HomeMy WebLinkAboutStudy Session Packet 05/17/2010STUDY SESSION AGENDA
CITY COUNCIL MEETING
CITY OF WHEAT RIDGE, COLORADO
City Council Chambers
7500 W. 29th Ave.
May 17. 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 participating and need inclusion assistance.
APPROVAL OF AGENDA
.1. Staff/Council Report(s)
a) Police Regionalization Staff Report
b) 2010 COPS Hiring Program Grant
c) 2010 Ed Byrne JAG Grant
2. Screening of vehicles at auto service facilities
~ Commercial Accessory Structures
4. Evaluation of Revenue Sources
a) Public Safety Funding Options
b) Stormwater and Street Utilities and Trash Collection -Funding
Options
~ Neighborhood Flood Control and Drainage Improvement Mill Levy
Staff Report: Law Enforcement Regionalization of Services
May 10,2010
Page 2
different Computer-Aided Dispatch (CAD) system ; however, Arvada, Lakewood and Westminster
utilize an intergraph CAD system. The Police Chiefs from Lakewood , Arvada, Golden and Wheat
Ridge have agreed to meet on May 14 , to discuss general concepts around regionalization. There
are a variety of issues to discuss involving technology , staffing, equipment maintenance, procedures
and costs. This is a longer-term project and will take considerable time and effort to complete.
Other Regionalization Opportunities
The law enforcement chief executive officers of Jefferson County identified additional areas of
potential regionalization. These areas included a regionalized police-training academy, a
regionalized crime lab or sharing of forensic services, sharing of crime analysis resources , sharing
of police property/evidence storage facilities, sharing of towing storage facilities , and sharing of
technology services . At this time, there is some discussion regarding a regional police-training
academy and a regionalized crime lab or sharing of forensic services. Because of our current
agreements on police recruit training and forensic crime lab services, the department does not
anticipate reduced costs or enhanced services in these areas .
FINANCIAL IMPACT
As the department works on these concepts, one of the determining factors will be the affect these
regionalization efforts have on the department's budget.
RECOMMENDATION
The Police Department will continue to explore partnerships and regionalization efforts that result
in cost savings to the City and/or enhancement of policing services. I will keep City Council
informed on the progress of these efforts.
/DB
ATTACHMENTS:
I. Jefferson County Regionalization Letter January 21, 2010
2. Letter of Commitment
1+01<...-16)
.. , ~. _ City of. ~~Wheat~dge ~OllCE DEPARTMENT
Memorandum
TO: Mayor DiTullio and City COlmcil
THROUGH: Randy Young, City Manager
FROM: Daniel Brennan , Chief of Police
DATE: May 10,2010 (For May l7 Study Session)
SUBJECT: Staff Report : 2010 COPS Hiring Program Grant
The Office of Community Oriented Policing Services has opened the 20 I 0 COPS Hiring
Program (CHP). The COPS Office has announced it will award $298 million to address the full-
time sworn officer needs of state, local and tribal law enforcement agencies nationwide . This
year, the COPS Office will select CHP grantees from the existing pool of 2009 applicants
consisting of approximately 6,000 agencies nationally . This funding will cover officer entry -
level salary and benefits for three years , and has no local matching requirement. Awarded funds
can be used to hire new officer positions, rehire officers who have been laid off, or are scheduled
to be laid off on a future date because of budget reductions. The grant requires any positions
awarded be retained for a minimum of l2 months at the conclusion of the 36-month grant period.
As a reminder, this grant is only for sworn officer positions and cannot be used to fund non-
sworn positions. r
In 2009 , the department submitted a grant application to fund two positions, a Middle School
SRO and VicelIntelligence Officer. I have attached a 2009 Staff Report that outlines the need
for these positions .
If the City is still interested in this grant funding opportunity , the department will need to submit
new information to the COPS Office so the grant application can be evaluated based on updated
information in June. The Police Department is requesting City Council direction on applying for
this grant funding opportunity .
l OB
ATTACHMENT :
COPS Memo of April 9, 2009
" ~ J ~
-_ Y City of • -~WheatF-L.dge
.JVrOLlCE DEPARTMENT
Memorandum
TO: Mayor DiTullio and City Council
THROUGH: Randy Young, City Manager
FROM: Daniel Brennan, Police Chief
DATE: April 9, 2009
SUBJECT: COPS Office Hiring Recovery Program
BACKGROUND
As part of the American Recover and Reinvestment Act of 2009, the Office of Community
9ri~nted Policing Services (COPS) Office has announced the availability of funding under the
.' COPS Hiring Recovery Program (CHRP) to address the sworn officer personnel needs of state,
local and tribal law enforcement.
CHRP is a competitive grant program that provides funding directly to law enforcement agencies
to create and preserve jobs, and to increase their community policing capacity and crime
prevention efforts. Up to $1 billion in funding is available through this grant. CHRP grants
provide 100 percent funding for approved entry-level salaries and benefits for 3 years (36
months) for newly hired , full-time sworn officer positions (including filling existing unfunded
vacancies) or for officers who have been laid off, or are scheduled to be laid off on a future date,
as a result of local budget cuts. There is no local match. Grantees must retain all sworn officer
positions awarded under the CHRP grant for a period of one year (12 months) following the
conclusion of the grant funding .
The Police Department has reviewed the CHRP requirements and conducted an assessment of
service needs and gaps in service .
RELATIVE FACTS
Since the CHRP grant pertains only to sworn officer positions the Police Department conducted
an assessment of current needs that met the requirements of this grant. The department
understands the current economic climate and the long-term risks involved in utilizing this grant
to hire new positions.
The CHRP grant provides an opportunity for the department to identify significant gaps in
service, that if addressed would positively influence the services we provide and reduce the
opportunity for crime in the future . The department has identified the following positions as
fitting the criteria for this particular grant and meeting needs identified as significant service gaps
based on community and public safety needs .
ATTACHMENT 1
Cl)llllllllllily ()ri~ll(cd 1'''\Heilll! SeIVlCe, 1\ irill)' RCCllvCr, I'rnl!ranl
1\l'li\ 'l. ,:()()9
i\lgC :.
School Resource Officer Position
Within the City of Wheat Ridge, there is one high school, two middle schools, and ten
public/private elementary schools . Over the years, a School Resource Officer Program (SROP)
has existed in a variety of forms. Recently, the program was re-initiated in the police
department during the 2005-2006 school year based on a sales tax increase approved in late
2004 . The School Resource Officer (SRO) position was assigned to Wheat Ridge High School.
A second School Resource Officer was assigned to the program during the 2007-2008 school
year. This School Resource Officer was primarily assigned to the middle schools in the City.
Until the assignment of the second SRO, the elementary schools within the City received little
attention, and then only on an as neededlrequested basis. Currently, the SRO at the high school
and the SRO assigned to the two middle schools share the responsibility for the elementary
schools located in the City. The private elementary schools (St. Peter & Paul, Beth Eden, and
Foothills Academy) do not have an assigned SRO at this time .
Throughout the United States crime and violence has been a predominant issue in the field of
education. There are a number of solutions to help decrease the prevalence of violent incidents
within the school setting . The compilation and review of the statistics concerning safety and
discipline in any given school and the police department calls for services to the schools clearly
show the schools in the City are no different than any other schools found elsewhere.
There is currently one SRO assigned full time to the high school. The issues at the high school
include fights, bullying, theft, harassment, possession of alcohol and possession of illegal
substances. The past five year average of calls for service to the police department is 131 calls.
The highest call load was 161 calls during the 2006-2007 school year followed by 146 calls for ,
service during the 2007 -2008 school year. Law enforcement related education and intervention
are also required duties of the SRO .
Currently there is one SRO at the two middle schools. The issues at the middle schools consist
of disorderly conduct, bullying, and theft . In addition , the issues at both middle schools are
distinctly different based on demographics, socio-economic factors and the articulation area
these schools draw from. There is not enough time to build rapport with students, and provide
education programs in the classroom and in-service training to school administrators and
teachers.
The current situation at the elementary schools is even more dismal. Wheat Ridge has several
elementary schools that have unique needs, again based on demographics and socio-economic
factors that create certain lisk factors. Currently, an SRO responds only to take reports , and
there is little or no proactive work , such as Life-Skills or Drug Awareness and Resistance
Education (DARE) training being accomplished. The amount of time spent in the elementary
school setting is approximately one hour per week.
With the addition of an SRO for the middle schools and elementalY schools , consistent services
can be provided with the expected result of less violence in the school setting, education on life
skills, drug and gang resistance. Providing the program staffing can remain in place for a
number of years , the expected positive outcomes in behavior and crime would be extended to the
middle schools and the high school , and ultimately to our community as well.
The costs for one SRO positions , salary and benefits include: $72 ,073 armually
COllllllllllil,-Orielltcd !'II!icilig SCl\iccs !llIIlIg !{ccmery !'Wi"-tlll
AprI!l).2(JOl)
r£lg~ 1
Vice Intelligence Position
The department has a significant gap in our ability to gather intelligence information and monitor
vice related crimes _ Currently, our efforts in coordinating gang information and enforcement;
monitoring and enforcing vice issues including prostitution and gambling; conducting
background investigations for liquor and sexually oriented businesses; participating in metro-
area and state task forces, as well as information sharing; and participating in homeland security
needs and domestic terrorism are limited . Currently these duties are dispersed to positions
throughout the department and our effectiveness in addressing these issues is limited by time
constraints. A detective dedicated to these functions would improve our effectiveness and the
safety of our community.
This position would be a centralized source to coordinate many of these efforts . The position
would serve as a liaison with other surrounding jurisdictions in information gathering and share
that information to the appropriate personnel in our agency. The position would work in
conjunction with the vice/intelligence detectives from other jurisdictions in multi-agency
enforcement efforts specific to the areas identified above.
The salary costs and benefits for this position are: $72,073 annually
ALTERNATIVES
I. Do not take advantage to the opportunity to use this grant funding to hire additional law
enforcement positions to address significant service gaps in providing law enforcement
services.
2. Give approval to the police department to pursue grant funding for those programs that meet
the community's most immediate needs.
I
3. Give approval to the police department to pursue these two positions. The risk is that these
positions would have to be funded for 12 months after the end of the grant period (3 years).
There is economic development potential on the horizon that would pay for these positions.
RECOMMENDATION
The police department is seeking direction from City Council regarding these positions and the
use of federal stimulus money via the grant to staff these needs. The department suggests City
Council consider the following priorities as established by the Police Department:
DB
Middle School SRO position (I)
Vice/Intelligence position (I)
. , ,
_ ~ City of • ~WheatB-L.dge ~OLlCE DEPARTMENT
Memorandum
TO: Mayor DiTullio and City Council
THROUGH: Randy Young, City Manager
FROM: Daniel Brennan, Chief of Police
DATE: May 10 ,2010 (For May 17 Study Session)
SUBJECT: 2010 Edward Byrne Memorial JAG Grant
he Wheat Ridge Police Department received notification that we are eligible for $21 ,990 in
grant funding from the Edward Byrne Memorial Justice Assistance Grant (JAG) Program for
2010 . JAG funds can be used for state and local initiatives , technical assistance , training,
personnel, equipment, supplies , contractual support, information systems for criminal justice,
and criminal justice-related research and evaluation activities that will improve or enhance:
• Law enforcement programs
• Prosecution and court programs
• Prevention and education programs
• Corrections and community corrections programs
• Drug treatment and enfqrcement programs
• Planning, evaluation, and technology improvement programs
• Crime victim and witness programs (other than compensation)
T
This year, the Department of Justice has identified key priorities for funding that includes counter
terrorism and terrorism prevention programs, evidence-based and data-driven law enforcement efforts
and programs that ensure justice is tndy done in the criminal justice system. The grant funding cycle is
four years.
Federal funding cannot be used to replace or supplant nonfederal funds, which have been appropriated
for the same purpose. JAG funds cannot be used directly or indirectly for security enhancements or
equipment. There are other prohibited uses as well.
The department is in the process of identifying potential uses for this funding . J will update City
Council later on the proposed uses identified by the department.
I DB
Vehicle Screening Memo
May 10 ,2010
Page 2
Policy Discussion:
• The 72 hour standard is impractical to enforce in that it would require dail y monitoring o f
all automotive repair facilities in the City, of which there are over 50 .
• As with most code enforcement activities in the City, based on staffing levels , we
generally operate on a complaint basis.
• When complaints are received regarding a lack of screening for either materials or
vehicles , those complaints are reviewed by code enforcement staff and assuming there is
a violation, the property/business owner is given essentially two options: 1) eliminate the
outside storage of materials, or in the case of vehicles , limit it to the maximum duration
of 72 hours ; or 2) provide the necessary screening.
• When option 1 is chosen, the property/business owner needs to demonstrate compliance
for a sufficient (but unspecified) period of time , such that staff would deem the code
enforcement action closed . However, this does not preclude the possibility that the
violation will start again and a new code enforcement action would begin. There is not a
"hard and fast " rule as to when the City would in s ist on option 2 (installing the screening)
based on repeat violations .
• In regards to the screening required for vehicles being serviced, it would be more
straightforward to enforce a code requirement that either does or does not require the
screening, as an alternative to the daily monitoring that is necessary to enforce the 72
hour maximum .
• The code does not make a distinction between vehicles that have visible exterior damage
vs. a vehicle that might be having engine service, but otherwise appears as any other
vehicle parked on a commercial or residential property and not required to be screened.
Review of other Jurisdictions :
We conducted a review of some peer communities in the Denver metro area, including Arvada ,
Broomfield, Centennial , Commerce City, Englewood, Golden, Lakewood , Littleton , Louisville,
Thornton and Westminster. The survey information is attached and following is a summary of
those survey results:
• Most jurisdictions require screening of vehicles in some form .
• Screening is generally required on all sides (full screening)
• Full screening would require fences or walls in many cases to be constructed in front
yards and adjacent to streets . We generally have a 4 foot height maximum for fences in
front yards , which may not meet the full screening requirement. It would also be
important to consider the aesthetic impacts on our streets of requiring fence screening,
which could potentially create a negative "walled" effect.
• Most do not distinguish between operable versus inoperable vehicles
• Three of the ten jurisdictions enforced some form ofa time limitation, ranging from 24
hours to a 10 day allowance for major repair in one jurisdiction . At least one of those
jurisdictions indicated the difficulty in enforcing a time limit.
Field Research
We conducted some preliminary field research to gauge the magnitude of the impact ofthe
potential new code language . Our City business directory indicates we have more than 50 auto
2
Vehicle Screening Memo
May 10,2010
Page 3
service businesses in the community. Most of these are located along our commercial corridors,
in particular, 38 th Avenue, 44th Avenue, Wadsworth Boulevard and Kipling Street.
38 th Avenue
• Approximately 5 auto service businesses store vehicles outside that are not fully
screened
• Two (2) businesses have outside storage of materials that is not fully screened
44th Avenue
• Approximately 6 auto service businesses that would require additional screening
• Approximately 5 businesses with other types of unscreened outside storage
Kipling and Wadsworth
• Only a few businesses that appeared would have additional screening
requirements
• Many of the auto service businesses on Wadsworth primarily offer "quick serve"
types of auto services that do not necessitate overnight storage of vehicles
Possible Code Amendments:
1. Amend code to remove the 72 hour maximum , but continue to require full screening from
adjacent streets and properties (full screening)
• More straightforward to enforce
• Would be a stricter standard than current and would impact numerous
existing businesses
• Would need to clarify how this applies to existing uses that may have
historically stored vehicles unscreened
2. Amend code to require that all vehicles being serviced at an automotive repair facility be
screened with a six-foot high fence or wall when adjacent to residentially zoned properties,
regardless of the duration of the vehicle being on the property.
• This would be a more straightforward standard to enforce, by elimination
of the 72 hour maximum
• The screening standard would be reduced from the current "full screening"
standard
3. Amend code to require that all vehicles being serviced at an automotive repair that are
inoperable or have visible exterior damage be screened with a six-foot high fence or wall
when adjacent to residentially zoned properties.
• This would be an even lesser standard, by not requiring screening of
vehicles that are operable or undamaged
• This is not a typical approach based on our survey of other jurisdictions
• Could be difficult to determine whether a vehicle is operational or what
constitutes "visible damage"
4. Staff does not recommend any changes to the requirement that outside storage of materials
on commercial properties is required to be fully screened . This is a typical requirement in
3
Vehicle Screening Memo
May 10 ,2010
Page 4
most communities and important to maintain community aesthetics. We are proposing a
corollary code amendment regarding commercial accessory structures that we believe would
give commercial /industrial property owners more options in regarding to handling storage
of excess materials and inventory .
5. One option to consider in implementing all of the above code amendments would be to
allow for an amortization period to allow property/business owners to comply with these
modified screening requirements .
ATTACHMENT:
I. Summary table of other jurisdictions
4
City
Arvada
Broomfield
Centennial
OHlER CITIES REGULATIONS PERTAINING TO THE
KEEPING OF VEHICLES BEING REPAIRED
Do vehicles b e ing s tored o ver night ha ve to be s creened ?
Does the ordinan c e di s tingui s h between operable and inope rabl e vehicles?
Is there a time limitation?
Do vehicles kept Does it matter if Is the"e a time
overnight have they're operable limitation?
to be screened? or inoperable?
No Inoperable No
vehicles mus t be
kept in s ide at all
times
No re s pon se
Yes. All vehicles Doesn 't matter No
at repair facilitie s whether vehicles
must be screened are inoperable or
by a masonry not.
wall and
landscaping
regardles s of
adjacent land use
I
(all s ides)
Commuce City Ord. di s tingui s he s No For minor repair, work
between major mu s t be done in s ide but
and minor repair. cars are usually not left
over night.
For major repair,
vehicles and materials
mu s t be stored in s ide .
I f left for over 48
hours, becomes outs ide
storage and must be
screened.
Englewood Yes Do not distinguish No time limitation for
between operable cars being worked on
and non-operable but becomes "outside
-code says s torage" after 24 hours
storage of -extremely hard to
materials and enforce
parts are allowed
with screening
ATTACHMENT 1
Anything else
impacting repair
garages?
Garage doors cannot
face re s idential
propelt y
Repair garages in
ex istence prior to 200 I
do no t need to comply.
Car repair is a "limited
us e" which sounds akin
to a special use
Golden No o ut s id e No No Use by right but
s torage unless ex tremel y h a rd to
Indu s trial z on in g enfo rce
-for ces ve hicl es
b e ing worked on
to be kept in s ide
Lakewood Orel. di s tingui s hes No For minor repair,
bet ween m ajo r ve hicles le ft ove rni g ht.
and minor rep a ir mu st be in s ide
For major re pair,
ve hicles can't be kept
longer th a n 10 days
a nd mu st be screened
from adj. properties
and r-o-w
Littleton A 11 ca rs bei ng No No Use by right -but
worked on plu s s c reened outside
parts and s torage mllst ha ve a
material s mu s t be des ig n re v iew
scree ned
Louisville Not s p ec ificall y ... O ut si de s torage is Ca r re pair facilities are
sta te d but. ... s upp osed to be a s pecial use so other
scree n e d. sta nd a rd s could be
applied ba sed on the
c ircumstances
Thornton No res pon se I
Westminster Anything kept Doesn't matter if Keeping of vehicles Areas for o utdoor
overnight ha s to inop e rable or not overnight requires s torage mll s t be s hown
be screened from screening becau se on an approved
r-o -wand considered outside development plan -
adjacent propel1 y s tor age mo s t commercial and
indu strial zoning is b y
PUD
2
-{-/enu 3
.7 , ,
• _ City of • rct: Wheat &...dge ~OMMUNITY DEVELOPMENT
Memorandum
TO: The Mayor and City Council
THROUGH: Randy Young, City Manager
Ken Johnstone, Community Development Director
FROM: Sarah Showalter, Planner II
DATE: May 5, 20 I 0 (for May 17 Study Session)
SUBJECT: Accessory Structures in Commercial and Industrial Zone Districts
Introduction
Chapter 26 of the Wheat Ridge Municipal Code does not allow accessory structures within
commercial and industrial zone districts. Many property owners in the city have expressed
interest in adding accessory structures -typically storage sheds or garages -to their commercial
or industrial properties, but have not been permitted to due to the current regulations. Some
commercial properties have non-conforming or illegal accessory structures, and some have
obtained temporary use permits for accessory structures, which are only good for one year and
cannot be renewed .
Amending the zoning code to allow accessory structures in commercial and industrial districts is
on Community Development's list of zoning code amendments as a short-term priority. This
memo outlines proposed code changes to allow for accessory structures in commercial/industrial
zone districts. The memo is structured as follows :
(1) Proposed standards for accessory structures in industrial and commercial districts
(2) Proposed review/permitting process
(3) Summary of research on how other jurisdictions treat accessory structures in commercial
and industrial zones
Proposed Standards for Accessory Buildings in CommerciaIllndustrial Zones
(to be added to Section 26-625 Accessory Buildings):
• Size limit: the total floor area of all accessory structures may not exceed 50%
of the floor area of the primary structure. In no case may an individual
accessory structure exceed 500 SF.
• Max number : I for commercial districts ; 2 for industrial districts
• Location: May only be located in the required rear or side yard areas (not
allowed in side yard areas adjacent to a public right-of-way).
• Required setbacks: 5 ' side ; 10' rear
• Minimum required building separation: per building code
i\ccessory Structures
May 5, 2010
Page 2
• Maximum height: 12 '
• Materials: the structure must have materials that are architecturally compatible
with the primary structure
• Storage units: not allowed in commercial districts. Maximum of 2 allowed in
industrial districts, but must be screened by a wall that is at least as tall as the
unit and that is made of materials compatible with the primary structure
• NOTE: screening of storage units/shipping containers, which are often 7' -6"
or 8' tall, will also require amending the portion of the code that does not
allow fences and screen walls over 6' in height
• Requirements apply to any new accessory structure, or existing accessory
structures that are expanded by more than 50% of the existing floor area
For Planned Developments: accessory structures are not allowed unless specifically
stated in the approved Outline Development Plan
Proposed Review/Permitting Process
i\pplicants apply for Building Permit
The Community Development Department will have a special handout, similar to those
for sheds and garages on residential properties, that outlines the items needed for review
Summary of Research
Please see i\ttachment 1 for a summary of how other jurisdictions in the Metro area regulate
accessory structures on commercial and industrial properties.
ISS
i\ TT i\CHMENT:
1. Summary Research
.. ,
City of ~WheatP-Ldge ~OllCE DEPARTMENT
Memorandum
TO: Mayor DiTullio and City Council
THROUGH: Randy Young, City Manager
FROM : Daniel G. Brennan, Chief of Police
Jim Lorentz, Division Commander
Support Services Division
DATE: May 10,2010 (For May 17 Study Session)
SUBJECT: Evaluation of Revenue Sources: Public Safety Funding Options
EXECUTIVE SUMMARY
tif f11 A/ aJ
As requested by City Council, the Police Department has explored some alternative funding
possibilities to assist in supporting policing services in the City of Wheat Ridge after the recent
City Council Strategic Budget Planning session. These alternative funding methods included a
public safety utility fee and a property tax increase.
The primary funding stream for policing services in Wheat Ridge comes from the City'S General
Fund. In 2010, the Police Department's budget comprised 36% of the City's General Fund . It is
not uncommon to fmd local government entities that utilize fees to pay for some law
enforcement services. For example, the Wheat Ridge Police Department assesses fees for certain
services such as sex offender registrations ; citizen requests for copies of police reports or digital
recordings; address and record checks; fingerprinting and pawn transactions. We also found that
the application of a utility fee for broad based public safety services is not common; however, we
did find some circumstances where fees are assessed for some policing services .
As discussed before with the Citizen's Budget Oversight Committee, there are not many models
of jurisdictions utilizing the concept of a public safety utility fee. Two models that were
previously presented were the Town of Mountain View, Colorado, which uses a "flat rate"
Public Safety Fee and the county of Salt Lake , Utah, which uses a "full classified rate" Public
Safety Fee. At this time, there is considerable public opposition to this issue in Salt Lake
County.
Nationally, there are numerous examples of communities seeking voter approval to increase
property or sales taxes as a means to maintain adequate funding of public safety budgets .
BACKGROUND
As mentioned previously, the Police Department's budget comprises 36% of the City'S General
Fund Budget. Ninety percent of the department's budget is personnel services, e.g ., salaries,
benefits, overtime, and retirement. When reviewing the percentage of the General Fund Budget
used for policing services with surrounding communities, we found that these percentages varied
from 24% to 47%. A spreadsheet of these comparisons is attached for your review. Trying to
apply a direct comparison of the percentage of the General Fund Budget allocated for public
Staff Report -Public Safety Funding Options
May 10 ,2010
Page 2
safety services is like an "apples to oranges" comparison and influenced by a variety of factors.
For instance, some communities have a larger sales tax revenue infrastructure, so the percentage
of policing services to their General Fund could be less or more than Wheat Ridge. Other
considerations include the varying functions and services some policing agencies provide
compared to others, as well as staffmg requirements based on crime, traffic and quality of life
issues. In addition, 46% of total City employees work for the Police Department. Some
communities have not made personnel cuts in their city departments similar to those made by
Wheat Ridge prior to 2005.
It is not uncommon to find local government entities that utilize defined fees to pay for some law
enforcement services. While many departments utilize fees for defined services as mentioned
previously, we found that the application of a utility fee for broad based public safety services is
not common . However, we did find some circumstances where fees are assessed for non-
traditional services. For example, the City of Winter Haven, Florida assesses a "traffic accident
response fee" to the at-fault driver of a traffic accident. The driver's insurance company pays for
this fee . In Garden Grove, California, a public safety service fee is assessed to a property owner
whenever the police respond to complaints oflarge gatherings.
Our research showed only two communities currently applying a public safety utility fee , the Salt
Lake Valley Law Enforcement Service Area (SLVLESA), in Utah, and the Town of Mountain
View, Colorado. SL VLESA put a utility fee in place to provide funding for police services in the
unincorporated areas of Salt Lake County. The SL VLESA does not provide police service;
rather , it forwards revenues to the new Unified Police Department (UPD), which provides law
enforcement services to the unincorporflted county. The UPD is responsible for all police
operations. The SL VLESA utility fee methodology is a very thorough and complicated model
assessing fees to those institutions that do not traditionally pay taxes such as churches and
hospitals; to businesses that use more law enforcement services such as supercenters or grocery
stores; and to large regional employers. The SL VLESA model included four residential types,
seven commercial business types and 25 business types .
The Town of Mountain View charges a flat rate of $25 per month for public safety services.
This fee is assessed on every residence, multi-family residence and business in the Town.
To establish a plan in Wheat Ridge would require some decisions about what economic gain is
required. For the purposes of the models presented, funding for the entire Police Department
Budget of approximately $8.5 million is used . If more or less revenue generation is required ,
simple mathematics can be done to achieve a more accurate picture. The current budget figure
provided does not allow for growth, and simply replicates the 20 I 0 Budget, which is
significantly reduced from the 2008 budget. It does not fund additional community and
organizational needs for increased personnel that have been presented on previous occasions.
Resources used to present these examples were obtained from the City 's business license
classifications, Jefferson County Business Resource Guide Demographic Detail Summary
Report, and the 20 I 0 Budget.
2009 estimated total households
Estimated total business
Total
= 14,200
= 1,700
= 15,900
Staff Report -Public Safety Funding Options
May 10,2010
Page 3
ALTERNATIVES
Option I: Flat Rate Public Safety Utility Fee
The advantage to the flat rate fee is that it is easier to administer and calculate, charging the same
fee to every residence and business in the jurisdiction for public safety service:
$44 .55 per month ($534.60 per year)
Option 2 : Limited Classified Rate Public Safety Utility Fee
Determination of categories is based on business licensing. The City currently classifies
businesses into 45 different classes. A simplified and limited number of classes could be used,
for example:
Services (professional)
Goods (retail)
Non-Profit (including churches)
Industrial
Agriculture
Residential
A determination would have to be made to decide what classes should pay more (or less) for a
public safety fee. A number of factors can be used to determine this , but in general,
considerations can be made as to the frequency of calls for service, public impact, size of the
business (number of employees), amount of revenue, or other factors. The difficulty in such a
system is that it is very complicated to determine appropriate levels of fees for each class. The
system may require additional part-time or full-time personnel to direct such a program .
Additional classifications could be considered for single-family residences and multi-family
housing.
Option 3: Full Classified Rate Public Safety Utility Fee
This option is more detailed and the determination of categories is based on all 45-business
licenses within the City as needed. This option would be similar to the model presented by the
County of Salt Lake, Utah . A determination would have to be made to determine what classes
should pay more (or less) in a public safety fee. A number offactors can be used such as
frequency of calls for service, public impact, size of the business (number of employees), amount
of revenue, or other factors. The difficulty in such a system is that the determination of
appropriate levels of fees for each class is complicated. This system may require additional part-
time or full-time personnel to direct such a program.
Option 4: Public Safety Mill Levy
Another option for increased revenue that can be explored would be a mill levy increase . The
City of Wheat Ridge maintains the lowest property tax rate in the Denver Metro Area with a mill
levy of just 1.806. The City currently collects $766,000 per year . By way of comparison, to
cover the Police Department 20 I 0 Budget, the mill levy would have to be multiplied by II to
reach the target of $8.5M (19.886).
Staff Report -Public Safety Funding Options
May 10 ,2010
Page 4
Other area mill levies (Wheat Ridge 1.806):
Arvada 4.310 Bow-Mar
Edgewater 5.038 Golden
Lakeside 4.088 Lakewood
Littleton 6 .662 Morrison
Mountain View 3.311 Superior
Westminster 3.658 AVERAGE
FINANCIAL IMPACT:
14.729
12 .348
4.751
6.746
8.056
6.700
The financial impact of a public safety fee or mill levy increase is dependant on the amount of
dollars City Council would want applied towards the Police Department Budget. This amount
would determine the financial impact to the citizens in Wheat Ridge as described in the various
options provided.
ALTERNATIVES CONSIDERED:
I) Make no change and continue to fund the Police Department Budget with General Fund
dollars
2) Implement one of the options provided, after determining at what percentage to increase
revenue to support the Police Department Budget
3) Implement a combination of a Public Safety Utility Fee (Option 1,2, or 3) and include an
increase to the mill level. Sound investment strategy would suggest that a portfolio should be
di versified
4) Consider utility fees for programs identified as more traditionally appropriate, such as public
. I works projects or stormwater
RECOMMENDATION:
An expectation of communities in Colorado , based on generaJ custom and practice, is that
policing services are core functions of government and generally supported through sales or
property taxes. Utility fees for public safety are extremely rare, as there are only two known at
this time, and the Salt Lake County model seems likely to be repealed due to public disapproval.
Staff recommends that City Council consider a diversified approach to funding policing services.
Revenue that is generated from different sources can help to balance severe fluctuations in the
future. Revenue streams could include sales tax, property tax , and defined fees .
JLlDB
ATTACHMENTS:
I. Citizen Budget Oversight Memo of March 24, 2010
2. Power Point presentation
3. Local Law Enforcement Agency Survey
,
_ • City of_ -r?" Wheat F-.L.dge ~OLl C E DEPARTMENT
Memorandum
TO: Randy Young, City Manager
FROM: Daniel Brennan, Chief of Police
DATE: March 24, 2010
SUBJECT: Staff Report: Citizen Budget Oversight Committee
EXECUTIVE SUMMARY
The Wheat Ridge Police Department remains diligent in analyzing, reviewing and evaluating the
organization's budget. The department's budget is affected by several factors, which I have tried to
capture for you below.
o The nature of police services is reactive to a certain degree. Unanticipated events such as a
homicide, major complex crime, a major crime scene or a crime spree can result in significant
expenditures in overtime, materials or contract services that were not budgeted.
o Legislative mandates can adversely affect the department 's budget. The recent DNA evidence
legislation means the department will have to invest in an HV AC unit for the off-site
property/evidence storage facility. This capital item of $40 ,000 was taken out of the 2009
Budget as a budget reduction ; however, the HV AC unit will have to be purchased and installed
so that the department can properly store evidence containing DNA in the future.
o The department identified the purchase and replacement of technology as a significant cost
factor that required a capital fund to begin saving for the eventual replacement of police radios,
as well as the future replacement of a Computer-Aided Dispatch and Records Management
system . As technology changes the way police departments do business, the department needs
to meet those challenges by annually budgeting dollars for large purchases.
o Personnel costs (salaries , benefits, overtime, FICA) comprise 90% of the department 's budget.
City Council's efforts to keep the sworn members of the department at the 70% of the market
has had a positive effect on stopping sworn employees from leaving our department to go to
other law enforcement agencies. The recent freeze on market adjustments and salary step
increases will need to be re-evaluated in comparison to surrounding comm unities, so we do not
again lose emp lo yees due to sa lary and benefit reasons. The department continues to research
and evaluate strategies to provide police services at a reasonable cost.
o There is a common misperception that a police department's staffing level is a primarily based
on a community 's population. This is an incorrect perception; other factors have a greater
influence on staffing besides the population of a community .
The Citizen 's Budget Oversight Committee mentioned numerous methods for reducing the City 's budget,
and recognized the Police Department efforts at regionalizing certain services. Since 2005 , the
department has proactively sought to consolidate services wi th our law enforcement partners; find
innovative ways to enhance our services to citizens using existing resources; and has sought opportunities
to use technology to reduce duplication of information and effort in a cost-effective manner.
USE OF INTERGOVERNMENTAL AGREEMENTS (IGA)
The Police Department has twenty-four current intergovernmental agreements that help us save the
taxpayer dollars and enhance services. I have highlighted specific agreements for your review and have
attached a document listing all intergovernmental agreements. A TT A CHMENT 1
Staff Report: Citizen Budget Oversight Committee
March 24, 2010
Page 2
Forensic Crime Lab Services-the department contracts with the City of Lakewood to provide crime
scene processing and crime lab analysis . Prior to this agreement, the department had two detectives
assigned to our Crime Lab. The department gave up one detective position in 2006 to fund this rGA and
returned the second position to the Investigations Bureau. This IGA saves the City approximately
$32,664 annually.
E-911Authority -the department receives funding from the E-911 Authority for communication
technology equipment and training for dispatch personnel. In addition, Phase r and Phase II of the Early
Warning Sirens was funded using these funds .
Lakewood Wheat Ridge Joint Emergency Operations Center -the department shares a state-of-the-
art Emergency Operations Center with the City of Lakewood. This combined center allows both
communities to share equipment and personnel resources in the event of an emergency. The total cost of
the center was $340,000; our share of the total cost was $61,000.
West Metro Fire Department/Lakewood Police Department Radio System -by sharing existing radio
frequencies with the West Metro Fire Department, the City has a twenty-five year agreement for a shared
police/fire radio system, saving the City millions of dollars in radio infrastructure costs, software and
hardware upgrades and radio repair.
Victim Outreach Information (VOl) -by state statute, the department is required to provide certain
services to victims of crime. Victim Outreach Infonnation provides these services for victims of crimes
for the City of Wheat Ridge as mandated by statute. Our costs for these contract services are
approximately $40,000 per year, significantly less than hiring an employee and paying salary and
benefits.
OUTSOURCING
I have listed several of the services the department currently outsources .
Major Crime Scene Forensic Processing -as mentioned previously, the department has an IGA with
the Lakewood Police Department to provide crime scene processing and analysis.
Radio System Repair -through the exis\'ing Radio System IGA, all portable and mobile radio repair is
done by radio technicians from the Lakewood Police Department.
Regional Police Academy Training -the department does not have the capacity to train and POST
certify officers. We rely upon the Jefferson County Sheriffs Office and the Lakewood Police
Department to train our new police recruits.
Crime Scene and Hospital Secnrity -the department has a contract with a security company to provide
security at major crime scenes. In addition, the contract provides security to guard prisoners who have
been arrested for felony crimes and have to be admitted to the hospital before being jailed. These
prisoners must pose a significant risk of danger to the community. Without this contract service, the
department would have to pay overtime for officers to provide these security responsibilities.
STAFF REDUCTIONS
Like the rest of the City, the Police Department experienced a downsizing of personnel, primarily through
the freezing of positions. In 2004, the citizens of Wheat Ridge approved a one-cent sales tax increase to
fund the addition of 10 police officer positions bringing the department's current authorized strength to 72
sworn officers and 30 non-sworn positions .
Between the years of2001 and 2010 to date, the department has rarely reached its authorized strength due
to a number of factors. These factors include, but are not limited to, alternative duty assignments , FMLA
requirements, and staff turnover. In addition, police salaries and benefits were not competitive with
surrounding agencies until 2005, resulting in police officers leaving to work for other law enforcement
agencies whose salaries and benefits were more competitive.
When considering staffing, there are two numbers to consider. The first is authorized strength or the
number of actual budgeted positions. The second number is actual strength or the number of positions
Staff Report: Citizen Budget Oversight Committee
March 24, 2010
Page 3
filled within the department as opposed to its authorized strength. In 2006, City Council authori zed the
police department 3 police officers, one Emergency Services Specialist and one Community Services
Officer "over-hire position." These positions were deemed necessary to help reduce the impact of
attrition on the organization that would result in less interruption of police service delivery . At thi s time,
the department has a .5 FfE position in the Communications Center.
During the years 2003 and 2004, the police department cut services to the community in response to
budgetary concerns. As a result, the department imp lemented a "Base Service Model" of providing
police services. This was a reactionary style of p olicing versus proactive policing. The Selective
Education and Enforcement Unit was eliminated in 2003, which resulted in the department not being able
to offer crime prevention programs, the school resource officer programs as well as citizen education
programs . Traffic enforcement programs were essentially eliminated.
In December 2004, the Police Department was authorized 64 sworn positions but our actual strength at
that time was only 54. In 2004, citizens approved a one percent sales tax increase. Fifty percent of this
funding was specifically identified to fund 10 police officer positions. As a result, the department was
down 18 police officer positions.
With this new funding the police department began moving away from the "Base Services Model" to a
more proactive fonn of "Community Policing," which emphasis collaboration with law-abiding citizens
to address issues associated with crime and quality of life. In 2005, the school resource program was
re instated and for the past two years, the program has been staffed at authorized strength . The Crime
Prevention Unit became a reality in 2006; however, the program is remains short one position to attain its
authorized strength. In 2006, the department began staffing the traffic Team . In 2009, the Traffic Team 's
functional focus was changed to include responding to emerging crime trends. The team is now known as
the Crime and Traffic Team (CA TT).
In 2004, the part-time pawn clerk position :Was eliminated . The department has not filled the pawn clerk
position, and several employees now share the position responsibilities . The department has gone through
several reorganizations in the past 10 years in an effort to improve efficiencies and overall effectiveness.
In 2005, the Deputy Chief position was eliminated , leaving three police commanders overseeing three
bureaus. In 2007, the department consolidated from three bureaus to two divisions, Patrol and Support
Services . The department converted a police officer position (salary and benefits) to create two
Telephone Reporting Unit positions.
In 2009, the Police Department froze a Police lnvestigations Technician position. Freezing this position
has adverse ly affected the workloads of the remaining three clerical positions who now have had to share
this workload, as well as detectives who now have to do the majority of clerical work on case filings and
transcriptions of interviews. To remain efficient, this position must be filled soon.
eAPIT AL OUTLAY
The department has delayed several major capital outlay projects. As mentioned previously, the
department needs to purchase an HV AC system for the off site property/evidence storage facility. In
addition, a mobile shelving system for this building needs to be purchased soon , at a projected cost of
$34,500 .
Since 200 I , there has been an increasing concern and documented acts of criminal activity in the Police
Department parking lot. Besides parking police vehicles, the primary ingress and egress point for
unifonned officers with prisoners and employees coming to or leaving work are the two doors on the
eastside of the building. A security fence , with gates would provide for a safer and more secure
environment, and would help deter potential acts of crime or terror. The cost for this fence was estimated
at $120,000.
Staff Report: Citizen Budget Oversight Committee
March 24, 20 I 0
Page 4
The department has also used seizure funds and grants to purchase much needed equipment,
softwarelhardware and upgrades to existing meeting rooms.
In 2008 and 2009, the department did an analysis of our existing vehicle fleet including all marked and
unmarked vehicles. The department reduced its overall fleet by three unmarked vehicles .
USE OF GRANTS
Without a grant writer, the department is challenged in researching, analyzing, preparing and competing
for grants . However, the department does take advantage of certain grant opportunities:
Department of J u stice (DOJ) Ballistic Vest Rep lacemeut Grant -the Department of Justice offers a
ballistic vest replacement grant. This grant program pays one-half of the cost for ballistic vests . In 2009,
we received $2,271 for grant purchase and replacement.
DOJ Edward Byrne J u stice Assista n ce Grant -the department received two Justice Assistance Grants
(JAG) in 2009. The first JAG was tied to the American Recovery and Reinvestment Act of 2009 for
$97,720. The second JAG grant was for $23,786. The funding from these grants has been used to
purchase equipment and software, as well as personnel and operating costs for the East Wheat Ridge
Community Policing Project. Because of Presidential and Congressional budgeting priorities, funding for
this grant is subject to dramatic increases (2009) and decreases .
Urban Area Security Initiative Grant -the department is part of the Denver Urban Area Security
Initiative . In 2003, the department received a grant for 1.6 million dollars to purchase mobile and
portable radios, and dispatch radio consoles for the Police Department and Wheat Ridge Fire Protection
District. The department has also received funding to purchase personal protection equipment for all
sworn members of the department and training related to emergency management.
LEAP Grant -the department recently received a notification from the Department of Energy of a grant
award to develop an emergency management plan that ensures the continuation of energy in case of an
emergency.
CONCLUSION
The primary service of government is a responsibility to provide quality public safety services. As an
organization, the department's leadership team is ever-cognizant that improving the quality of life for our
community is a collaborative effort involving every facet of City government and the citizens we serve.
Because there are competing community needs and limited fiscal resources from which municipal
services are derived, the Police Department strives to analyze, prioritize and evaluate the delivery of
services in a manner that best achieves our mission. The development of a three-year Strategic Plan,
annual department goals and budgetary goals guide the department's service delivery .
Reverting to a "Base Service Model" of service delivery will have a tremendously negative affect on the
policing services provided to our citizens and visitors to our community. The deterrence and prevention
of crime, as well as on-going collaborative efforts to engage law-abiding citizens in addressing issues
related to crime, traffic and quality of life issues is critical to achieving the ultimate goal of a society free
of crime . Further budgetary reductions will significantly affect program delivery and community safety.
Nonetheless, the department's leadership team is committed in exploring different ideas and models of
policing which ensure the best use of taxpayer dollars. Please let me know if you have any further
questions .
DB
Attachment
cc : Department Budget File
Local Law Enforcement Agency Survey
Your Police Department's budget comprises what percentage of your City 's General Fund Budget?
Out of 16 - ---, ------------
Agency Percentage of Comments
Total City
General Fund
Arvada PO 18 % PO 's budget includes Animal Control , but does not include Code Enforcement. The
Gen Fund does not include the FD .
Broomfield PO 23% PO budget does not include Code Enforcement, but does include Animal Control.
Have an IGA with NMTF and receive funding for 1 FT Tech (assigned to the TF).
Commerce City Gen Fund does not include the FD. Includes Animal Control & Code Enforcement.
Rely on grants funding one Victim Ad vocate and 4 officers.
Den v er PO 20%
Edgewater PO 35 % Rely on Court surcharge fund for some equipment , payment to TMAC and JAC 25 %
of Court fines go to the surcharge fund . The General Fund includes the FD . The PO
Budget includes Animal Control and Code Enforcement , but not Court.
Englewood PO 26% Includes FD and Code Enforcement. No other revenue sources.
Golden PO 34.9 %
Greenwood Village PO 30 % No other revenue sources . Gen Fund does not include FD . PO budget includes
Animal Control.
Lakewood PO 43% Does not include FD , but do ~s include Animal Control and Code Enforcement.
Re v enue sources : $100 ,000 /yr in NPOI, Seizure funds , Victim Servi c e surcharges ,
grants, fingerprinting , sex offender registration
Littleton PO 22 .5% Includes Animal Control ; Does not include Code Enforcement. The City's Gen Fund
includes the FD , but that cost is 2/3 c o v ered from Fire partners, Littleton FD Dist and
Highlands Ran c h Dist
Th o rnton PO 27 .75 %
Westminster PO 21 .6 % Total General Fund includes the Fire Department. PO & FD budgets in c lude funding
from the Public Safety Ta x put in place in 01 /04 for positions. PO 's budget includes
Code Enforcement, Animal Control , and Graffiti Eradication & Enforcement. Re v enue
includes Extra Duty, Training Program (hosts training and charges registration fees ),
and grants funding 2 officers , OT , and equipment.
AVERAGE 27.43% --
[ Wheat Ridge 36% [ Includes Animal Control & Code Enforcement
4 /28 /1 0
ATTACHMENT 3
1
REVENUE CONSIDERATIONS REVENUE CONSIDERATIONS
for Law Enforcement Servicesfor Law Enforcement Services
PROBLEMPROBLEM
Economic downturn
Growing imbalance between revenues & expenditures
Police Department budget relies on sales tax
PD Budget is 36% of the City General Fund budget
Unavailable funding for necessary police
technology
•Radio System
•Computer Aided Dispatch / Records Management System
Competitive salary/benefit market for police officers
WHY LOOK AT OTHER WHY LOOK AT OTHER
REVENUE SOURCES?REVENUE SOURCES?
Public safety is the #1 priority of every governmental
entity
Our challenge is to maintain “exceptional service”
Traditional revenue streams are not sufficient to meet
raising expenditures in public sector
A fee or property tax increase is transparent to citizens
•They know that every dollar supports local law enforcement
services
CURRENT FEESCURRENT FEES
Fingerprints
Pawn Transactions
Sex offender registration
Record fees for reports, address/record checks,
recordings, photos, etc.
Administrative citation fines
EXAMPLESEXAMPLES
Of Other Types of FeesOf Other Types of Fees
Winter Haven, Florida
•Traffic accident response fee
Garden Grove, California
•Public safety service fee for police
response to large gatherings
Wilmington, Delaware
•Vacant property registration fee
Impact fees for new developments
UTILITY FEESUTILITY FEES
Could create a rate structure in which
businesses with a disproportionate share
of police service calls are assessed a
higher fee
A utility fee could be based on usage
(# of police service calls)and the impact
on law enforcement resources
2
PROPERTY TAXPROPERTY TAX
Property tax is less volatile than sales tax
Property tax is based on assessed value of
property
PROPOSED PROPOSED
ALTERNATIVESALTERNATIVES
OPTION ONE – FLAT RATE
Town of Mountain View
One fee assessed to residences and
businesses
Fee does not distinguish high call
frequency locations
$44.55 per month ($534.60 per year)
PROPOSED PROPOSED
ALTERNATIVESALTERNATIVES
OPTION TWO – LIMITED CLASSIFIED RATE
Based on business licensing
Simplified and limited number of business
classifications
Rates based on frequency of calls for service,
public safety or traffic impacts, size of
business, etc.
PROPOSED PROPOSED
ALTERNATIVESALTERNATIVES
OPTION THREE – FULL CLASSIFIED RATE
More detailed and could include all 45
business license classifications
Research and analysis required to determine
fees
Would require an FTE position for research
and operating system
PROPOSED PROPOSED
ALTERNATIVESALTERNATIVES
OPTION FOUR - PROPERTY MILL LEVY
INCREASE
Lowest property tax rate in the Denver
Metro Area
1.806 = $766,000 annually
To cover PD budget would require the mill
levy be multiplied by a factor of 11
COUNCIL COUNCIL
CONSIDERATIONSCONSIDERATIONS
HOW TO BROADEN THE BUDGETARY BASE
FOR POLICING SERVICES
There are institutions that do not traditionally pay taxes (hospitals,
churches, etc.)
Businesses that use more law enforcement services could pay a
higher fee (supercenters, grocery stores, etc.)
Regional employers with a higher number of employees could pay
a higher fee based on public safety or traffic impacts
A property tax increase for public safety services could provide
stability for policing services.
A variety of models to consider
3
IDENTIFYING IDENTIFYING
MEASURESMEASURES
What model or models to use
What is the amount of revenue to
be generated for police services
Measures based on calls for
service, traffic impacts, other
services, etc.
QUESTIONSQUESTIONS
• • City or ~ Wheat RL..dgc ~PUBLIC WORKS
Memorandum
TO: Randy Young, City Manager
FROM: rim Paranto, Director or Puhlic Works
DATE: January I I , 20 I 0
SUBJECT: SlOrmwater Utility
As you will recall, the City Council pa~~ed an ordinance creating a Storm water Utility on !irs t
reading in November. 2004 . Aller additional con s ideration , the Council decided thut a utilit y
was not appropriate at that time . As this City Council explores new revenue s ources to linance
the many services provided to Wheat Ridge residents, I recommend that the creation of a
Stormwater Utility be re·considered. A Stormwatcr Utility Fund could !inanee the Stormwatcr
Management Prog ram, pay for storm sewer and drainageway maintenance and facilitate
improvements to the City 's storm drainage s ystem .
What is a stormwatel' utility'!
A storm water utility is public enterprise established to operate and maintain a ~torm drainage
system for a community. A stormwrlter utility can charge fee s based upon the benefit of the
drainage system to City residents and businesses.
Whllt lire the benefits of II stormwater utility?
A storm water utility can be used to augment the ever-decreasing City revenues. The City
COllncil would establish user fees based lIpon the benefit of the storm water system to its lIscrs. It
is common to determine that property owners are bene!ited in proportion to the size of their lot
and charging a mo n t h ly fee based upon the impervious area of a property. Fees collected can be
used to pay for maintenance of the drainage system, operation of the mandated Storm water
Management Program or for construct ion of storm water system improvements.
What cities have s t o r mwllter ut ilit ies?
Twenty-three (23) cities in Co lorado have storm water utilities in place. Monthly fees range from
$1.50 to $14 .26 for s in g le family residential propert ies , w ith the average fee of $4.83 per month .
W h ll t arc stormwat c r u t ili ty fees typi cally used for?
Most cities established stormwater utilities to !inance the administration of Stonnwater
Management Programs required by the State of Colorado and the Federal government.
Many cities also use the utilities to pay for all or a portion of on-going drainage system
maintenance, street sweeping and storm drainage improvements.
ATTACHMENT 1
Ilow arc stormscwcr utility fecs collcctcd?
The C it y would bill monthly fee s to all C ity properties. An in -ho use billing sys tem cou ld be
established and operated by C ity Staffor the billing could be out-sourced . Billing cou ld also be
contracted with another utility , s uch as a water or sa nitation district.
How much would monthly stormwatcr utility fccs likely bc'?
It is estimated that commercial (retail) business owners would pay over 55% of the sLUrmwater
utility fees , with residential property owners contributing approximately 42% of the funding. If
the utility fee s were established to finance the Stormwater Management Program and current
drainage system maintenance, single family properties would be billed approximately $2.70 pCI'
month. A typical fuel station would be billed approximately $19 per month and the First Bank
property on Wadsworth Boulevard would pay approximately $95 per month.
Conclusion:
A s tormwater utility could provide substantial revenue to the City for maintenance and
improvement of the City'S storm drainage system. Users in the City would s upport a stonnwater
utility in proportion to their stonnwater contribution to the drainage system. It should be
rccogni ze d that bu s inesses in Wheat Ridge would pay tees similar to those paid by businesses in
neighboring cities.
CII) of .Q' W heat I~g('
Yi>Ullllt WOIlK' '--'
Memorandum
TO: Randy Young, C ity Manager
FROM: Tim Paranto , Director of Public Works
DATE: January 4, 20 I 0
SUBJECT: Street Utility
As the City Coun c il exp lore s new revenue sources to financc the many services provided to
Wheat Ridge residents, a relatively new opti on to consider is the estab li shment of a Street
Utility. A Street Utility Fund could be used to finance maintenance and improvements to the
Ci ty's street syste m .
What is a street utility?
A s treet utility is a public ente rpri se cstablished to provide, or assist in providing, a street systcm
to a community. A s tre e t utility can cha rge fees based upon th e benefit of th e street system to
Ci ty re s ident s and businesses.
What are the benefits of a street utility?
A s tr eet utilit y can be use d to augment the ever-decrcasing C it y revenu es. The C it y Co uncil
would establish use r fee s ba se d upon the benefit of th e street sys tem to it s use rs. It is common to
determine henefit by establishing th e vehicular trips to/from a property and c harging a monthl y
fee ba sed upon the trips assigned to a property . Fees collected can he used to pay for
maintenance of the s treet sys tem or for construction of s treet system improve ments .
What cities have street utilities?
The only city with a s treet utility in Colorado is Loveland. The heaviest usc of strect utilitie s is
in Oregon, where eight ee n (18) communities are supp lem enting transportation revenues with
utility fees . Austin , Texas also has a street utility in place.
What are s treet utility fees typically used for'!
Most cities with street utilities are collecting fees to pay for all or a portion of on-going
maintenance and preventive maintenance program s. The fces are used to financ e pave me nt
repairs, pavement resurfacing, curb and g utte r rep la ce ment , s treet li g htin g, street signs, traffic
s ignal s and pave ment stripin g.
ATTACHMENT 3
I10w are street utility fees collected?
The City would bill monthly fees to all City properties. An in-house billing system could be
estab lished and operated by C ity Staff or the billing could be out-sourced. Billing could be
contracted with another utility, such as a water or sanitation district.
How much would monthly street utility fees likely be'?
It is estimated that commercial (retail) business owners would pay over 50% of th e s treet utility
fees, with residential property owners contributing approximately 33% of the funding. If the
utility fees were established to provide approximately $1,000,000 per year in revenue, single
family properties would be billed approximately $2.00 per month. A typical grocery
supermarket would be billed approximately $1,500 and a typical fast food restaurant would pay
approximately $400 per month. .
Conclusion:
A street utility could prov ide substantial revenue to the City for maintenance and improvement
of the street system. As with all utilities, users in the City would support a street utility in
proportion to their use of, or dependence on , the streets . It should be recognized that businesses
in Wheat Ridge would have an additional expense that simi lar businesses in neighboring cities
do not have at this time.
~1\lll
I , ,
I I( ell
\\ lllt .....
I( II )t <
Memo " dunl
1'0: Rand y Young, City Manag~
F1WM: rim Paranto, Director of Publi~ Works
DATE: March 19,2010
SUBJECT: ('rash Collection in Wheal Ridge
BACKGROUND
rhere is interest among the City Council and Mayor in rran~hising trash service in Wheat Rid ge
10 one or morc trash haulers, Slarf has researched eXisting trash collection pracllces in the
Denver Melropolitan area. as well as the benefils or City involvement In solid waste collecllon .
What cities provide trash collection service"
Wheal Ridge is among the majority orColoradn JUrisdictions Ihal do not regulate trash
colleclion, Fronl Rangc cilies Ihat providc residential trash collection service include,
City City Sel."icc
Commerce Cily
Denver X
Greenwood Village
Lafayette
Lone Tree
Longmonl X
Louisville
Loveland
Northglenn X
Thornton X
I
C onlrncted Service
x
X
X
X
X
X
Financed
General Fund
General Fund
General Fund
User Fee
General Fund
General Fund
User Fee
User Fee
General fund
User Fce
Public jurisdictions typically do not provide trash collection for com m ercial, industrial and
multi-family propel1ies, No trash collection franchises were identified in Co lorado,
What are the benefits of municipal trash service?
Wheal Ridge re s idents currently choose from over five private companies for thcir trash
co ll ec tion serv ic e, Limiting trash service to one provider for Ihe City, or one provider j(lr each
specltically defined areas of the City, would result in the rollowlllg benefits:
Trash colleclion on on ly one day in each neighborhood ATTACHMENT 4 •
• rra s h c ontainers would be visible :lllhe c ur" unl y one da~ each wcck
Trash Co lle ction Memo
March 29, 2010
Page 2
• Fewer large tntcks in the neighborhood s would provide a sater environment for
pedestrians and other vehicles
• Fewer trucks in the neighborhoods would re sult in le ss air pollution
• Fewer tntcks in the neighborhoods would reduce noise
• Limiting the number of large trucks wi ll reduc e the street maintenance required
• The cost of trash collection would be reduced
Some cities have instituted (or are considering) municipal trash collection to provide and
enco urage curbside recycling. Louisville and Lafayette have recently created solid waste utilities
as a means to require recycling. Fort Collins is also considering municipal trash collection to
encourage recycling.
What docs municipal trash service cost?
The C ity can provide trash collection directly with new staff and equipment or by contracting
with one or more vendors. The cost of providing re sidential trash service is estimated to be:
Ex isting private collection
C ity operated trash collection
City contracted service
City franchised service (no franchise fee)
What does curbside recycling cost? ,
$16 -20 per month
$13 -17 per month
$9 -II per month
$11 -I 3 per month
All private trash collection companies offer curbside recycling. The material collected and the
required so rting of recyclables varies from company to company.
Private collection
City contracted service
$4 -II per month
$1 -4 per month
How does the City establish a municipal trash collection program?
The City Council can create a trash co llection utility by ordinancc or can propose franchising the
service. Whether a utility or franchise is implemented , the City can then contract with vendors
for service, establish specifications and regulations for trucks and resident trash containers,
control hours of operation and regulate rates for service. The City Council could also encourage
or require curbside recycling.
What are the differences between a solid waste utility and a trash collection franchise?
A utility can be created by City Council through an ordinance, while a franchise must be
approved by a vote of the citizens . A trash collection utility would be managed by the C ity. The
City would bill and collect fees and all fees would be used to operate the utility . A franchise
agreement would be negotiated with a vendor or vendors for the exclusive right to provide
service to City residents. The vendor would operate the trash collection service as outlined in the
Trash Co llection Memo
March 29. 20 I 0
I'age 3
franchise agreement and co llect c harges directly from re s idents. A franchise fee could be
charged, which could be used to fund general gove rnment activities.
How can the City improve existing trash collection without creating a utility or establishing
a franchise'?
The City has the ability to regulate trash haulers within the City by ordinance. Requiring
licensing of trucks used for trash collection would allow establishment of equipment
specifications to limit noise , engine emissions, leakage and overloading.
SUMMAKY:
The residents of Wheat Ridge would bencfit from c reation of a trash collection utility or
establishing a franchi se for trash collection se rvice s. Monthly rates would be reduc ed 2 0-40 %
with contract service, depending on services provided and whether franchise fees arc co llected .
Neighborhoods would be safer, more aesthetically pleasing, experience le ss noise, have cleaner
air and experience less pavement damage. Residents would. however, lose their ability to choose
their hauler. Through a trash collection utility , the C ity could also encourage curbside recycling .
Itp
AlTACIIMENTS:
I. Resolution from 1999
2. Proposed Resolution
Common Stormwater Utility
Activities Financed
Storm water Management Program
Storm sewer cleaning and maintenance
Drainageway maintenance
Street sweeping
Storm drainage projects
Stormwater Activities
Currently Financed (per year)
Storrnwater Management Program $IOOK
Storm sewer cleaning $60K
Drainageway maintenance $40K
Street sweeping $IOOK
Total $300,000
Stormwater Utility
Proposed Yearly Activities
Stomlwatcr Management Program
Storm se wer cleaning
Drainagcway maintenance
Street sweeping
Purchase equipment
Billing
Storm drainage projects
Total $660K + CIP
$150K
SI20K
S50K
SIOOK
$200K
$40K
$???
?
Stormwater Utility
Residential Fees
MONTHLY FEE TOTAL UTILITY! YR
$2 .70 $660K (base program)
$4 .25 $660K + $500K CIP
$5.80 $660K + $I.OM CIP
$7.30 $660K + $1.5M CIP
$8.85 $660K + $2.0M CIP
Ave. Colorado fee -$4.83
Property Tax in Lieu of
Stormwater Utility
MILL LEVY FUNDING! YR
INCREASE
1.54 $660K (base program)
2 .70 $660K + $500K CIP
3.87 $660K + $1.0M CIP
5.03 $660K + $1.5M CIP I
6.20 $660K + $2.0M CIP
Discussion
3
Street Utility
Loveland is the only city in Colorado with a
street utility
18 communities in Oregon have street
utilities
Fees are calculated based upon traffic
generated
Residential properties fund 32% of utility
Common Street Utility
Activities Financed
Routine stTect maintenance
Street preventive maintenance projects
Street improvements
Primary Street Activities
Currently Financed (per year)
Pavement patching S60K
Gravel road and shoulder repair $40K
Snow removal S300K
Street swee ping $100K
Signs , signaJ s and striping $200K
Strcct lighting $650K
Preventive maintenance program $1 ,250K
Street improvements 0
Total $2,600,000 + CIP
4
Yearly City Revenues
Dedicated To Transportation
County Road & Bridge Funds
Highway Users Tax
Motor Vehicle Registration
Total $1,535,000
Yearly Street Utility
Proposed Activities
$485K
$940K
$IIOK
Preventive maintenance program $2.0M
Purchase equipment $300K
Billing $40K
Street improvements $????
Total $2,340,000 + Street improvements
Street Utility
Residential Fees
I
MONTHLY FEE TOTAL UTILlTY/YR
$1.80 $1.0M CIP
$3.60 $2.0M CIP
$5.40 $3.0M CIP
$7.20 $4.0M CIP
$9.00 $5.0M CIP
5
Property Tax in Lieu of
Street Utility
MILL LEVY FUNDING/YR
INCREASE
2.33 $1.0M CIP
4.66 $2.0M CIP
6.99 nOM CIP
9.32 $4.0M CIP
11.65 $5.0M CIP
Discussion
Residential Trash Collection in
Wheat Ridge
Existing practice
• Alternative collection methods
• Benefits and detriments of alternatives
• Cost savings of alternatives
Trash Collection
General Information
67% of all cities in the country are
responsible for residential trash collection
41 % of Colorado cities are providing
residential trash collection
Many cities finance trash collection from
general taxation , while other cities operate
public utilities or franchise for the service
Trash Collection
General Information con't
Many cities are entering the trash collection
arena to promote recycling
Municipalities do not provide service to
commercial, industrial and multi-family
One trash truck has the impact of 1,300 cars
on a street or road
Trash Collection in Wheat Ridge
Existing Practice
Private collection throughout the City
Collection on mUltiple days
Residents have choice of 5+ trash hauler
All haulers offer recycling
7
Trash Collection in Wheat Ridge
Alternatives
City provide trash service directly
City arrange for trash service by contract
City enter franchise agreements for service
City regulate trash collection services
City encourage or require recycling
City remain uninvolved with trash collection
City-provided Trash Collection
General Benefits
One trash truck on each street each week
Trash at the curb only one day each week
Reduction of street maintenance by $80-
lOOk per year
Less air pollution and noi se
Safer neighborhoods
Opportunity to provide city-wide recycling
City Trash Collection
Options
City Utility-City-operated collection
City Utility-Contract for collection
Franchise collection services
8
City Operate Trash Collection
Directly
City has full control of service
Trash collected on one day in each
neighborhood
Minimize impact on streets
Insure trucks are not overloaded
Purchase of equipment and operating
facilities required
City Provide Trash Collection
Directly con't
Additional staff required
Development of a billing system required
City Provide Trash Collection
By Contract
City has limited control of service
Trash collected on one day in each
neighborhood
Minimize impact on streets
Service by one or more contractors
No equipment costs
9
City Provide Trash Collection
By Contract con't
Develop a billing process
Staff required for billing and management
City could negotiate a fee from vendor
City Provide Trash Collection
By Franchise
City has limited control of service
Trash collected on one day in each
neighborhood
Minimize impact on streets
Service by one or more franchises
No equipment or fee collection costs
City collects a franchise fee from vendor
City Provide Trash Collection
By Franchise con't
Staff required to administer franchise and
field questions! complaints from residents
City collects a franchise fee from vendor
Re-cycling offered , but residents not
required to participate
10
City Regulate Private Trash
Collection
City required licensing of collectors
Trash trucks required to minimize noise
Trash trucks required to meet engine
emission standards
Trash trucks required to bave two rear axles
to help control wheel loads and street
damage
City Regulate Trash Collection
continued
Trash trucks required to maintain a clean
new-like appearance
Require yearly truck inspections
Standardize trash containers
Require haulers to offer optional curb-side
recycling
Cost of Trash Collection
Existing private collection $17-201 mo
Existing private wi recycle $21-291 mo
City direct service $13-171 mo
City direct service wi recycle $19-241 mo
City contract service $9-1 I I mo
City contract service wi recycle $13-151 mo
City franchise service $1 1-131 mo
City franchise service wlrecycle $15-181 mo
1 I
On AugUst 4 , 2008, after an extensive public information program, Council directed staff to draft an
ordinance submitting a ballot question to the voters of the City to issue general obligation bonds in
the maximum amount of $9,255,000 with a repayment cost of up to $19,000,000 and increasing
taxes up to $760,000 annually for the purpose of financing neighborhood flood control and storm
drainage improvements. A temporary increase in the City's property tax mill levy of approximately
1.5 mills will be required as revenue to repay the bonds. The estimated tax impact to Wheat Ridge
property owners from this mill levy increase will be approximately $30 per year for a home valued
at $250,000.
COMMISSIONfBOARD RECOMMENDATION:
The Mayor commissioned the Drainage, Infrastructure, Roads and Trails (D.I.R T.) Task Force in
January 2007, which was charged with providing an independent prioritization of the City's unfunded
infrastructure projects. After a four-month analysis process, the Task Force presented their top ten
priority recommendation to City Council. The 38 th Avenue reconstruction and sueetscaping and the
recreation center expansion were among the Task Force's top five priority recommendations. The
neighborhood flood control and storm drainage improvements had already been identified as a priority
by City Council.
STATEMENT OF THE ISSUES:
A public information program was implemented to educate residents and to obtain citizen input
about the proposed bonding projects and charter change. The following public outreach activities
have taken place or are scheduled for the near-term :
• A Key Influencer Letter was distributed to over 300 local residents and business owners in
April. The letter signed by the Mayor and City Council included backup materials related to
the findings of the D.I.RT. Task Force and project information and maps related to the
proposed infrastructure projects.
\ ...
• A Community Imp'ro~~me~ts {,Ianning Update brochure was m~ied~oa\llikely voters :
(9,577 households) in the coinrl(Wlity during the second week of May. The bkehilte \' ,:
contained information about the proposed projects and provided voters with information on
how to provide their input.
• A second Community Improvements Planning Update brochure was mailed to alllikely
voters (9,577 households) in the community during the third week of May. The brochure
again included information about the proposed projects and in addition, information
concerning the proposed charter change in reference to height and density.
• On June 5th, a Recreation Center Expansion Open Honse was held to provide residents
the opportunity to view proposed expansion plans for the Wheat Ridge Recreation Center
and to ask questions of and provide input to staff and the architects of Barker Rinker Seacat
Architecture.
• A Public Opinion Survey was mailed to 9,577 households in Wheat Ridge at the end of
May. The survey asked questions of residents concerning their understanding of and level of
support for the four proposed infrastructure projects and the proposed charter change related
to height and density. 1,755 surveys were completed and returned.
• A Phone PoD was conducted between July 13 th and July 15 th -404 residents were contacted
by phone to detennine their level of support for the proposed infrastructure projects and
charter change.
• Open Houses will be held in August and/or September (Town Hall Open House) to provide
residents with infonnation about the ballot questions.
ALTERNATIVES CONSIDERED:
City Council could choose to delay or not proceed with putting this issue on the ballot.
FINANCIAL IMPACT:
The cost of the coordinated election with Jefferson County will be approximately $13,000.
RECOMMENDED MOTION:
"I move to approve Council Bill No. 16-2008, An Ordinance Submitting a Ballot Question to the Voters
of the City Concerning General Obligation Bonds for the Purpose of Financing Neighborhood Flood
Control and Storm Drainage Improvements, on first reading, order it published, public hearing set for
Monday, August 25, 2008 at 7:00 p.m. in the City Council Chambers, and that it take effect
immediately upon adoption at second reading."
or,
"I move to postpone indefinitely Council Bill No. 16-2008 for the following reason(s)
"
Report Prepared by: Patrick Goff, Deputy City Manager
Reviewed by: Randy Young, City Manager
Attachments:
1. Council Bill No . 16-2008
CITY OF WHEAT RIDGE, COLORADO
INTRODUCED BY COUNCIL MEMBER __ _
Council Bill No. 16-2008
Ordinance No .
Series of 2008
TITLE: AN ORDINANCE SUBMITTING A BALLOT ISSUE TO THE
VOTERS OF THE CITY AT THE NOVEMBER 4, 2008
SPECIAL ELECTION, CONCERNING THE AUTHORIZATION
OF GENERAL OBLIGATION BONDS TO FINANCE
NEIGHBORHOOD FLOOD CONTROL AND STORM
DRAINAGE IMPROVEMENTS
WHEREAS, the City Council ("Council") of the City of Wheat Ridge, Colorado
("City") has the authority to refer ballot issues to the electorate; and
WHEREAS, the Council wishes to refer a ballot issue concerning the issuance of
general obligation bonds for the purpose of financing certain drainage and flood control
improvements; and
WHEREAS, the Council wishes to set the title for the same .
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF WHEAT RIDGE, COLORADO :
Section 1. Ballot issue referred.
i
The following ballot issue is hereby referred to the electorate of the City at
the November 4, 2008 election:
SHALL THE CITY OF WHEAT RIDGE DEBT BE INCREASED
$9,255,000, WITH A REPAYMENT COST OF UP TO $19,000 ,000 AND
SHALL CITY TAXES BE INCREASED UP TO $760,000 ANNUALLY FOR
PURPOSE OF FINANCING
• NEIGHBORHOOD FLOOD CONTROL AND STORM DRAINAGE
IMPROVEMENTS
BY THE ISSUANCE AND PAYMENT OF GENERAL OBLIGATION
BONDS, WHICH BONDS SHALL MATURE, BE SUBJECT TO
REDEMPTION, WITH OR WITHOUT PREMIUM, AND BE ISSUED ,
DATED AND SOLD AT SUCH TIME OR TIMES, AT SUCH PRICES (AT,
ABOVE OR BELOW PAR) AND IN SUCH MANNER AND CONTAINING
SUCH TERMS, NOT INCONSISTENT HEREWITH, AS THE CITY
COUNCIL MAY DETERMINE; SHALL AD VALOREM PROPERTY
TAXES BE LEVIED IN ANY YEAR, WITHOUT LIMITATION .as....rO RATE
AND IN AN AMOUNT SUFFICIENT TO PAY THE PRINCIPAL OF,
ATTACHMENT 1
Yes :
PREMIUM, IF ANY , AND INTEREST ON SUCH BONDS ; AND SHALL
ANY EARNINGS FROM THE INVESTMENT OF THE PROCEEDS OF
SUCH TAXES AND BONDS (REGARDLESS OF THE AMOUNT)
CONSTITUTE A VOTER APPROVED REVENUE CHANGE, AND AN
EXCEPTION TO THE REVENUE AND SPENDING LIMITS OF ARTICLE
X, SECTION 20 OF THE COLORADO CONSTITUTION?
No : --------
Section 2. Ballot Title Set. The ballot title for the election is hereby set as
follows: the text of the ballot issue referred in Section 1 of this Ordinance.
Section 3. Challenges to ballot title and content. For purposes of CRS. § 1-
11-203.5 and § 31-10-1308(2), this Ordinance shall serve to set the title and content of
the ballot issue set forth herein. Any petition to contest the form or content of the ballot
title must be filed with the Jefferson County District Court and a copy served on the City
Clerk within five days after the title of the ballot issue is set by the City Council upon
final adoption of this Ordinance on second reading.
Section 4. Safety Clause . The City Council hereby finds, determines, and
declares that this Ordinance is promulgated under the general police power of the City
of Wheat Ridge , that it is promulgated for the health, safety, and welfare of the public
and that this Ordinance is necessary for the preservation of health and safety and for
the protection of public convenience and welfare. The City Council further determines
that the Ordinance bears a rational r elaUon to the proper legislative object sought to be
attained.
Section 5. Effective Date . This Ordinance shall take effect immediately upon
adoption at second reading, as permitted by the Charter.
INTRODUCED, READ, AND ADOPTED on first reading by a vote of to
___ on this 11th day of August, 2008, ordered published in full in a newspaper of
general circulation in the City of Wheat Ridge and Public Hearing and consideration on
final passage set for August 25 , 2008, at 7:00 o'clock p.m., in the Council Chambers,
7500 West 29th Avenue, Wheat Ridge , Colorado.
READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by
a vote of to , this 25th day of August, 2008 .
2
SIGNED by the Mayor on this ___ day of ________ " 2008.
ATTEST:
Michael Snow, City Clerk
First Publication :
Second Publication :
Wheat Ridge Transcript
Effective Date:
Jerry DiTullio, Mayor
Approved As To Form
Gerald E. Dahl, City Attorney
3
, . ,
~.. • ~ City of • f? Wheat RL-dge ~PUBLIC WORKS
Memorandum
TO: Patrick Goff, Deputy City Manager
FROM: Tim Paranto, Director of Public Works
DATE: March 19,2008
SUBJECT: Ballot Question Projects
The City COlmcil is considering possible ballot questions concerning the sale of bonds to fund
capital improvement projects, including storm sewer and street improvements . These projects
were identified by the Mayor's D .I.R.T. Task Force last year as priority infrastructure
improvements.
BALLOT QUESTION #1. LOCAL DRAINAGE PROJECTS
Over $47,000 ,000 in storm water drainage projects were identified in 2007 . These projects
address both regional and localized drainage deficiencies. The regional projects are , generally,
larger and more expensive and may involve other governmental jurisdictions. The local drainage
projects address neighborhood flooding issues. The City Council has chosen to pursue a
program for construction of many of tHe local drainage projects at this time.
The geographic area that is now Wheat Ridge was originally an agricultural region. Proximity to
Denver stimulated housing developments in the unincorporated area. The developments were
designed using rural road standards that typically elevate the roadways and construct ditches
along the roads to carry stormwater to historic drainageways . Homes were built adjacent to the
roads. Many homes were constructed at elevations that were lower than the roads. Much of the
agricultural ground was irrigated with direct diversions of water from Clear Creek using mutual
ditches. These ditches intercepted storm flows throughout their lengths. As new streets were
built, drainage from the streets was directed to the irrigation ditches. As agricultural land was
developed for housing, irrigation ditches were no longer needed and many were not maintained
or were abandoned. Over time the road and irrigation ditches were filled in and the stormwater
began flowing from the roads and across the roads onto adjacent lower properties . Because of
poor planning and loss of marginal drainage facilities, many neighborhoods throughout the City
experience flooding on a yearly basis.
The list of individual projects that comprise the subject "Local Drainage Projects" will decrease
flooding at a number oflocations in the City . The Project consists of building storm sewers to
collect runoff and transport it to natural streams or existing pipelines in the storm water collection
system that have capacity for additional flows. In most cases the new drainage facilities will be
designed to convey flows generated by a 5-year storm event. The frequency and severity of
flooding will be reduced by the new storm sewers . However, flooding will continue to occur
during greater than 5-year storms.
ATTACHMENT 2
PROPOSED LOCAL DRAINAGE PROJECTS
I. Garrison St, 44th Ave to 1-70
2. 41 st Ave, Fenton St to Ames St
3. 26th Ave to 29th Ave, Sheridan Blvd to Fenton St
4 . 35 th Ave, Ames St to Depew St & Depew St to 38th Ave
5. Independence St, 44th Ave to 1-70
6 . 32nd PI, W of Pierce St
7. 32 nd & Flower St
8. 41 st Ave, W of Kipling St
9 . 45 th PI & 46th PI , Field St to Everett St
10. Dudley St, N of 41 st Ave
II. Hot St, S of 44th Ave
12 .44t Ave & Wadsworth Blvd
13. 38th Ave, Wright St to Simms Ct
14 . Dover St, 39th Ave to 44th Ave
15 . 48th Ave, W of Wadsworth Blvd
16. Swiss Society Trailhead
Total
$670,000
490,000
3,560,000
650,000
590 ,000
70 ,000
90,000
40,000
640,000
20,000
110,000
90,000
1,600,000
260,000
240,000
30,000
$9,150,000
In the event that Ballot Question #2 moves to the election and passes, there would be
duplication of projects concerning the 38th Ave storm sewer project (#13). Additional
contin~ency drainage projects can be added to the list of drainage projects in the event that
the 38t Ave storm sewer project is included in the 38 th Ave reconstruction project.
Contingency local drainage projects
17 . 29th Ave & Upham St
18. 29th Ave, Saulsbury St to Quay St
19. Miller St, 44th PI to 47th Ave
20. 47th Ave, Miller St to Nelson & N on Nelson
21. 35 th Ave, Harlan St to Jay St & N to 38 th Ave
Contingency Projects Total
$180,000
250,000
520,000
590,000
340,000
$1,880,000
BALLOT OUESTION # 2, 38TH A VENUE STREET PROJECTS
The "38th Avenue Street Projects" include reconstruction of the portion of the street west of
Kipling Street and enhancing the streetscape from Harlan Street to Wadsworth Boulevard. These
two projects were given high priority by the City Council as they will improve an important
street in the City, recognized as a "Main Street" for the community.
38T11 AVENUE RECONSTRUCTION, KIPLING STREET TO YOUNGFIELD STREET
3S th Avenue from Kipling Street to Youngfield Street is a rural design 2-lane street with no
sidewalks and poor drainage. The street functions as a minor arterial street, carrying traffic from
Wheat Ridge , Arvada, Golden and unincorporated Jefferson County to /from Denver. The
proposed reconstruction project would improve safety to local residents, as well as commuters,
by providing turn lanes at intersections, sidewalks , pedestrianlbike trails, curb and gutters
draining to storm sewers and additional street lighting. Contemplated aesthetic enhancements
may include street trees, detached sidewalks with irrigated landscape zones behind the curbs,
pedestrian lighting and street furniture. The overhead utilities would also be relocated to
underground facilities. The estimated cost of this project is $IS, 720 ,000.
38T11 AVENUE STREETSCAPE, HARLAN STREET TO WADSWORTH BOULEVARD
In 19S9-1991 3S th Avenue was widened from Sheridan Boulevard to Wadsworth Boulevard .
Sidewalks and pedestrian lights were constructed at that time . In 2002-2003 the section of3Sth
Avenue from Sheridan Boulevard to Harlan Street has improved by constructing additional
streetscape elements. The new streetscape includes detached sidewalks, irrigated tree lawns ,
trees and shrubs, pedestrian lights, street furniture including clocks. The proposed 3S th Avenue
Streetscape Project would provide streetscape improvements from Harlan Street to Wadsworth
Boulevard similar to the streetscape constructed east of Harlan Street in 2002. The project would
improve the aesthetics along 3S th Avenue and provide a more pedestrian-friendly environment.
It is expected that additional street right-of-way or easements will be acquired to accommodate
the improvements. The estimated cost for this project is $11 ,410 ,000.
SUMMARY OF PROJECT ESTIMATES
I. 3S th Ave Reconstruction , Kipling St to Youngfield St
2. 3S th Ave Streetscape, Harlan St to Wadsworth Blvd
Total
$IS,720,000
11,410,000
$30,130,000