Becky Clark Director -City of Lakewood’s Community
Planning & Development Department and Lakewood Reinvestment Authority Ms. Clark’s previous work experiences have included municipal planning and administration with Bellevue, Nebraska;
and Sioux City, Council Bluff and Newton, Iowa. She received a Bachelor’s degree in political science from Northern Illinois University and a Masters of Public Administration from the
University of Nebraska at Omaha. Katherine Correll Executive Director – Downtown Colorado, Inc Katherine Correll has experience spanning the fi elds of community outreach to advance
downtown and community development, not-for-profi t administration, project development and management, local government planning, marketing, fi nancial and economic development services,
and education. Katherine joined Downtown Colorado, Inc. as the Director of Communications and Operations in 2006; in 2007 she became the Executive Director. Born and raised in Denver,
Colorado, Katherine has worked with development initiatives in Denver, New York, Chicago, and the Former Soviet Union. Her focus on strategic planning and organizational development
and management includes building viable and sustainable private, public, and non-for-profi t institutions and programs. Prior to her current position, Katherine managed the American
Councils’ portfolio for the Republic of Moldova, focusing on building civil society initiatives, education, and public administration reforms. She was also responsible for management
and growth of the American Language Center, language and professional training school. Katherine received her Master’s Degree in Public Administration from Rutgers University and her
Bachelor’s Degree in Politics with a Minor in Urban Studies from New York University. Christy Culp Community Development Specialist – Department of Local Affairs (DOLA) Christy has worked
for the Department of Local Affairs since May 2006. She works as the liaison between the Department and various organizations in the state, including DCI, CRDC, OEDIT, and CRHC. Christy
helps facilitate economic development sessions and rural out reach programs and works to develop collaborative partnerships with elected offi cials, residents, businesses, institutions,
and organizations. Christy works with communities, monitoring conservation trust fund compliance reports, community service block grant applications, and assisting local governments
and community members in identifying and accessing technical and fi nancial resources at the local, state, and federal level. Christy received her Master’s from the University of Colorado
at Denver in Political Science with an Emphasis in Politics and Public Policy. Her fi nal project focused on planning for small communities and was a fi nalist in the Colorado City and
County Manager’s Association’s Best Master’s Project competition. Prior to taking a job at DOLA, Christy was an intern in Town of Poncha Springs through the University of Colorado at
Denver’s Best and Brightest Program. CRP Team Member Bios
Page A-55 Heather Garbo Marketing & Communications Manager – Downtown Colorado, Inc. Heather Garbo has worked in communications for more than a decade with experience spanning marketing,
public relations, journalism, and website content development. She received her bachelor’s degree at Michigan State University and is currently completing both an M.A. in Sociology and
a Masters of Public Administration at the University of Colorado at Denver. Her studies focus on community development and sense of community. Heather joined Downtown Colorado, Inc.
in January 2009 as the Marketing & Communications Manager. Born and raised in Michigan, she has lived in downtown Denver for 10 years. John Livaditis President -AXIO Commercial Real
Estate Mr. Livaditis began his real estate career working extensively on urban redevelopment projects with his father in downtown Chicago. After moving to Colorado in 1996, Mr.Livaditis
worked for Trammell Crow Company and was responsible for leasing over one million square feet of commercial space in the Denver metro area. In the year 2000 he was involved in over $22,000,000
in real estate transactions. Mr. Livaditis was then appointed Vice President of Western Centers Inc., Colorado’s largest private owner of shopping centers. His responsibilities included
Leasing, Acquisitions, Dispositions and Redevelopment of retail properties. Mr. Livaditis completed acquisitions of over $30 Million in properties in 2004 and was instrumental in the
redevelopment, repositioning and leasing of retail properties for Western Centers. Mr. Livaditis founded and is currently the President of AXIO Commercial Real Estate, a client focused
boutique fi rm focusing on the brokerage and development of retail properties in Colorado. Ted Kamp Associate – Leland Consulting Group Mr. Kamp provides research and consulting services
to a variety of public and private clients throughout the central and southern United States. Ted specializes in market research, planning, and the use of technical data systems including
GIS (Geographic Information systems), economic/fi scal impact analyses and strategic redevelopment programs. Revitalization efforts and public-private partnerships are also an area of
particular interest. His typical involvement includes both the early “reconnaissance” phase and quantitative assessment of market support for desired land uses and product types, and
fi nal articulation and illustration of complex fi ndings in an understandable way to a variety of audiences. His talents are in translating numbers into products for communities. Ted
holds a Bachelor’s degree in Business Administration from the University of Oklahoma, a Master’s of Science in Marketing from the University of Arizona; and a Masters in Urban and Regional
Planning from the University of Colorado. Ryan McCaw, LEED AP Principal/Founder -Unlimited Development Services (UDS) Ryan McCaw has strong education and real world credentials in planning,
urban design, architecture and real estate development. His unique background and range of skills across the design and development spectrum strengthens his understanding of the needs
and values of a diverse array of clients and stakeholder. Ryan has worked for both the public and private sectors in Colorado and Pennsylvania on many projects from submitting site plans
and building permit applications to hands-on construction and writing comprehensive and downtown development/revitalization plans. Ryan also studied abroad in Turkey and completed a
long-term sustainable development plan for a small town along the Mediterranean coast. He received his Bachelor’s of Environmental Design from the University of Colorado-Boulder where
CRP Team Member Bios continued
Page A-56 he also obtained a Minor in Political Science. He also has a Master’s degree in City Planning and certifi cate in Real Estate Development from the University of Pennsylvania.
Carrie McCool Principal/Founder -McCool Development Solutions, LLC Ms. McCool has 15 years of current planning, public facilitation/community involvement and project management experience
as a planning consultant for private and public sector clients. Her focus is “bridging the gap” between the public and private sectors by providing extensive land use planning services
to municipalities and counties throughout the State of Colorado. Troy Russ, AICP Principal – Glatting Jackson Troy has sixteen years experience integrating urban design strategies and
livable transportation and transit solutions for revitalizing suburban and urban environments. Try has worked on a variety of projects throughout the country including: district, small-are
and corridor urban design plans; station area plans and transit-oriented development; integrated land use and transportation plans, policies and designs; and alternative transportation
policies and plans. Mike Tupa Program Director – Colorado State University (CSU) and the Department of Local Affairs (DOLA) Mike Tupa is a landscape architect with over 30 years experience
in the design and construction of a wide range of private and public works projects. He has a BS and Masters in Landscape Architecture. Within his experience is work for CDOT as their
Chief Landscape Architect during the Vail Pass-Glenwood Canyon years and as a private design consultant on highway projects including I-25 through Colorado Springs and C-470 in SW Denver.
As a private consultant Mike provided project design and coordination services for a wide range of clients including Denver Metro Waste Water, D&RGW Railroad, Beaver Creek Resort, and
a range of private developers across the Front Range. For the past 6 years Mike has been with CSU managing their Community Technical Assistance Outreach program under contract with DOLA.
This program provides design and planning to communities in eastern Colorado using University resources and interns to do the majority of the work. Projects include design and planning
of public lands and community buildings. Geoff Urland Advanced Researcher – OMNI Mr. Urland is an experienced researcher and evaluator specializing in program and organizational evaluation.
He also has a very strong background in market research. Mr. Urland attended the University of California-Berkeley before completing his doctorate at the University of Colorado. CRP
Team Member Bios continued
'''heat Ridge Citizens' Budget Oversight Committee Report to City Council April 5, 20 I 0 Introduction: The Citizens' Budget Oversight Committee has held 6 meetings to date in 20 I O.
The second and third meetings focused on potential additional revenue streams, the fourth session addressed potential cost reductions, and the final meeting was to put the finishing
touches on this report. At the second meeting, February 3, 2010, the group reduced the fonnerly identified revenue proposals to four, and members volunteered to study three of the proposals
further. At the fourth meeting, the proposals were reviewed and refined. The proposals are listed below along with illustrations of potential revenue provided by each. The Committee
also added recommended cost reduction measures. None of the recommendations is unique. Each one has been implemented in another city. The Committee thoroughly discussed the issues ra
ised by this report. It is a genuine committee based report with a high level of consensus. This report truly provides the city with opportunity to achieve a diversificd sct of revenues
which could over the long tenn lead to sustainability and also suggests practical techniques for reducing costs. The recommendations are li sted in no particular order; the committee
has not ranked them in any manner whatsoever. ECONbMIC DEVELOPMENT Our city cannot be sustained through additional revenue sources and cost cutting alone. Economic development is equally
crit ical to maintaining high community standards and serv ices. We now have several entities and interests within the city pursuing economic goals: City Manager, Economic Development,
Community Development, Wheat Ridge 20-20, Renewal Wheat Ridge, Wheat Ridge Enterprise, Wheat Ridge Business Distri ct, and the Applewood Business Association. While these ent ities now
cooperate with and tend to complement one another (For example, WR 2020 and Renewal Wheat Ridge are working together at 441h and Wadsworth.) perhaps further synergy could be achieved
through a deliberate
process or conso lidation of these agencies' efforts. The Committee recommends the City continues to strengthen the business mentoring function to maintain an aggressive outreach effort,
with regular reports to City Council. REVENUE PROPOSALS VEHICLE TRANSFER FEEfTAX: Description: A fee or tax levied on every vehicle sold in Wheat Ridge to non-residents -cars, motor
homes, motorcycles, etc.
Rationale: J. The City needs to di versify the tax base and reduce reliance on the sa les tax. Revenue: 2. All sectors of our economy should pay their fair share. WR sales tax is collected
on dealers' parts sa les, but that is a minimal amount. 3. Sates tax is levied on every vehicle sold in Colorado, but the city portion goes to the city or county where the buyer resides.
4. Wheat Ridge residents would be exempt from the transfer fee because they pay the sales tax to the City. The City would have many options. One example that would be simple to administer
and to remit would be a percent of the sales price: TRANSFER FEE SCUEDULE Foe Fee Fee Vehicle Cost 0.25% 0.50% 0.75% $ 5,000.00 $ 12.50 $ 25.00 $ 37.50 $ 30,000.00 $ 75.00 S 150.00 .\
225.00 $ 50,000.00 $ 125.00 $ 250.00 $ 375.00 Collection: All businesses are required to file a monthly, weekly, or annual tax report depending on the amount of sa les or use tax owed.
Car dealers are required to show total revenue so the transfer fee could be calculated on on their return s. This fee could be collected on the same basis and should not require additional
people to administer. I The papenvork impact to businesses should be minimal as they are already filing a report. Year Gross Non-Non-Fee @Fee@Fec Resident Sales Resident .25% .50% @.75%
by Dealers Sales(Adj) 2007 $ 102,63 1,62 [ $87,236,878 $218,092 $436,184 $654.277 2008 $ 79,434,8 12 $67,51 9,590 $ 168,299 $336.598 $504,897 2009 $ 55,916,011 $47,528,609 $118,822 $237,643
$356,465 The table above indicates what the City's revenue might have been over the past three years if a transfer fee had been in affect. The Committee recommends the. 75% rate for
the tax or fee. As is evident from the table above, auto sales have been decreasing in the City of Wheat Ridge over the past three years. Comment: As a tax, this measure would require
a vote of the people, and could be put on the November ball ot. There would be no impact on Wheat Ridge residents, and hopefully, sellers would not be at a competitive disadvantage.
disadvantage. OCCUPATIONAL PRIVILEGE FEErfAX: 2
Description: This would be a fee/tax levied on everyone who works in Wheat Ridge and their employers. Denver and Greenwood Village have had Ihis fee in place for at least 20 years. Each
employee pays $2Jmonth (withheld from paycheck along with FecVState, FICA. and Medicare taxes) and the employer also pays $2/month for each person employed. Rationale: I. Those who work
and do business in Wheat Ridge usc City services but often do not contribute to the tax basco 2. The City needs 10 diversify the tax base and red uce reliance o n the sales tax. 3. All
sectors of our economy should pay their fair share. Collection: All businesses arc required to file a monthly, weekly, or an ntlaltax report depending on the amount of sa les or use
lax owed. This fee could be collected on the same basis and should not require additional people to administer. The pape['\vork impact to businesses should be minimal as they are already
filing a report. Revenue: According 10 an estimate from DRCOG, there are an estimated 21 ,655 peoplc who worked in Wheat Ridge in 2009. The combined fee of$4/per person per month would
generate $86,620 per month or $1 ,039,440 per year. Impact on Wheat Ridge citizens: Per Ihe DReOG estimate, 15% or 3,248 people who work in Wheat Ridge arc Wheal Ridge citizens. This
represents 10% of the estimated 2009 population of 31, 183. By cont rast, other measures proposed would impaci 100% of the population. Other infonnation: As a tax, this would requi re
a vote of the people, and could be pUI on the November ballol. According to a representative from the City of Denver, there arc no State requirements. As a home rule ci ty, Wheat Ridge
could exempt tax supported entities such as the school district. In Denver, every emplo,y ee pays the $2 regardless of employer. Note: The ratio of employed as a percent of population
(21 ,655 to 31,183) is 69%. It would be interesting to know the numbers for surrounding cities to see how Wheat Ridge compares on a job creation basis. RESIDENTIAL RENTAL TAX, Research
in this area found that several cities in Arizona collect a tax Oil residential rents paid. Casa Grande, Ari zona Finance Director Diane Archer reported that they levy a 1.8% tax on
rents received by landlords wi th 3 or more units. Audit ing is by a contractor who compares property tax records to lax revenue, and the revenue goes to the general fund. Also the City
of Glend ale, Arizona collects a 2% lax on all residential rental propert ies. Glendale also levies this tax on rentals of commercial space induding bare land. What might a sales tax
on residenti al renta ls look like fo r Wheat Ridge? Estimated households: 15,127 3
Rental households: 6,588 Average Rent: $741.00 (Based on Colorado Division of Housing data) Annual Average Rent: $8,892 Gross Annual Rent: $58,580,496 Tax@2%: $1, 171 ,609 Tax@3% $ 1,757,414
The Committee believes this fonn of tax is appropriate for Wheat Ridge because we have a high level of rental residences in the city and that due to occupant tumover the rental/lease
population requires greater city services than owner occupied residences. Also, a portion of this income could be used to initiate a systemat ic inspection of rental property inspection
program. Under this proposal all landlords would be required to have business licenses. Street and Drainage Utility The Committee considered and deliberated over the three presentations
submitted to us. These included a Street Utility, Stonn Water Ut ility, and Public Safety Utility. All would work in a similar fas hion, with every landowner in Wheat Ridge charged a
fixed monthly amount based on property characteliistics. Most municipalities use a si milar mechanism to support services shared by The Committee reached consensus
to recommend a Street and Drainage focus with either a fee or tax structure to provide up to $3, 140,000 in annual revenue. Revenue would be used to maintain and improve streets, including
drainage improvements wherever possib le. The Ci tizen Budget Oversight Committee asked that the proposed Street Utility be enhanced to also address some of the stonnwater management
needs in the City. Street sweeping and maintenance of stonn sewers that drain streets are operations that would be eligible for funding with a street utility. Construction and improvement
of stonn sewers that directly improve street drainage could also be funded with a street utility. The following proposed Street and Drainage utility includes funding a yearly $2,000,000
street preventive maintenance program and $500,000 for a stonn sewer improvement program each year, plus additional related activities. PRJMARY STREET MAINTENANCE ACTIVITIES Pavement
patching Gravel road and shoulder repair 4
Snow removal Street sweeping Signs, signal and striping maintenance Street lighting Preventive maintenance program (resurfacing, crack filling, slurry sealing) Stann sewer cleaning PROPOSED
STREET UTILITY ACTIVITIES Preventive maintenance program Equipment replacement Stann sewer cleaning St0l111 sewer improvements Billing Total ESTIMATED MONTHLY STREET UTILITY FEES yearly
costs $2,000,000 SOO,OOO 100,000 SOO,OOO 40,000 $3,140,000 It is estimated that commercial (retail) business owners would pay over 50% of the street utility fees, with residential property
owners contributing approxi mately 33% of the funding, and the remaining 18% by industry and non·profits. If the utility fees were estab lished to provide approximately $3 ,140,000 per
year ill revenue, single family properties would be billed approximately $5.70 per month. Examples of other typical monthly fees include: Single family home Fast food restaurant Gas
station Bank without drivc·up Grocery supennarket Automoti ve tire and repair store 10,000 10,000 sf office building SO,OOO sf office building Lutheran Hospital CONCLUSION $S.70 $S3S.00
$96.00 $6S.00 $2,100.00 $40.00 $78.00 $3 14.00 $9,400.00 A Street and Drainage utility could provide substantial revenue to the City for maintenance and improvement of the street system.
As with all utilities, users in the Ci ty would support a street and drainage uti lity in proportion to their use of, or dependence on, the streets. While our neighbor cities do not
have street utilities in place, each does have a stonnwater utili ty. Description S
A monthly fec charged to all property owners and businesses to cover routine street maintenance, street preventative maintenance and street improvements. This applies to property owners
and creates a lien possibility occurs. Rationale & Probability of Acceptance The Street and Drainage Ut ility achieves sustainable fiscal stabil ity from
a resource that broadens our tax base, and offsets a higher amount of our general fund. Good alignment of resource with priorities of ci tizens. The utility fo llows object ives of elected
officials. A Street Utility relies solely on Wheat Ridge citizensibusi nesses. Citizens may think that present taxes should cover street needs vs. a special need as in the water quality
utility. As a fee it would not be tax deductible. As an alternative, raising the property mill levy could provide the same benefit and he tax deductible. Revenue would be used to replace
equipment (snowplows, street sweepers, etc) that is well beyond its serviceable life. Revenue is based on type of activi ty. amount of traffic. Collection: Monthly or quarterly billing
could be possible. Collection could be combined with another utility to reduce overhead. Revenue to be generated: Fee is based on traffic tol from property. Relieves up to $300K from
general fund and could create $2M based on $3.60mo, per residence and proportionally higher for business. Example: $200/month for a fast food restaurant. Impact to \Vhcat Ridge citizens:
Creates another fonn of revenue, but generales a source of income for streets and equipment that is fall ing further into disrepair. Residents provide 32% -Commercial pay 50%, and Industrial
and Non-Profits would pay the remaining 18%. More Infonnation: Could be done via ordinance. Streets and drainage issues are seen as more important than stonn water exclusively and are
major concerns. Impact to Storm Water Standards: Regarding the Federal Government putting pressure on Wheat Ridge, it is VERY real. 6
Our city sta ff gleaned the Federal regulations and challenged every linc. Staff thus developed the minimul11 possible ad herence compared to other cities, but wc must have that adherence.
We are required to file an annual report to the Feds describing what we are doing to adhere to stonn water control mandates. Ul timately we MUST comply or face ti nes. One can say "Oh
not now in this economy." but it is one more critical budget item being ignored--especiall y since we have stressed our relationship to 111ini111Ul11 compliance. COST REDUCTION OPPORTUNITIES
Assumption: Requests to cit izens for revenue increases should be accompanied by etforts to ensure maximum effi ciency and cost e ffect iveness to achieve cost reductions wherever possible.
Reduce Staff Costs: Staff costs are the largest item in the budget, any meaningful reduction in costs must add ress this topic. Intergovernmental Agreements Recommendation: Use a perfonnance
based system to compensate departmenl heads and managers to find ways to operate more efficiently. Lnteragency Agreements (IGA's) are a possible tool. Discussion: This option is currently
being used in Wheat Ridge by the Police Department. It is also used in other ci ties --Parker staff collects sales tax for Castle Rock as well. Si lverthorne handles all court matters
for Dillon. hnpact/$: In addition, lOA's could be used to generate revenue by providing services to small er communi ties in the area. The success would depend on incentives from Council
and leadership by key personnel. Elected officials are not in a posit ion 10 detennine where lOA's could best be used. Impacts to Service: Should be none. lOA's should be used in areas
of support that have no di rect citizen contact. Data/S laff Analysis: In novative thi nki ng and analysis on the part of key management personnel Reduce Pavroll costs: Recommendation:
Some di rect ways being discussed andlor implemented in other cities: 1. Eliminate positions by streamlining processes and increasing the use of technology. 2. Job sharing sharing within
departments and among departments 3. Replace some positions with independent contractors, in both labor and professional positions, who would work only during peak times. 7
4. Freeze hiring and wage increases 5. Usc volunteers when economically beneficial -Rec Center, City Hall Mayor and/or Council members could work with cities in the "similar cities group"
to try to prevent the leap-frog syndrome that the current system promotes. When possible, similar City positions should be compared with the private sector. Discussion: None of the above
would be popular, but the alternative is the continuing rise of personnel costs due to increases to staff, ris ing benefits and costs of additional space. It must be noted that the population
has increased by on ly 2,000 in the past 30 years but the General Fund has increased from $4.3 mil 10 $26.8 mil. Impactl$: To be detellnined Impacts to Service: There could be some impacts
to service Data/Staff Analysis: Department heads would have 10 detelllline possible savings Outso urc ing: Similar concept to IGA's but would involve private and/or nonmunicipal entit
ies Recommendations: I. Technology -Outsource data storage function 2. Sales tax collection-Research the possibility of State collected sales tax 3. Payro ll -Used to have problems,
but should be explored 4. Sales tax collection -Internal collection is costly with 3 full time staff, lock box fees, software maintenance 'fees. Discussion: These examples rely on technology.
It is very expensive to stay current with technology changing so rapidly. Large, specialty companies can achieve economies of scale. Technology -many companies now in the business of
data storage. Impactl$: To be determined. Outsourcing is only a viable alternative ifit results in a reduct ion of staff and/or capital costs. Impacts to Service: Should be negl igible
as these are intemal functions. State collected sales tax could be a benefit to businesses that would only have to complete one form. 8
· . , .' City of -(V Wheat &..dge DEVELOPMENT Memorandum TO: The Mayor and City Council THROUGH: Randy Young, City Manager Ken Johnstone, Community Development Director
FROM: Sarah Showalter, Planner II DATE: March 24, 2010 (for AprilS study session) Sign Code Amendments Introduction City Counci l approved several revisions to the
sign code in 2005. In recent months, a few signage issues have arisen that suggest the need for additional amendments. This memo provides a summary of the sign code amendments proposed
by statT and highlights areas in which policy direction is requested. This memo summarizes staff recommendations for three sign code amendments: 1. Off-Premise Signs for Major Activity
Centers and Urban Renewal Unified Commercial Developments 2. Community Event/Sponsorship Banners on City-Owned Property 3. Signs in the Right-of-Way Off-Premise Signs for Major Activity
Centers and Urban Renewnl Unified Commercial Developments Currently, the sign code restricts restricts the use of off-premise signs, which are defined as signs that advertise or direct
attention to a business or service that is not located on the same site as the sign. The code only allows for the following types of off-premise signs, which may be located on another
private property (with approval from Community Development and the property owner) or in the public right-of-way, with approval from Public Works: (I) Public signs and traffic/regulatory
signs (2) Semi-public signs, which give infonnation to church location, educational institutions or service club locations. (3) Billboards, which are only allowed in certain portions
of the city (identified in a map in the code) near 1-70 For some large, unified commercial developments, off-premise signs can provide important identification needs. A monument sign
located near a highway or major arterial, for example, can help draw attention and traffic to the development. For this reason, staff is proposing that off-premise identification signs
could be be allowed for new commercial developments under two different categories:
Sign Code Amendments Memo March 24, 20 I 0 Page 2 Page 2 (I) Major Activity Center, defined as a contiguous commercial development that is greater than 150 acres; and (2) Urban Renewal
Unified Commercial Developments, defined as a contiguous development with at least one commercial land use that is within an urban renewal district and is greater than 7 acres. The intent
is that such signs would be restricted in terms of number, size, and location, and that they would need to be part of a master plan sign, which is reviewed by Community Development and
Public Works staff and approved by Planning Commission. The fo llowing is a brief outline of the proposed regulations for the two fonns of proposed otT-premise signs. (1) Major Activity
Center Identification Signs • Must be part of an approved master sign plan, reviewed and approved by Planning Commission • Maximum of2 allowed per activity center • Must be within Y.
mile of the activity center • Maximum height of 10 feet, maximum area of 50 square feet • No pole signs allowed • Option for one highway sign: up to I sign, only if it is within 300
feet of a state or interstate highway, may be a maximum of 30 feet with a maximum area of 200 square feet (2) Urban Renewal Unified Commercial Development Identifications Signs • Must
be part of an approved master sign plan, reviewed and approved by Planning Commission • Maximum of 2 allowed per commercial development • Must be within Y. mile dfthe commercial development
• Maximum height of 10 feet, maximum area of 50 square feet • No pole signs allowed Policy Direction Requested: Does City Council feel comfortable with the regulations proposed to govern
the proposed new categories of off-premise identification signs, including the total number allowed, size and height requirements, and the provision that such signs must be part of a
master sign plan? Community Events/Sponsorship Banners on City-Owned Property The Parks and Recreation Department has expressed a desire to display Department-approved banners on ball
field and tennis courts in city parks. The banners would be used primarily to advertise Parks and Recreation events, but could also help advertise Wheat Ridge Youth Sports group activities.
As a potential revenue-producing opportunity for the City, outside groups with a special event permit to use a park may also be allowed to hang appropriate banners for their event. There
is also the opportunity to allow sponsors or business to advertise on the banners as way to raise revenue for the city. Currently, the sign code allows temporary banners but has requirements
that essentially prohibit the types of banners that Parks and Recreation would like to hang on city ball fields. For example, the code requires that banners are hung on a building (and
thus could not be located on a fence) and 2
Sign Code Amendments Memo March 24, 20 I 0 Page 3 Page 3 determines the allowable area of the banner based on the square footage of any bui lding on-site. SlafT is proposing the addi
tion of a new type of temporary banner that would meet the needs of Parks and Recreation and also allow other City Departments to take advantage of the ability to hang banners to publicize
community events. The new category of banner would be called a community event/sponsorship banner and would be subject to the following criteria: • Must be located on city-owned property
• Maximum size of 50 SF • Can be temporary only, with time restrictions related to the time period of the event, with no banner to be in place for longer than 4 weeks. Signs in Right-or-Way
Currently, the sign code does not allow the construction of any ground sign in the public right-ofway (ROW). In some limited areas of the City, where existing ROW boundaries are unusually
wide, and may even overlap with exist ing off-street parking or landscaping, this provision can be difficult as it is nearly impossible to find a location for a sign that is near the
street and not in the public ROW. For sites that are completely redeveloping, this is not an issue since a complete scrape-off allows the business to find an on-site location for the
sign. However, there are many instances where a new business proposes to re-use an existing building and site configuration. For such instances, staff is recommending that signs in the
ROW could be allowed, subject to the following criteria and review process. Proposed Criteria to Allow Signs in ROW • There is no viab le alternative location on site (on private property)
• The sign is for a property with commercial or mixed use zoning • The sign will be wi thin right-of-way that is immediately adjacent to the property • The sign will not be on a local
street or state highway • There are no immediate plans for widening the street identified in the 5 year CIP or any planni ng document • The sign is not for a site being completely redeveloped
with new construction, in which case the proposed design should incorporate the sign on site • No underground utilities exist in the proposed location for the sign • The sign does not
obstruct the sidewalk or vehicular traffic • The sign complies with sight distance triangle requirements per Section 26-603B • The sign is not located in the landscape buffer or "amenity
zone" located between the back of curb and sidewalk Potential Additional Criteria: • Prohibit pole signs? • Limit or restrict lighting of signs? Proposed Process • Apply For sign pennit
through Building Division, simultaneous with a ROW Use Pennit Application through Public Works • Sign pennit approval is conditioned upon approval of ROW permit from PW 3
Sign Code Amendments Memo March 24, 2010 I>age 4 Page 4 • Sign permit application referred to utilities for approval (coordinated through the sign pennit by Community Development). •
The duration for the ROW Use Permit is five years maximum. Applicants would have to reapply after five years to be able to keep the sign in the ROW. • City Counci l may revoke the permit
at any time, as authorized by Section 15-9 of the City Charter. What is Allowed by Other Cities'! There arc several other jurisdictions in the metro area that allow signs to be constructed
in the ROW, typically subject to a revocable ROW pennit. Jurisdictions that allow signs in the ROW: Arvada: cannot be located over utilities and there is no liability to the city for
repair or replacement Denver: cannot connict with utilities and city may remove at any time Englewood: subject to encroachment agreement and approval by Community Development/Public
Works Golden: cannot obstruct sidewalk or traffic Greenwood Village: only with approval by City Council resolution Jurisdictions that do not allow signs in the ROW: Lafayette Lakewood
Littleton Westminster Policy Direction Staff would like input from Council on the following topics: Iss Is Council generally in support of the proposed criteria and process, with the
understanding that any sign constructed in the ROW would be subject to the ability of City Council to revoke permission for the sign at any time? In order to promote quality signs that
contribute to the public realm, staff recommends requiring that any sign in the public ROW could not be a pole sign. Docs it make sense to limit certain aspects of the sign, such as
electrical connections, that would make it more permanent, given the possibility that the permit could eventually be revoked? 4
", ... "'.. City of "r?WheatRLdge OF THE MAYOR TO: FROM: DATE: SUBJECT: Memorandum City Council Mayor DiTullio Council Member Stites April 5, 20 I 0 Outside Commercial
Storage Council Member Stites and r are requesting that an ordinance be drafted or a current ordinance be modified which requires outside commercial storage to be screened by a six (6)
foot wood fence or similar material if the storage abuts a residential neighborhood. This ordinance would be a pro-active step since outside storage will become more pronounced as the
City encourages commercial redevelopment along our commercial corridors such as 38th, 441h and Wadsworth Blvd. Most of OUf commercial corridors directly abut residential such as 38th
Ave.