HomeMy WebLinkAboutStudy Session Packet 07/19/2010
STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO City Council Chambers 7500 W. 29th Ave. July 19, 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) 2. LiveWell Wheat Ridge Presentation 3. Economic Development Strategic Plan
Update 4. Mid-year Employee Compensation Analysis
July 13, 2010 Mayor Jerry DiTullio and Members of the Wheat Ridge City Council Wheat Ridge City Hall 7500 W. 29th Avenue Wheat Ridge, Colorado 80033 Dear Mayor DiTullio and Members of
the Wheat Ridge City Council: Thank you for the opportunity to present on the LiveWell Wheat Ridge initiative to the Wheat Ridge City Council on Monday, July 19, 2010. LiveWell Wheat
Ridge is a community coalition funded by LiveWell Colorado. Since 2005, the coalition has been working to reduce and prevent obesity by creating environments that support physical activity
and increase access to healthy food including fresh fruits and vegetables. Molly Hanson, Live Well Wheat Ridge Coordinator, and Bill Mahar, LiveWell Wheat Ridge Technical and Planning
Consultant, will provide a brief background on the obesity epidemic and the emerging best practices employed to reduce and prevent adult and childhood obesity. They will also provide
an overview of LiveWell Wheat Ridge initiatives, funded projects and partners, and provide a detailed description of the LiveWell Wheat Ridge Leadership Committee and Task Forces. Molly
and Bill will also provide information on how supporting healthy eating and active living promotes economic and social vibrancy in a community. Currently, LiveWell Wheat Ridge is one
of 22-funded communities by LiveWell Colorado. As LWWR enters into their sixth year of funding, the coalition enters into a "stepped-down" phase of funding . LiveWell Wheat Ridge is
actively engaged with key partners and Nonprofit Impact to identify and execute strategic steps to ensure the sustainability of this movement. The staff looks forward to sharing the
strategic direction of LiveWell Wheat Ridge and identifying ways to grow their partnership with the City of Wheat Ridge to support a healthy and vibrant Wheat Ridge. Additionally, Elise
Lubell, Director of the Health Promotion Division with Jefferson County Public Health, and Greg Seebart, LiveWell Wheat Ridge Active Community Environments Co-Chair and Bicycle Wheat
Ridge, will be in attendance to help answer City Council questions. Thank you very much for this opportunity to present to City Council. Respectfully, Molly Hanson LiveWell Wheat Ridge
Coordinator
Primary message: r-, Zoning can promote land uses that allow and encourage individuals to make healthy choices -or it can do just the opposite. Decisions made about the built environment
have profound implications for human health. Zoning decisions can -affect the rate of injuries and chronic disease, as well as the ability of seniors to age in place. Zoning divides
a community into districts, and determines what can and cannot be built on the land within those districts. For more information and resources on the relationship between the built environment
and public health: phll2) public health law & policy planning for healthy places Planning for Healrhy Places A program of Public He/11th LaUl 6-Policy 2201 Broadway, Suire 502 Oakland.
CA 94612 (510) 302·3308 www.healrhyplanning.org Health problems include: Obesity. According ro the Centers for Disease Control and Prevention (CDC), 30 percent of U.S. adulrs age 20
and older are obese, and approximately 65 percent of Americans weigh more than is healthful. Today, one in five children and one in three teens is overweight or at risk of becoming overweight.
Heart Disease. The leading cause of death for women and men in the United States is heart disease, according to the American Heart Association. In 2003, a rotal of 685,089 people died
of heart disease, accounting for 28 percent of all u.s. deaths. Diabetes. One of every ten health care dollars spent in the United States goes roward diabetes and its complications.
Between 1994 and 2004, the prevalence of diabetes increased more than 50 percent. Asthma. Asthma rates have increased dramatically: Between 1980 and 1994, asthma prevalence increased
by 75 percent and the death rate from asthma increased 56 percent, accotding ro the National Heart, Lung, and Blood Institute of the National Institutes of Health. All of these health
problems are linked to environmental factors . • Research conducted by UCLA has correlated the walkability of a neighborhood with increased walking by residents and found that the neighborhood
environment -including the availability of parks -influences individual health behaviors. In California's San Joaquin and San Bernadino counties (regions characterized by sprawl
development), 34 percent of residents reported that they do not walk at least once for ten minutes in a week, while only 13 percent of San Franciscans (who reside in a dense, walkable
environment) walk that little. • Fear of crime also can be a significant impediment (Q walking: One survey found that 13 percent of respondents would walk more ifcrimewere not such a
problem in their neighborhood. • Diesel exhaust doesn't just aggravate asthma, it may cause it, according to a study by researchers from the Natutal Resources Defense Council and the
University of California at San Francisco School of Medicine. Studies have linked proximity to freeways and other sources of diesel exhaust to higher asthma rates in children. • Research
has shown that households located near places to obtain fruits and vegetables consume more of them. A recent study found that in Chicago's African American neighborhoods, the nearest
grocety store was roughly twice as distant as the nearest fast food restaurant. The same study found that obesity rates increased as the distance to grocery stores increased. • A pre-Katrina
Tulane University study found that predominantly black neighborhoods in New Orleans (which were also low-income) had 160 percent mote fast food restaurants per square mile than predominantly
white neighborhoods. How does zoning contribute to these problems? • Convemional loning, which separates uses and supports the creation of residential subdivisions that feature «loops
and lollipops" rather than grids, requires people drive on virtually all trips and can make it difficult or even dangerous for those who might choose to walk. • Zoning ordinances may
support unhealthy land uses. For example, fast food restaurants may be allowed "as of right" without limitations on the number of outlets in a particular area. • Zoning may make it difficult
or impossible to introduce uses that promote health. For example, zoning codes may limit the size of commercial uses, making it difficult to bring a grocety store to a neighborhood that
that otherwise lacks stores selling fresh fruits and vegetables. • Zoning may support the development of multifamily housing near high-traffic roads, exposing high numbers of residents
to diesel exhaust. How can decision makers promote healthier zoning? State and local officials can create environments that improve the built environment by revising laws, ordinances,
and practices to promote the following: • "Mixed-use" zones, which integrate residential and commercial uses • The construction of sidewalks • Traffic-calming measures, such as roundabouts
and speed humps • Requirements that city planners, engineers, real estate developers, and landscape architects consider pedestrian access to services and amenities when designing new
communities or modifying existing ones • Limits on fast food restaurants (many U.S. cities have adopted uformula retail" restrictions or even outright bans, which can specifically limit
fast food establishments or other businesses-such as liquor stores or tobacco shops-that do not not support healthy choices) • Zoning for uses that support healthy choices, or preferences
for projects that support healthy choices (for instance, zoning ordinances can explicitly identify grocery stores as an allowable activity) • Regulations that support the development
of multifamily housing, schools, and other essential community establishments in locations that are distant from highways and other sources of air pollution Closing message: Good zoning
supports the development of attractive, prosperous communities. It also helps create healthy communities.
phlpnet.org I nplan.org · February 2010 Complete s~tilJ4.w pe~ 10 get around !If/!!fon£ , or puhli40~rt providu,glllfofPId I travtl/.~~ptI~ng chil~, ~liIh:adults, an~ '!fifh.d'-MJjties_»If.~1Wt
on&help peoplnttlfllctive and llealthy hUI also redure traffic and /QllfJtion. If What Are Complete Streets? A Fact Sheet for Advocates and Community Members Streets are key public spaces
that often make up much of the land in a town or city. But across America, streets are frequently built for cars, with few features like sidewalks to make them safe and pleasant places
to walk or bike. Conventional street design promotes traffic congestion, pollution, and collision injuries," ',3 and discourages physical activity. Regular physical activity is critical
to preventing obesity and its related illnesses, such as diabetes and heart disease. But American youth fail to get the recommended levels of daily exercise." 5 Many schools have eliminated
or reduced physical education, and in the last 30 years, the number of children children walking or biking to school has dropped from 42 percent to a mere 16 percent. Young people living
in low-income communities and youth of color get even less physical activity and have higher rates of obesity.6 npan NATIONAL POLICY & LEGAL ANALYSIS NETWORK TO PREVENT CHILDHOOD OBEStTY
What Are Complete Streets? A Fact Sheet for Advocates and Commumty Members 2 Complete Streets Encourage Physical Activity Research shows that the way streets, sidewalks, and transportation
networks are designed affects the amount of regular physical activity that children and adults get. Complete streets promote: • Lower obesity rates. A study of Atlanta residents found
that people who lived in the most walkable neighborhoods were 35 percent less likely to be obese than those living in the least walkable areas.7 • Physical activity for children. In
a review of 33 studies, researchers found that sidewalks and destinations within walking distance ~ere linked with greater physical activity among children, while traffic hazards and
unsafe intersections were linked with lower levels of physical activity.8 • Physical activity for teens. A study of teenagers in San Diego found that for both Mexican American and white
teens, those who lived in walkable neighborhoods were more physically active than those in less walkable neighborhoods.9 • Active travel. More children walk to school when there are
sidewalks along main roads.1o Policies to Create Complete Streets Local and state governments have the power to make communities healthier by implementing laws and policies that support
complete streets. Complete streets policies change how streets are designed and built, so that residents of all ages and abilities can travel easily and safely along community streets,
whether they are walking, biking, or riding the bus. Each street doesn't require the same features to be safe for active travel. A low design speed may be enough to make some streets
safe; other streets may require elements such as frequent crosswalks, accessible transit stops and pedestrian signals, median islands, sidewalks, and bicycle lanes. Because complete
streets features are only required when streets are newly built or reconstructed, their cost is incorporated into budgeted transportation projects. To date, more than 100 jurisdictions
-state, local, and and regional -have adopted complete streets policies. For example: • In Columbia, Missouri, the city enacted an ordinance providing for new street design standards
along with narrower streets, wider sidewalks, and bike lanes or wide shared-usc travellanes.ll • Seattle's complete streets ordinance requires new transportation projects to accommodate
all users.12 • A resolution by the South Carolina Department of Transportation affirmed that provisions for biking and walking should be a routine part of the department's planning and
programming.13 • Oregon's "Bike Bill," enacted in 1971, requires local governments to include walkways and bikeways whenever a road, street, or highway is built or rebuilt.14 Complete
streets policies provide the infrastructure to make streets more childfriendly and increase opportunities for children and families to lead more active lives. By implementing complete
streets policies, communities can make it safer for residents to get regular exercise through daily activities. For NPLAN's products on complete streets, visit www.nplan.org : • Model
Local Resolutions on Complete Streets -Introductory & Advanced • Model State/Regional Resolutions on Complete Streets -T ntroductory & Advanced • Model Local Ordinance on Complete Streets
• Model State Statute on Complete Streets • Model Comprehensive Plan Language on Complete Streets • Findings for Complete Streets Laws and Resolutions The Nillional PoiKy 61 Ltgal A"aly,is
Nt~ to Pmlml Childhood Obesity (NPLAN) is a proj"l ofPubIit Htallh Law & PoIKy (PHLP). PHLP is a "."projilorg/l1fizlllimr I/)Qt prwitles Itgal i"jimnatio" on _tn ,.11lIi"g to publ;'
heallh. The ItgaI i1ifomtatio" pl'OfJit/ttl i" Ibis IkaImmJ tI«s "01 CfJ",hhlle Itgal advia or Itgal rtprr""lllIion. For legal advia, rtladtn ,hould CfJ",u/1 a lawytr i" lheir 'Ialt.
Support for Ibis fod shul """ prtNitIttl by II grrml from tile Rohert WooJJohmo" F""1IIiJIJio,,. , IlHc...pimI_l_l4fotyforE...,.... Wubiapa DC: The N.tionil COmple .. Sm ... CoaIitioa.
Amiable u: www.cocnplecatrccu. ~ .... ..r..y.pd£ • IlHc..,IdI_F1ptCli-. ~I W .... '-DC: The N ...... I CompIe1o S ...... Co.lition. Availahle at: W'W'W.compk:tutsec& ~CI-climoto.pd£
, IlHC..,,,,/c...,t.,.Smm. Wubiapa DC: The Natioul Complete StrccCI Coalition. Aftllable at: www.comp&ctatrcett.orglwebdoct/&ctaheetl/Cl'"COltLpclf. 4 Centen tOr DiIcuc Coattol ud Prcvcnrioo,
Dmoion ofNutri .... Pbys;cal Activity. ODd <Jbco;ty. Nariona1 c.. ... fOr CIuoruc DUeue i'1om>lioa ODd Health Promobon. ~ """""for EwrJ-. Atlanta: C ...... fOr DUeue Con...! ODd i'1om>rioo,
2008. Anilable It: www.c:dc .... /pbysi<oIactiYity/....,...., ..........,childmLhtml. , Levi. J. Vblter S, Ricbanltoa L. et aI. FIlS in Fill: HtI'IU 0hriIy h/hi" tiff PIIiIi", i"A...u.1OO9.
Trust fur J\mcrica\ Health, 2009. P 24. Availabl. .t: hnpl/:bcaltbymooricuIa....,...,.".., obcoity:IOO9/01>ooi1y2OO9Rcport.pd£ • KcrrI.~AmwLioOor-" aw-. -LMncReoarcb. 2007. , Fnnk LD.
AadRao MA. Schmid TL. 0I>00;.y ,...,tionsbipe with Cn'D"oi" desip. phyUcal KIivity. aud time spatt ia can. A-m.. JMmIIII of"'""""'"" M..m;",. 27:87-96. 2004. I n.-Swgfo_ GItfIMI~MIIIt.m..
./'"""'.". """""...,,..;p. .,,,,_,,. Rnchillo. MD: US Ilcpartmont of Health ODd H ..... _ . PubIk Health Semce. Office oft'" S ..... . 0en0nI. 2001. • KUaaman M. s.n. IF. Ryan S, ..
oJ. ·A-n ... of .................... ODd rurcatioo eavitoame:oc YIJiabIa with pbyaia1 octiYity aDd body ..... itIdox in odoIacoo,,: If-w..joonM! ofHMlJI-' 21(4): 274-277.lOO7. • EwiAs
R. Scluooet W. and C ..... W. "School Location ODd StudontT ..... : ADaq.b ofF ...... Alicctiaa modo Choice: ~_ &.mI:J.....woftlN~_6 -. 1895:55-63.2004. " CoIamI>ia, MO Code 1105-247.
Anilablo It: www~"""'CouncillCode_o(. OnIUwoa:o_PDFIS .... '-SWIdanIo. It Seattk. WA OrdilWlCC No. 122386. " Available at: www.O<dotmglgottin&lpdUI bikcJOOOlution.pd£ "o..gon Rev. Sta
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Creating environments that allow children to walk safely to school will improve health outcomes for children. For more information and resources on the relationship between the built
environment and public health: phll~ public health law & policy planning for healthy places Planning for Heahhy Places A program of Public Health Law &-Policy 2201 Broadway, Suite 502
Oakland, CA 94612 (510) 302-3308 www.hcalthyplanning.org Primary Message: Promoting walking to children builds lifelong healthy habits, and normalizes walking as part of the family's
lifestyle. Creating environments that allow children to walk safely to school will improve health outcomes for children, potentially reducing asthma, obesity, and injury rates. Health
problems include: Obesity. Obesity rates among children have more than doubled in the past 20 years, according to the National Longitudinal Study of Youth. Today, one in five children
and one in three teens is overweight or at risk of becoming overweight. Asthma. Between 1980 and 1994, the prevalence of asthma in the United States increased 74 percent among children
ages 5 to 14. Injuries. In 2002, 599 children ages 14 and younger died from pedestrian injuries, according to Safe Kids USA. Of these, 77 percent died in motor vehicle-related traffic
crashes. In 2003, nearly 38,400 children ages 14 and younger were treated in hospital emergency rooms for pedestrianrelated injuries. Some of these health problems are linked to environmental
factors . • The 1996 Surgeon General's Report on Physical Activity and Health reported that 78 percent of children fall short of the recommended minimum of 30 to 60 minutes of physical
activity daily and an additional daily recommendation of 20 minutes of vigorous exercise . • In an October 2002 survey by the Surface Transportation Policy Project, a transportation
safety think tank, 71 percent of Americans said they walked or rode a bike to school as children, while only 10 to 17 percent of children do so today. Even among kids living within a
mile of their school, only 25 percent are regular walkers.
• Poor air quality can make it dangerous to walk to school and engage in other outdoor physical activities, especially for children with asthma. In 2002, approximately 52 percent of
Americans lived in counties that did not meet Environmental Protection Agency (EPA) air quality standards, according [0 the American Lung Association. How does the built environment
contribute to these problems? • Child pedestrian injuries occur more often in residential areas and on local roads that are straight, paved, and dry, according to Safe Kids USA. • A
national survey found that nearly 60 percent of parents and children walking to school encountered at least one serious hazard, including a lack of sidewalks or crosswalks. Speeding
drivers and wide roads that were difficult to cross were also problems. • A national observational survey found that 90 percent of crosswalks within the vicinity of an elementary or
middle school had at least one of four common hazards: • Crosswalks were in poor condition or not present • Curb Curb ramps were outside the crosswalk or not present • Speed limits duting
school houts were 35 mph or higher • Drivers failed to stop, or stopped and made illegal turns • Speed kills pedestrians. According to one study, a pedestrian hit by a car traveling
15 mph has a 4 percent chance of dying, while a pedestrian hit by a car traveling 44 mph has an 83 percent chance of dying. • Traffic-calming measures such as speed humps are associated
with an estimated 53 to 60 percent reduction in the risk of injury or death among children struck by an automobile in their neighborhood. • Parents driving their kids to school make
up 20 to 25 percent of the morning commute, according to the Local Government Commission. It's a vicious cycle: the morc traffic there is, the more parents decide it is unsafe for their
children to walk to school and Opt to drive them instead. • Community design has changed. The number of schools decreased by about 1,000 between the years 1968 and 2001, while the number
of srudents increased by by over two million, according to the Centers for Disease Control and Prevention (CDC). Consequently, fewer students live within a mile of their school. Effectiveness
of Safe Routes to School The Transportation Authority of Marin Counry, California, issued a report on rhe impact of its Safe Routes to School program. Over the program's first two years,
the percent~ age of children walking or biking to school increased from 21 to 38 percent. Adults reported that they appreciated the reduced traffic congestion around schools. What can
decision makers do to improve children's health and support walking to school? Safe Routes to School puts forth the "Four Es" as the key to a solution: Engineering, Enforcement, Education,
and Encouragement. State and local officials can create environments that improve child safety by revising laws, ordinances, and practices to promote the following: • The construction
of sidewalks • Neighborhood schools • Traffic-calming measures, such as roundabouts and speed humps • Requirements that city planners, engineers, real estate developers, and landscape
architects consider pedestrian safety when designing new communities or modifying existing ones Closing Message: Parents are more likely to allow their children to walk or bike to school
if there is a safe route. Creating safe routes to school is a children's health issue.
\ . , _ r City of ~!CI: Wheat&..-dge ~OMMUNJTY DEVELOPMENT Memorandum TO: Mayor and City Council Patrick Goff, City Manager J)6-THROUGH: Ken Johnstone, Community Development Director
FROM: Ryan Stachelski, Economic Development Specialist DATE: July 19, 2010 SUBJECT: Economic Development Strategic Plan The development of a comprehensive Economic Development Strategic
Plan (EDSP) is a priority for both elected officials and staff. Over the past several months the staff economic development team worked to create the EDSP. A copy of the draft EDSP and
the executive summary are attached. The EDSP is a new document; however, it is made using information from other City of Wheat Ridge planning documents that have gone through the public
review and input process and have also been approved by Wheat Ridge City Council. These documents include the Neighborhood Revitalization Strategy (NRS), various Renewal Wheat Ridge
plans, and Envision Wheal Ridge. The EDSP highlights five geographic priority areas as well as four programmatic economic development goals for the City of Wheat Ridge. Each programmatic
goal has associated strategies. Each strategy has a series of action items that together create a road map to implement the economic development goals. The City will infonn the community
of the EDSP plan in three main ways. First, the August topic for Top of the Hour will highlight the economic development strategic goals. Second, a portion of the EDSP executive summary
will be included in the Economic Development Division article in the Connections newsletter this Fall. Third, the City will present the EDSP at the upcoming "Connecting-the-Dots" summit
on August 12, 2010. At the summit each of our economic development partners will highlight the goals of their organizations. The City'S goal will be to continue to develop strategic
partnerships in order to implement the EDSP. Please note that the EDSP is still considered a draft document. Fonnatting in particular is still being refined. We welcome any and all comments
on the 19th ATTACHMENTS: 1. Economic Development Strategic Plan Executive Summary 2. Draft Economic Development Strategic Plan
" ~ 4 ., _ r City of :rWheatR.!9-ge Economic Development Strategic Plan EXECUTIVE SUMMARY The City of Wheat Ridge Economic Development Strategic Plan (EDSP) is a collection of the goals
and policies outlined in the various strategic planning documents for the City of Wheat Ridge. These documents include the Neighborhood Revitalization Strategy (NRS), Envision Wheat
Ridge, Community Development Strategic Plan, and City Council's Strategic Prioritized Goals. The City of Wheat Ridge has made significant investments into planning for the long term
economic vitality of the City. The EDSP highlights those planning efforts and provides a road map for the City's economic future. V·I S .Io n Through collaboration and partnership with
community, public, and private partners, support economic development efforts that attract, retain, and create quality jobs to ensure a diverse local economy, a resilient and growing
city tax base, and thriving neighborhoods and commercial centers. nomic geveloem~nt G ~e~c!n~mic development goals for the City of Wheat Ridge are developed with both a geographic focus
and a programmatic focus in mind. While the geographic sites represent key priority areas for the City, the programmatic economic development goals are applied City wide in a manner
that enhances overall economic opportunity and sustainability for the City. eographic Focus o Eco V Priority areas for the City's economic development goals are the following areas:
1. Crossing at Clear Creek (Cabela's/Coors) 2. 38th Avenue "Main Street" 3. Kipling corridor 4. Wadsworth/Town Center 5. Ward Road Transit Oriented Development ATTACHMENT 1
Programmatic Focus of Economic Development Goals 1 4 Promote/market Wheat Ridge -Enhance Wheat Ridge identity through promotion of unique assets including the greenbelt, unique business
districts, events, recent investments such as the hospital renovation, proximity and convenience in the Metro area, established neighborhoods, and other features. Retain and attract
specialty. neighborhood, and regional retail (revenue-generating activity) -Develop programs, tools, and partnerships to retain and increase retail and revenue-generating businesses
in activity centers. Rehabilitate Underutilized Commercial Corridors -Coordinate and partner with the City's economic development partners and the development community to improve the
appearance and function of outdated and inefficient retail commercial buildings to re-energize the community's primary corridors and key activity centers. Increase primary job opportunities
-Develop programs, tools, partnerships, and funding to increase primary employment opportunities. To implement the economic development goals, the City has an Implementation Action Plan.
The Implementation Action Plan is broken down into four different areas of economic development including: Organizational Development create and coordinate strategic publici private
partnerships Infrastructure Development build and maintain public infrastructure which supports commercial activity within the City Market Development enhance market conditions to allow
for the implementation of the City's economic development goals Business Development support a diverse, sustainable economic environment which fosters business retention, expansion,
and attraction Each area of focus is used robustly across the programmatic economic development goals to create a dynamic approach to implementing the goals. 2010 City of Wheat Ridge
Economic Development www . w h ea tr id ge. co . u s Photos: Scott Ore~l-Martin, On~ssel-Martln Medlaworks Ceslar!: M~kl ~lAel. £duCyber
, . , -~ ~ Cilyof ~Wheat~ge Economic Development Strategic Plan ATTACHMENT 2
Introduction Wheat Ridge, like many inner-ring suburban communities, is mostly developed as a residential city. Its commercial services and centers are generally located along primary
transportation corridors (including Wadsworth, Kipling, and Youngfield), which connect the community to neighboring Denver, Arvada, and Lakewood . The city's industrial and employment
uses are most concentrated in the northern portions of the city (primarily north of 1-70), with Exempla Lutheran Hospital (located in the center of the community) as a notable exception.
In order for Wheat Ridge to continue to be a viable residential community, and to maintain existing levels of services (such as police protection, roadway maintenance, and parks and
recreation amenities) the City must continue creating an environment in Wheat Ridge that is "open for business" and supports a future vision of diverse land uses that build and sustain
a broad and resilient tax base. As future development and redevelopment occurs, it is important to prioritize opportunities for local employment, commercial goods and services, and mixed-use
activity centers to serve and balance the community's residential foundation. A balanced mix of land uses is essential to ensure long-term fiscal stability due to the fact that Wheat
Ridge, like many other Colorado communities, has a fiscal model that relies heavily on local retail sales tax. Currently nearly
60 percent of general City revenues come from sales taxes. Because of increasing costs to provide services to the city's residential base, and sales tax leakage to new commercial developments
in Arvada and Lakewood, the City's budget is strained. The City has limited opportunities for new development due to its built-out nature. Most vacant and undeveloped sites within the
city core are less than ten acres, though opportunities exist for property assemblage and consolidation. In addition to these small development sites, Wheat Ridge has many properties
prime for redevelopment. Approximately 77 percent of the existing commercial structures are nearly thirty years old (built prior to 1980) -many of which are dated, deteriorating, or
underutilized. Some key areas identified for redevelopment in the City's comprehensive plan include the future FasTracks Gold Line transit station area (located north of 1-70 near Ward
Road), the Wadsworth and Kipling corridors, and 38th Avenue. Current market analysis indicates demand for research and development and technology-related spaces, which may be most suitable
as a component of the land use mix within the future transit station area. Along the Wadsworth corridor, market analysis shows potential for some additional office uses, retail, and
potentially higher-density housing or senior living facilities. In the Kipling area a mix of uses would be supported, although like the other key redevelopment areas mentioned above,
achieving adequate densities of development is important in order to fund necessary infrastructure improvements and make most efficient use of available land. On its western edge, Wheat
Ridge has one major new development area: the future Crossing at Clear Creek site (164 acres located west of 1-70). A master plan for this site was approved in 2007, and development
of the Cabela's store is pending. As shown in the comprehensive plan, this area will develop as a future Regional Commercial Activity Center, featuring other retail anchors, as well
as secondary uses. Market analysis indicates that secondary uses such as employment and a potential hotel would be supported in these areas. Source: Envision Wheat Ridge, Chapter 4 Draft
0713 -2
Economic Development Strategic Plan Organizational Flow Chart Economic Development Strategic Plan I Vision What does a successful Economic Development Program look like? Economic Development
Goals How and where does the City will focus its Economic Development efforts? Programmatic Focus of Economic Development Goals How? Geographic Focus of Economic Development Goals Where?
Draft 0713 -3
v • • IS Ion Through collaboration and partnership with the community, public and private entities, support economic development efforts that attract, retain, and create quality jobs
to ensure a diverse local economy, a resilient and growing city tax base, and thriving neighborhoods and commercial centers. community Profile A complete community profile can be found
in the appendix A of Envision Wheat Ridge. The Community Profile contained in Envision Wheat Ridge identifies key features and trends in the Wheat Ridge community in 2009. The profile
is divided into the following categories: • Location and Context; • Population and Culture; • Land Use and Environment; • Economy and Fiscal Conditions; • Housing; • Schools, Libraries,
and Education; • Health and Safety; • Utilities; • Parks, Recreation, and Open Space; • Transportation; and • Sustainability. Draft 0713 -4
Statement of Issues BBarriers to Investment -The City's core has limited opportunities for new development due to its built-out nature. Most vacant and undeveloped sites within the city
core are less than ten acres, though opportunities exist for property assemblage and consolidation. Rents -A challenge to redevelopment within the City of Wheat Ridge is the current
market rents for commercial property. Commercial rents in existing buildings are significantly below the rents needed to make new construction or redevelopment of commercial property
viable. In order to reverse this issue focus must be paid toward reducing vacancy rates in the City. This action will increase market rents and therefore make the cost of redevelopment
competitive with backfilling dated commercial space. Property for sale -Wheat Ridge has many properties prime for redevelopment. Approximately 77 percent of the existing commercial structures
are nearly thirty years old (built prior to 1980) -many of which are dated, deteriorating, or underutilized. A challenge the City has faced redeveloping these sites has been land cost.
Property owners view the value of the property as the land plus the improvements (buildings) where developers see the value in just the land minus the demolition of the buildings. The
result is a financial gap which makes it difficult for property owner and developer to come to terms. To help overcome this obstacle the City has worked with Renewal Wheat Ridge to help
place most of the City's commercial corridors in urban renewal areas in order to help provide incentives that can help fill financial gaps and encourage redevelopment. Past market conditions
The City has completed extensive studies looking at market conditions in the past several years. A complete history of past market conditions can be found in sections A3 and B1 of the
City's Neighborhood Revitalization Strategy (NRS). Current market analysis -In a study conducted by ArLand Land Use Economics for Envision Wheat Ridge it was determined that between
2009 and 2035 Wheat Ridge had the potential to capture the following amount of development. • Attached Residential: 25-35 acres: 500-1,400 DUs • Detached Residential: 35-105 acres: 250-1,715
DUs • Neighborhood Commercial : 17 acres: 67,000 sf • Regional Retail:107 acres: 415,000 sf • Office: 30-52 acres: 180-315,000 sf • Industrial: 140 acres: 866,000 sf Opportunities -Some
key areas identified for redevelopment in the City of Wheat Ridge's Comprehensive Plan entitled Envision Wheat Ridge are the future FasTracks Gold Line transit station area (located
north of 1-70 near Ward Road), the Wadsworth and Kipling corridors, and 38th Avenue and Crossing at Clear Creek. Draft 0713 -5
Critical Issues City Budget City Budget -The overall City of Wheat Ridge budget is approximately $30 to $40 million dollars per year. As shown in the figure below, approximately 60%
of the overall budget revenues are generated by sales taxes. The largest categories of sales tax generators include: food stores (16%), general retail (12%), communications/public utilities
(11%), and liquor (11%). The City is committed to retaining existing retail and attracting quality new retailers to increase the tax base. Source: City of Wheat Ridge, ArLand, 2009.
Retail Sales While retail sales have fluctuated in Wheat Ridge between 2002 and 2007, the city has seen an overall 5% increase in retail sales since 2002. Comparatively, Arvada has seen
a large increase (37%) since 2002, which is primarily due to the retail development at Kipling and 50th Avenue. With the completion of Belmar, Lakewood has also seen a large increase
in retail sales (25%) since 2002. Employment Employment in Wheat Ridge centers on the services industry, which comprises 45% of total employees (9,150 employees in 660 businesses). Over
half of those employed in the services industry are employed in health services (4,900 employees). The average number of employees per health services business is 26. While Exempla Lutheran
Medical Center employees a significant number of people, as shown in Figure A-4, there are also number of smaller supportive health services businesses. The next largest category of
employment is retail trade, which accounts for 22% of employees who are employed at 324 businesses. Housing Housing -Between 2000 and 2007 residential building permit activity in Wheat
Ridge was primarily for single-family houses (68%), averaging 20 permits per year. Compared to the surrounding jurisdictions of Arvada, Lakewood, and Golden, Wheat Ridge issued a lower
proportion (32%) of multi-family permits between 2000 and 2007, averaging 9 multi-family permits per year. In addition, Wheat Ridge saw significantly fewer total multi-family permits
(74 total, compared with 2,041 in Arvada; 1,497 in Lakewood; and 135 in Golden) during that period. Housing continues to be an extremely important issue in Wheat Ridge. As highlighted
in the NR5, the creation of strong households is a critical component of creating a robust local economy which can support the redevelopment of commercial corridors. In order to support
a community of strong household a diverse housing stock is needed with a variety of housing options, including executive housing, renovated single family house and owner occupied multifamily
units. Supporting Wheat Ridge in the effort to bring these housing options to the market are Wheat Ridge 2020, Wheat Ridge Housing Authority, and the Jefferson County Housing Authority.
By partnering with these organizations the City is able to help create the necessary housing environment and associated demographic characteristics that support the implementation of
the City's economic development goals Source: US Census Bureau, DRCOG, ArLand, 2009. Draft 0713 -6
Economic Development Goals The economic development goals for the City of Wheat Ridge are developed with both a geographic focus and a programmatic focus in mind. While the geographic
sites represent key priority areas for the City, the programmatic economic development goals are applied City wide in a manner that enhances overall economic opportunity and sustainability
for the City. G eographic Economic Focus of Development Goals Priority areas for the City's economic development goals are the following areas: (1) Crossing at Clear Creek (Cabela's/Coors)
(2) 38th Avenue "Main Street" (3) Kipling Corridor (4) Wadsworth/Town Center (5) Ward Road Transit Oriented Development Draft 0713 -7
Economic Development Strategic Plan Diagram Draft 0713 -8 ~et -Aftt-a ~~ Qlcf, 8'& , f Economic t; e Development -a a: Strategic i ~~ Plan e"o ~6· flI." 11itate .J l"C.te
p rogrammatic Focus of Economic Development Goa Is 1. Promote/market Wheat Ridge Enhance Wheat Ridge identity through promotion of unique assets including the greenbelt, unique business
districts, events, recent investments such as the hospital renovation, proximity and convenience in the Metro area, established neighborhoods, and other features. Strategies Implementation
Action Items Develop programs to enhance and highlight the City's main entrances (gateways) with landscaping and signage Advertise unique specialty business districts Continue to work
on "branding" the community with its positive attributes and unique assets Promote heritage tourism with programs to showcase historic destinations and offerings (including the Carnation
Festival, Historical Park, Baugh House, and Richards-Hart Estate) Create a 38th Ave Merchant Association charged with promoting 38th Avenue Promote access to the greenbelt as a major
amenity and a defining feature in Wheat Ridge Consistently educate the public on positive economic development activity (i.e. new development, number of new businesses each month, building
permits, etc.) Draft 0113 -9
2. Retain and attract specialty, neighborhood, and regional retail (revenue-generating activity) Develop programs, tools, and partnerships to retain and increase retail and revenue-generating
activities in activity centers. Strategies Implementation Action Items Monitor retail leakage to adjacent communities in order to identify opportunities to expand retailer offerings,
including specialty retailers Work with property owners to identify and assist local retailers who may be having difficulties Assist existing retailers with expansion plans or opportunities
for local relocation Work with local businesses and districts on marketing and outreach campaigns to help promote local businesses and services Work with small business organizations
and others to help grow and expand local small businesses Market niche business districts and activity centers to attract new specialty businesses Work with local brokers and developers
to identify and attract regional niche retailers for a potential location in Wheat Ridge Ridge Provide business start-up incentives and financing tools for large scale neighborhood and
regional retail Market regional retail pad sites in partnership with developers and brokers Enter public/private partnerships and facilitate the use of business and developer assistant
and incentive tools Partner with private property owners, economic development organizations, and developers to assemble parcels for redevelopment Draft 0713 -10
3. Rehabilitate Underutilized Retail Spaces Coordinate and partner between the City, economic development partners, and the development community to improve the appearance and function
of outdated and inefficient retail spaces to re-energize the community's primary corridors and key activity centers. Strategies Implementation Action Items Guide rehabilitation by establishing
vision and desired character for corridors and centers Encourage land assemblage and denser nodes of development within activity centers Partner with area economic development organizations
Continue to work with local property owners on identifying opportunities for fa~ade and landscaping improvements and upgrades Actively pursue grants and technical assistance in determining
the existence of brownfields at key redevelopment locations Discourage strip commercial developments in activity centers by using design standards, consolidating access points along
major corridors, and establishing maximum parking standards Encourage a mix of uses uses in activity centers (including multi-family residential and senior housing where appropriate)
Provide multi-modal transportation connections and options to activity centers (especially bicycle and pedestrian connections) Coordinate development with established Renewal Wheat Ridge,
Colorado Department of Transportation, and other regional plans Draft 0713 -11
4. Increase primary job opportunities Develop programs, tools, partnerships, and funding to increase primary employment opportunities. Strategies Implementation Action Items Supply a
broad mix of housing in the community to create a "whole community" where residents can live and work Collaborate with area economic development partners to identify regional businesses
with a potential interest in expanding in Wheat Ridge Retain industrial zoning so that industry and commerce activities can remain or expand in Wheat Ridge Work closely with local employers
and business owners to address business issues and retain the employers in Wheat Ridge Coordinate with employers to develop plans for future growth and expansion and help facilitate
their plans through the City's development review process Use community assets such as access to transportation, recreational amenities, proximity to major energy research laboratory
and university, and affordable workforce housing to market development opportunities located in the Transit Oriented Development Employment/Commercial Center area and other key primary
employment areas Market development sites within Enterprise Zone and Renewal Wheat Ridge areas Target medical-related facilities and supporting services to complement the Exempla Lutheran
Hospital Work on a package of appropriate incentives and establish the criteria by which these incentives can be used. Develop Sub-Area plans that specifically define areas for primary
jobs Draft 0713 -12
Implementation P I an Implementing the economic development goals for the City of Wheat Ridge is a matter of identifying and executing a number of action items to achieve each goal's
strategies. Action items are identified in four major operational areas. These four implementation areas are organizational development, infrastructure development, market development,
and business development. These operational areas represent a broad range of programs and resources that may be employed by the City or by one of the City's economic development partners
whose mission and aptitude may be better suited to accomplishing a desired outcome. 1. Organizational Development The City of Wheat Ridge can not accomplish all the tasks necessary to
make a thriving economic environment on its own. In order to achieve this climate the City must work with local economic development partners to help provide service to the community.
Each organization that is an Economic Development partner will have roles and responsibilities that that help the City of Wheat Ridge achieve its economic development goals. These roles
and responsibilities may be defined independent of the City of Wheat Ridge; however, the city will choose to partner with these organizations because the economic development partner's
mission fills a gap in service that is either not being met by the City or that the economic development partner can provide the service better. Action Item 1: Determine Economic Development
Partnerships -In order to understand the City of Wheat Ridge's economic development structure we need to work together to define the roles and responsibilities of the City's partner
organizations. Depending on the type of economic development tasks there may be a number of collaborating organizations to achieve each task. However, within each task there should be
a lead organization responsible for each task. The components of the Economic Development Partnerships program are broken down as follows, including the roles of collaborating organizations.
1A 18 Work with individual economic development partners to identify strategic alliances to enhance the City's economic development goals Meet quarterly with economic development partners
to update economic development community on implementing each organization's mission and goals All ED partners COWR All ED partners COWR Draft 07l) -13
2. Infrastructure Development Public infrastructure is an integral part of the City of Wheat Ridge's ability to provide quality services to the business and residential community. Quality
infrastructure is a fundamental necessity in order to position Wheat Ridge as a community of choice for businesses and residents alike. While the City does not directly provide all of
the infrastructure services in the City, the City does play the role of steward of all public infrastructures. Action Item 2: Community Identity -Develop identity signage and gateways
and improve the city's general appearance. The components of the Community Identity program are broken down as follows. 2A 2B Action Item 2 Streetscape -As redevelopment occurs, investing
in streetscape amenities can help spur private investment by creating a unified urban design character Create new entry signage in key City gateways Draft 0713 -14 COWR COWR
3. Market Development The City of Wheat Ridge has focused much attention on understanding the past and current market conditions in the community. Examples of these efforts are the 200S
Neighborhood Revitalization Strategy (NRS), 2009 Envision Wheat Ridge, and 2010 Community Revitalization Partnership market study for West 38th Avenue. What these documents have shown
us is that the City of Wheat Ridge needs a three prong approach in increasing our market potential. This approach includes increasing the number of strong households, increasing the
number of primary jobs, and increasing the amount of quality retail and services. Action Item 3: Real Estate Development -While most real estate development projects happen th rough
the private sector, t he City and its collaborative organizations playa role in facilitating those private sector deals. This is especially true when market conditions are such that
the private sector is not finding opportunities for development in the community. Keeping the private sector informed about market conditions in the community, along with helping to
change unfavorable market conditions are vital to a Real Estate Development program . The components of the Real Estate Development program are broken down as follows, including the
roles of collaborating organizations. 3A Create a real estate database of commercial property for sale, for lease, or in need of rede-COWR velopment. Use this list to market opportunities
in the business, broker, and development JEC communities JCAR WR2020 38 Facil itate entitlement approvals COWR Action Item 4: Address zoning and design standards for targeted areas to
create efficient use of limited land -Amend/clarify commercial and mixed-use districts and design standards to help encourage redevelopment and infill in targeted activity center areas
with high quality design, higher density mixed-use, transitions, buffers, public gathering spaces, and landscaping, etc. Emphasize mixed-use development in developing and redeveloping
areas 48 Develop a new mixed-use zoning district and associated land use regulations COWR 4C Prioritize areas for future subarea and corridor plans COWR 40 Promote shared parking or
enact maximum parking standards for certain uses or near the COWR future t ransit station 4E Identify opportunities for property assemblage and efficient use of land COWR Draft 0713
-15
Action I 'em ~ nfor."atio -The collection and dissemination of information is the very foundation of a comprehensive economic development strategy. By having the most complete database
of current information, business will be able to make decisions about the community. Making this information available is also an expected level of customer service that the public demands
from a competitive geographic area. The components of the information program are broken down as follows along with collaborating organizations which may playa role in achieving different
components of this action item. Action Item 5 SA Make information available about infrastructure i.e. airport, roads, RR, telecom, available COWR to businesses in order to allow companies
to quickly identify the quality of infrastructure in Wheat Ridge 5B Make information available about the high quality workforce businesses have access to in COWR Wheat Ridge JCWC JEC
5C Inform the business community of the high quality of life attributes that are in Wheat Wheat Ridge COWR 50 5E SF Provide demographic information to allow businesses to make informed
decisions about their company's direction within the City of Wheat Ridge Create and maintain a comprehensive business directory for businesses in the City of Wheat Ridge Educate the
community about the importance of development in Wheat Ridge County JEC WR2020 EWR ABA COWR County WR2020 JCBRC COWR COWR WR2020 EWR ABA 5G Provide information on zoning laws and permits
-Providing access to fundamental informa-COWR tion that allows the development process to be predicable fosters a trusting relationship between business partners. By providing easy access
to this information the City helps to minimize unexpected issues down the road Draft 1713 -16
4. Business Development Business development is a combination of several action items that work in congress with one another in order to create a diverse, sustainable economic environment
in Wheat Ridge. These strategies include a robust Business Retention and Expansion (BRE), Small Business and Entrepreneur assistance, Business Attraction, and Incentive programs. Action
Item 6: Business Retention and Expansion (BRE) -There are two major components to a successfu l BRE program: 1) to help improve the business environment and 2) to help create value-added
services that are meaningf ul to local businesses. The components of the Business Retention and Expansion program are broken down as follows, in cl uding t he roles of co llaborating
organizations. 6A 6B 6C 60 Visit with area employers to identify business needs and to share available business resources with Wheat Ridge companies Work with businesses to streamline
the regulatory processes to foster an environment that helps businesses expand, while maintaining a high level of health, safety, and quality of life in the community. Acknowledge the
significant contribution that business plays in the community. Create sub-area plans that identify areas for primary jobs -Identify through the Comprehensive Planning and Sub-area planning
process targeted areas in the City to address the land use needs as determined by our current market analysis. eOWR lEe eOWR lEC County WR2020 State eOWR WR2020 l EC West Chamber lCWC
EWR ABA eOWR Draft 07.13 -17
A tio m 7 Sm I Busil1e. s t ~ ren u ia Development -Create an environment for business and entrepreneurial opportunity within the City of Wheat Ridge. The components of the Small Business
and Entrepreneurial Development program are broken down as follows, including the roles of collaborating organizations. 7A 7B 7C 7D 7E 7F Action Item 7 Provide technical assistance,
education, and training. This assistance will cover a number of topics important to Wheat Ridge businesses including business planning, financial planning, marketing, taxes, etc. Improve
access to capital and develop financial alternatives -Cities would not act as a direct financier of local business, but they can playa very important role in creating partnerships with
financial institutions that can be used as a business resource in our community. Provide recognition and awareness of successful entrepreneurial activities -Creating an environment of
opportunity is a City's greatest marketing tool to attract new business. Working with the business community to "show off" successful partnership within the City can help foster new
partnership, if only by reputation. Collect data on local business start-up and failure rates -Colleting this data can help Wheat Ridge pin-point fundamental issues within a community
that affect the business climate. Networking -Creating an environment where businesses can meet each other and showcase their business allows for companies to quickly and efficiently
expanded their potential client base. leads Groups -Designed to help businesses grow their customer base through a supportive referral network. These relationships are design to benefit
both partners while attempting to increase their marketing reach. Draft 0713 -18 COWR SBDC BEST WR2020 JCBRC EWR ABA West SBA Mlcrolendlng Organizations USDA VC Angel investors WR2020
COWR JEC WR2020 COWR WR2020 West EWR ABA West EWR ABA
Action em 8 Business Attraction -There are two types of business attraction: non-primary jobs and primary jobs. Examples of non-primary jobs are retail and local professional services.
In general, non-primary jobs locate in areas where there is a demand for their product or service. By definition a non-primary job does business in the "local" community and therefore
looks for locations which have clusters of buyers or clients. Primary jobs locate because of proximity to major airports, proximity to markets, labor skill availability, taxation and
regulation, proximity to major universities, quality of life, cost of doing business, strong and stable political leadership, adequate infrastructure capacity, and incentives. The components
of the Business Attraction program are broken down as follows, including the roles of collaborating organizations. While there is a difference between the non-primary jobs and primary
jobs, the methods for attracting both types of jobs are the same. 8A Website -Having a useable, useable, dynamic, and informative website is an important tool to attracting new businesses.
COWR WR2020 JEC 88 Direct mail is a seldom used but a cost effective way of keeping a community and their COWR resources in front of potential site selector. In front of a targeted list
of firms, this may be an MDEDC 8C 80 8E effective marketing tool. JEC Network with the broker and development community Cold calling can be a productive way of talking to new retailers
and getting them interested in sites in Wheat Ridge. Referral-the most efficient way to attract businesses and the ultimate goal of any jurisdiction is to be referred by others including
broker and developers. • WR2020 COWR JEC WR2020 COWR COWR JEC WR2020 Draft 0713 -19
Action Item 9: Business and Development Assistance & Incentives -Defining these policies will give the business community a sense of predictability, and help the business understand
what they can and can not ask for in terms of assistance and incentives. The components of the Business and Development Assistance & Incentives program are broken down as follows, including
the roles of collaborating organizations. 9A 9B 9C 90 9E 9F 9G ••
Land Transactions -The purpose of this incentive is to assist developers with land acquisition and assemblage for meritorious projects in targeted investment areas. Urban Renewal (TIF)
-Tax Increment Financing (TIF) is a tool authorized under Colorado State statute by which local governments can publicly finance the rehabilitation or demolition of existing structures,
construct or install new streets, utilities, open space and other improvements that serve a public purpose. Expenditures are made within a defined area called an urban renewal area.
The tax increment is derived from the difference in appraised value between the year in which the area and TIF was formally established by Council (base year) and each year is in existence,
for a period not to exceed 25 years. The increment is generated by real property tax and/or sales tax resulting from new construction and increases in market values due to public improvements
and redevelopment efforts. Infrastructure Cost Participation -The City may elect to participate, either through a formal program or on a case-by-case basis, in the cost of construction
and /or maintenance of infrastructure that will benefit multiple projects and properties. Pedestrian and Roadway Enhancements and Linkages -It is the City's intent to encourage pedestrian
connections, access to multiple modes of transportation and linkages among activity areas. To this end, the City may participate in projects that advance this objective in the form of
expending capital for infrastructure and maintenance of public improvements. In the context of the priority investment areas or catalyst area, public improvements are considered to encompass
streetscape and roadway improvements that encourage pedestrian and transit access, as well as public space amenities. Capitalized Tangible Personal Property Use Tax Rebates -The purpose
of this incentive is to allow a company shall file an annual request not to exceed 50 percent, for a refund of City personal property use tax be calculated at 15 percent plus five percent
per each five full-time employees earning double or more the Federal minimum wage on average during each incentive year, based on the Company's quarterly Forms 941 and Colorado Unemployment
Insurance reports multiplied by the total City sales and use tax paid on Capitalized Tangible Personal Property. All rebates are subject to City Council approval and may not be applied
retroactively. Business Development Zone Program -This program allows qualified applicants to request a rebate of building permit fees and building use tax for development projects.
All rebates are subject to City Council approval and may not be applied retroactively. Enhanced Sales Tax Incentive Program (ESTIP) -The ESTIP provides for a share-back of retail sales
tax generated as a result of capital improvements, to local retailers or developers, as reimbursement for capital projects that meet the criteria established as public or public related
improvements. All rebates are subject to City Council approval and may not be applied retroactively. RWR WR2020 WRHA RWR COWR COOT COWR RWR COWR COWR COWR 9H Tax Exempt Bond Financing
-The purpose of this incentive is to provide long-term financing RWR for select economic development projects. Bonds are issued by Renewal Wheat Ridge and exempt from state and local
taxes. Draft 07>13 -20
91 9J 9K 9L 9M 9N E Revitalization Incentive Program (RIP) Grant Program -The program offers up to $11,000 in matching funds to commercial businesses in the City of Wheat Ridge in order
to improve the appearance of individual buildings, as well as the overall look of the city. More funding may be available for extensive renovations done by those paid prevailing wages
through the Large Project category. All improvements must be to areas visible from the public right-ofway. The goal of this program is to leverage private improvements while making revitalization
efforts affordable, creative, and community-based. Building Up Business (BUB) Loan Program -The purpose of this incentive is to provide funds to developers and business owners at a lower
rate of interest compared to conventional loans. This incentive effectively reduces the financial gap of a project, thereby enhancing its financial feasibility. Currently this program
is only available on 38th Avenue between Sheridan and Wadsworth. Federal and State Grants -On an individual project basis, the City may peruse Federal or State grants that directly or
indirectly benefit a development project. Predevelopment Due Diligence -The purpose of this incentive is to provide property owners and developers with market, finanCial, design, engineering
and other related information in an effort to both educate them about opportunities, as well as save them pre-development dollars. Special Districts and Improvement Districts -Special
districts are special-purpose units of local government created to provide a service or services to a specific group of constituents. Assessed taxes are exclusively property taxes. Improvement
districts allow a municipality to levy and collect special assessments on property that is within the City or the City's extraterritorial jurisdiction (ETJ) to be used in the district.
The assessment can be used to fund things including streetscape, infrastructure, security, parks, recreation, parking and other public improvements. Parking Districts -A parking district
is a designated area wherein parking design, development and management issues, beyond those provided for by standard municipal levels of service, are controlled by a select entity.
The purpose of this incentive is to allow property and business owners to share in the cost of infrastructure and services in an effort to stabilize and distinguish a business and/or
neighborhood district, and thereby potentially improve its market position. WRBD COWR WR2020 COWR WR2020 COWR COWR WR2020 COWR conomic Development Plan Definitions Strategic Economic
Development Partner Organizations: an economic development partner is a local non-profit, business association, governmental entity, school, etc. which in its mission provides a service
or resource to the Wheat Ridge business community for the purpose of improving businesses in Wheat Ridge and the business climate. Draft 0713 -21
E conomic Development Partner Organizations Direct ABA Applewood Business Association: The Applewood Business Association is dedicated to the promotion, expansion and development of
its members by providing services that directly aid, support and promote their business and by expressing and supporting common goals for the protection, identity and growth of Applewood
Businesses and the community. BEST Business Education Series Training: (BEST) is a partnership of Jefferson County municipal and nonprofit business specialists which provides high quality
education seminars and training sessions to the region's business community that are relevant, diverse and affordable for the purpose of encouraging successful growth in a challenging
business climate. EWR Enterprise Wheat Ridge: To foster the success of our members and the economic health of Wheat Ridge. JCBRC Jefferson County Business Resource Center: provides access
to resources and comprehensive services at no cost or low cost for start-up businesses and established businesses in the county. Our approach is that of "Economic Gardening" where entrepreneurial
activity is fostered by providing the essential information, infrastructure, and connections needed for business development and growth. JEC Jefferson Economic Council: concentrates
on creating, expanding, and retaining high-paying primary jobs that fuel the economic health and vitality of our community. MDEDC Metro Denver Economic Development Corporation: to create
a competitive environment that attracts companies and jobs is backed by the region's business community, with primary funding coming from private-sector investors, as well as participating
cities and counties. Strategic initiatives are developed among our partners, with final decision-making authority by an investor board of directors. OEDIT Colorado State Office of Economic
Development and International Trade: fosters a positive business climate that encourages quality economic development through financial and technical assistance provided in support of
local and regional economic development activities throughout the State of Colorado. RWR Renewal Wheat Ridge: Renewal Wheat Ridge is entrusted by the City of Wheat Ridge to accelerate
and enhance development and redevelopment in targeted investment areas and to implement the City's approved plans. West The West Chamber Serving Jefferson County: Creating a strong local
economy -Promoting the Chamber community -Providing exclusive benefits -Advocating for business with government -Providing leadership and collaboration WR2020 Wheat Ridge 2020: Advancing
Wheat Ridge as a vibrant and sustainable community. WRBD Wheat Ridge Business District: administers a Revitalization Incentive Program (RIP) providing matching grant assistance for facade,
and sign improvements, and design assistance for Wheat Ridge businesses. Draft 0713 -22
Local Economic Resources Development COOT Colorado Department of Transportation: To provide the best multi-modal transportation system for Colorado that most effectively moves people,
goods, and information. CLS Colorado Lending Source: Colorado Lending Source is a private, nonprofit, economic development organization with a mission is to foster the economic growth
of diverse small businesses within our communities. JCAR Jefferson County Association of Realtors: JCWC Jefferson County Workforce Center: is a strategic, deliberate and inclusive organization
invested in performance excellence. We are committed to preparing individuals for successful career transitions, promoting self-reliance and ensuring a quality workforce for our business
and future industry needs. MINES Colorado School of Mines: Colorado School of Mines is a public research university devoted to engineering and applied science. NREL National Renewal
Energy Laboratory -NREL is the only federal laboratory dedicated to the research, development, commercialization and deployment of renewable energy and energy efficiency technologies.
R-l Jefferson County School District: To provide a quality education that prepares all children for a successful future. RRCC Red Rock Community College: to create a passion for learning
through our dedication to students, our commitment to excellence and our own love of learning. SBA Small Business Administration: aid, counsel, assist and protect the interests of small
business concerns, to preserve free competitive enterprise and to maintain and strengthen the overall economy of our nation. SBOC Small Business Development Center: provides management
assistance to current and prospective small business owners. SBDCs offer one-stop assistance to individuals and small businesses by providing a wide variety of information and guidance
in central and easily accessible branch locations. VC Venture Capitalist: a person or investment firm that makes venture investments, and these venture capitalists are expected to bring
managerial and technica l expertise as well as capital to their investments. WRHA Wheat Ridge Housing Authority: Bring balance to the housing ownership /rental percentages in Wheat Ridge,
improve property values, and help the working class attain the American Dream of home ownership Draft 0713 -23
~ ~ , ~ .... J P' City of • ? WheatR!9ge 2010 City of Wheat Ridge Economic Development www.wheatridge.co.us
~ ~ . .( ~ ~ City of ~~Wheat~dge ~ADMINISTRATIVE SERVICES Memorandum TO: Mayor and Council THROUGH: Patrick Goff, City Manager \ ~ Heather Geyer, Interim Administrative Services Director
) . FROM: Karen M. Croom, Human Resources Manager ~ DATE: July 19,2010 SUBJECT: 2010 Mid-Year Employee Compensation Analysis As you are aware, the City conducts a market analysis on
all of the City's positions each year for the purpose of determining what wages are generally prevailing in similar cities within the Denver metropolitan area, specifically: Arvada Brighton
Broomfield Castle Rock Commerce City Englewood Golden Greenwood Village Lafayette Lakewood Littleton Louisville Northglenn Thornton Westminster As approved by City Council, the City
strives to remain at the 70th percentile of the market for sworn positions and 55th percentile for all civilian positions. A market study was conducted in 2009 which indicated that to
maintain these percentiles and to remain competitive our compensation plans required upward adjustments of on average 3.82% for sworn positions and 2.38% for civilian positions. Due
to severe budget constraints in 2009, market adjustments were forgone, saving the City approximately $320,000 in 2009 and 2010. The 2009 adjustments to salary ranges in our comparable
cities were as follows: • Four (4) agencies placed a freeze on salary ranges -Brighton, Lafayette, Louisville, and Northglenn. • General across-the-board increases were granted by Lakewood
at 2.9%; Castle Rock, 2%; Commerce City, 1.5%; and, Golden, 5.5% for non-exempt and 2% for exempt. • The remaining seven (7) organizations awarded salary range adjustments based on their
market comparisons with varying percents applied to positions.
Mid-Year Compensation Analysis July 19, 2010 Page 2 The 20 I 0 adjustments to salary ranges in comparable cities were as follows: • Nine (9) agencies placed a freeze on salary ranges:
Castle Rock, Englewood, Golden, Lafayette, Lakewood, Louisville, Northglem, Thornton, and Westminster. • General Across-the board increases were granted by Commerce City at 1.3%. • Three
(3) organizations awarded salary range adjustments with varying percents applied: Broomfield and Littleton salary ranges reflected a combination of increase and decrease; Greenwood Village
salary ranges for all positions were reduced. In summary, the market study for 2010 indicates that to maintain the percentiles the City has established and remain competitive our Compensation
Plans require adjustments at a rate of 2.66% for civilian positions and 2.82% for sworn personnel. Should the Council determine to move forward with this, the mid-year adjustment cost
would be $210,985, ($81,575 for sworn and $129,410 for civilian). City Manager Recommendation Personnel-related expenses account for the largest portion of the City's budget; therefore,
maintaining this investment is a high priority. City Council has contracted with a consulting firm to review the City'S market adjustment policy and procedures to ensure that the City
is utilizing best practices in maintaining competitive compensation plans. The results and recommendations from this study will be considered for implementation in the 20 II budget.
As mentioned above, 2009 market adjustments were forgone saving the City approximately $320,000 in 2009 and 20 I O. In addition, employee merit step increases were frozen in 2010 saving
the City approximately $200,000. Employees were also asked to take six (6) mandatory furlough days in 2009 and 2010 which equated to an approximate temporary salary reduction of just
under 3 percent., saving the City approximately $360,000 in 2009 and 2010. Due to the personnel related cuts mentioned above and a comprehensive budget reduction program in 2009, the
City was able to increase its General Fund reserves by approximately $3.0 million at the end of the 2009 fiscal year. Total General Fund revenues through May 2010 are 12.8% (-$1.0 million)
higher than the same period in 2009. Sales tax revenues are 6.6% (-$300,000) higher than the same period in 2009. As the 2010 market study has indicated, a majority of the City's comparable
cities have frozen or made reductions to their compensation plan salary ranges. If these policies remain consistent throughout the 2010 fiscal year, 2011 mid-year adjustments to the
City of Wheat Ridge compensation plans may not be warranted. With these factors in mind, the City Manager's recommendation to City Council is to approve the 2010 mid-year market adjustments
for all sworn and civilian employees. Ikc