HomeMy WebLinkAboutStudy Session Packet 08/16/2010
STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO City Council Chambers 7500 W. 29th Ave. August 16. 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) 2nd Quarter Budget Update 2. Financial Checkup Report -Clifton Gunderson
3. Storm Water Ordinance Revisions 4. Economic Development Program Discussion
Memorandum TO: FROM: Mayor and City Council Patrick Goff, Deputy City Manager DATE: August 9, 2010 SUBJECT: Budget Report for the Six Months Ending June 30, 20010 In this document
we present the six month budget report based on revenues received and appropriations expended through June 30, 2010. The purpose of this report is to apprise the City's policy makers
and Department Directors of the current budgetary status. While analyzing this report, please keep the following in mind: • This report includes an analysis of the General Fund only.
Attached to this report you will find detailed spreadsheets containing a budgetary trend analysis and current budget status update for the General Fund and all Special Revenue Funds.
General Fund Revenue Analysis of Projected Revenue -Pro-Rated to Historic Average The City does not receive its revenue evenly throughout the year. In other words, we cannot simply divide
total projected revenues for the year by 12 to determine what monthly revenues will be. Each revenue revenue source is unique and is collected by the City on different timeframes. For
example, the historic average percentage for sales tax revenues for the first six months of the budget year is 38.8%. This means that, on average, 38.8% of sales tax revenues are received
during the first six months of the year and 61.2% are received during the second six months of the year. As an example from the table below, multiply the historic average percentage
for sales tax revenues (38.8%) by the 2010 Projected Revenue ($14,112,219) which gives you the Pro-Rated Revenues for January to lune ($5,475,541) or what revenues should be coming in
based on historic averages. Next, compare Pro-Rated Revenues with Actual Revenues for January to June ($5,866,696) to determine if the revenue source is over or under projections. In
this example, sales tax revenues are $391 ,155 over pro-rated revenues or 107% of pro-rated revenues. A pro-rated revenues percentage at or above 100% means the revenues are being collected
as projected projected or are exceeding projections. A pro-rated revenues percentage below 100% means that the revenues being collected are not meeting projections for the first six
months of the budget year.
Revenues 2010 Pro-Rated Actual (Under) Over 0/0 Projected Revenues Revenues Jan-Pro-Rated Pro-Rated Revenue Jan-June June Revenues Revenues Sales Tax $14,112,219 $5,475,541 $5,866,696
$391 ,155 Other Taxes $2,592,360 $1,311 ,734 $1 ,429,378 $117,644 Use Taxes $2,250,000 $897,750 $1,108,029 $210,279 Licenses $1 ,006,550 $437,849 $692,365 $254,516 Intergovernmental
$1 ,992,999 $655,697 $733,894 $78,197 Services $911,225 $454,701 $488,265 $33,564 Fines & Forfeitures $749,300 $386,639 $360,626 ($26,013) Other $498,554 $206,401 $165,010 ($41,391)
Total $24,113,207 $9,826,312 $10,844,263 $1,017,951 2010 Projected Revenue: projected General Fund revenuesforfiscal year 2010. Pro-Rated Revenues Jail-Julie: what collected revenues
should befor thejirst six mOllths based on the historic average (2000 to 2005) of revenues collected for the jirst six months of the year. Historic averages: Sales Tax (38.8%); Other
Taxes (50.6%); Use Taxes (39.9%); Licenses (43.5%); Intergovernmental (32.9%); Services (49.9%); Fines & FO/fei/ures (51.6%); Other (41.4%); Total (40.4%). Actual Revenues Jan-June.'
General Fund revenues received through June 30, 2010. (Under) Over Budget Pro-Rated Revenues.-revenues under or over pro-rated revenues. % Pro-Rated Revenues: 100% indicates revenues
are on schedule; < 100% indicates revellues are less than projected; > 100% indicates revenues are greater than projected. 107% 109% 123% 158% 112% 107% 93% 80% 110% Overall, General
Fund revenues are about $980, 191 over pro-rated revenues or 110% for the first six months 0[2010. (In 2009 General Fund revenues were $1.2 million under pro-rated revenues or 89% for
the first six months of2009.) General Fund Expenditure Analysis of2010 Adjusted Budget -Pro-Rated to Historic Averages General Fund expenditures can be analyzed in the same way as revenue;
however, the lower the pro-rated expenditure percentage the better. Overall, General Fund expenditures are about $1.1 million under pro-rate expenditures or 91% for the first six months
of2010. (In 2009 General Fund expenditures were $1.6 million under pro-rated expenditures or 88% for the first six months of2009.)
Expenditures 2010 Pro-Rated Actual (Under) Over 0/0 Adjusted Expenditures Expenditures Pro-Rated Pro-Rated Budget Jan-June Jan-June Expenditures Expenditures General Gov't $6,837,253
$4,013,468 $3,435,430 ($578.038) Community Dev $1,410,978 $660,338 $549,773 ($110.565) Police $8,519,475 $4,021,192 $3,873,421 ($ 147,771) Public Works $3,645,056 $1,760,562 $1,746,132
($14,430) Parks & Rec $4,194,289 $1,933,567 $1 ,636,154 ($297,413) Total $24,607,051 $12,389,127 $11,240,910 ($1.148.217) 2010 Adjllsted Blldget: 2010 budget as adopted by Cily Council
with the addition of supplemental budget appropriat ions through June 30, 2010. Pro-Rated Expenditllres Jan-Jllne: what expenditures should be for the first six months based on the historic
average (2000-2005) of expenditures for the first six months of the year. Historic Averages: General Gov 't (58.7%); Communily Dev (46.8%); Police (47.2%); Public Works (48.3%); Parks
& Rec (46. 1%); Total (49.9%). Actllal Expenditllres Jall-Jllne: General Fund expenditures through June 30, 2010. (Ullder) Over Blldget Pro-Rated Expellditllres: expenditures under or
over prorated expenditures. % Pro-Rated Expetlditllres: 100% indicates expenditures are on schedule; < 100% indicates expenditures are less than projected; > 100% indicates expenditures
are greater than projected. General Gov't: includes Legislative, City Manager 's Office, City Attorney, Cily Clerk 's Office, Cily Treasurer, Central Charges, Municipal COllrt and Administrative
Services. General Fund Revenue Analysis -2009 and 20]0 Comparison 86% 83% 96% 99% 85% 91% Total General Fund revenues (excluding transfers and fund balance) are lip 10.0% ($900,139)
for the first six months of201 0 compared to the same period in 2009.
Revenue 2009 2010 Percentage 6-Months 6-Months Change Sales Tax $5,618,050 $5,866,696 4.4% Other Taxes $1 ,371 ,107 $1,429,378 4.2% Use Taxes $901 ,589 $1 ,108,029 22.9% Licenses $425,204
$692,365 62.8% [ ntergovernmental $620,070 $733 ,894 18.4% Services $432,612 $488,265 12.9% Fines & Forfeitures $357,834 $360,626 0.8% Other $127,658 $165,010 29.3% Total $9,854,124
$10,844,263 10.0% $6,000,000 .-------:=-------------------------, $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Sales Tax Other Taxes Use Taxes Supplemental Budget Appropriations
licenses Intergovernmental ServICes 10 2009 . 2010 1 Fll"les& Forfeitures "'"''' In the first six months of2010, City Council has approved supplemental budget appropriations in the amount
of approximately $2.0 million for various purposes (see attached). Of this amount, about $1.7 million was carried over from encumbrances from previous years for projects that were nol
completed (primarily for Discovery Park). The additional $263,480 was appropriated from the General Fund and CI PFund undesignated reserves for new expenses.
Special Revenue Funds Revenues and Expenditures 2000-2010 Police Investigation Fund -17 Accounts for assets seized by the City's Police Department. 2000 2001 2002 2003 2004 2005 2006
2007 2008 2009 2010 2010 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Budget 2nd Quarter Revenues $30,699 $6,613 $7,312 $17,633 $680 $1,031 $251 $68,282 $7,049
$42,104 $500 $1 ,014 Expenditures $19,757 $32,540 $32,016 $32,685 $58,658 $36,071 $12,578 $2,571 $36,002 $3,924 $25,000 $24,604 Transfers InlOut $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund
Balance, Beginning ,825
Fund Balance, Ending $182,456 $156,529 $131 ,825 $11 6,773 $58,795 $23,755 $25,578 $91,289 $62,336 $100,515 $68,939 $77,489 Capital Project Fund -30
A comprehensive ten-year program which projects the financing and construction of major durable and fixed assets. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2010 Actual Actual
Actual Actual Actual Actual Actual Actual Actual Actual Budget 2nd Quarter Revenues $5,088,620 $5,332,135 $5,32 1,308 $5,26 1,979 $5,273,321 $729,759 $826,512 $452,854 $431,558 $747,576
$376,782 $103,603 Expenditures $3,530,345 $3,103,803 $4,035,726 $2,500,250 $2,732,474 $1 ,596,946 $6,625,577 $2,352,338 $2,647,566 $2,285,229 $1 ,604,246 $1 ,232,462 Transfers InlOut
-$1,473,594 $367, 130 -$1 ,658,581 -$2 ,677,000 -$1 ,980,467 $4,275,000 $3,450,000 $2,800,000 $2,875,000 $0 $1 ,000,000 $500,000 Fund Balance, Beginning
,937,781 ,740,373 ,954,830 ,695 §3,793,035
Fund Balance, Ending $2,442,212 $5,037,674 $1 ,564,782 $1 ,825, 102 $2,515,210 $6,163,403 $3,895,965 $4,67 1,694 $5,330,687 $3,793,034 $3,062,892 $3,164,176 ·2004 2004 Beginning Balance
includes $41 5,1 51 residual transfer from 2/5th portion of Hotel/Motel Fund Open Space Fund -32 The City, along with Jefferson County and adjacent Colorado municipalities, have agreed
to jointly develop "Open Space". The cost of such development is funded by a County sales tax which is shared with the City under a deferred formula. 2000 2001 _ 2002 2003 2004 2005
2006 2007 2008 2009 2010 2010 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Budget 2nd Quarter Revenues $1,478,086 $981,864 $1,059,145 $1 ,127,589 $1 ,059,250
$900,810 $1 ,265,603 $1 ,225,936 $929,583 $876,668 $1 ,745,720 $447,225 Expenditures $1,027,751 $321,103 $974,000 $377,516 $388,838 $309,974 $1,038,779 $1 ,072,441 $1,807,701 $977,747
$2,477,356 $1 ,688,751 Transfers InlOut -$908,360 -$665,700 -$458,650 -$700,000 -$615,000 -$579,650 $0 $985,372 -$200,000 $0 $0 $0 Fund Balance, Beginning
§1,523,202 005
Fund Balance, Ending $450,450 $445,511 $59,797 $109,870 $223,400 $256,238 $384,334 $1 ,523,201 $445,084 $344,005 -$518,735 -$897,521 • 2004 Beginning Balance includes $28,649.43 residual
transfer from Park Acquistion Fund
Municipal Court Fund -33 Special Revenue Funds Revenues and Expenditu res 2000-2010 This fund is used for equipment maintenance, office furniture , victim services and miscellaneous
court and probation expenses. 2000 2001 2002 2003 2004 2005 2006 Actual Actual Actual Actual Actual Actual Actual Revenues $43,943 $45,408 $41,123 $40,149 $30,772 $28,675 $32,413 Expenditures
$44,406 $36,634 $35,775 $45,363 $37,469 $27,140 $30,632 Transfers In/Out $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning 143 F6,492 F 1,278
Fund Balance, Ending $62,370 $71 ,144 $76,491 $71 ,278 $64,581 $66,115 $67,896 Richards Hart Estate Improvement Fund -35 This fund is used to upgrade
and improve Richards/Hart Estate. 2000 2001 2002 2003 2004 2005 2006 Actual Actual Actual Actual Actual Actual Actual Revenues $16, 123 $14,732 $68,056 $63,500 $23,365 $15,048 $13,045
Expenditures $4,670 $36,500 $8,033 $68,460 $16,258 $14,589 $847 Transfers In/Out $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning 130 $2,562
Fund Balance, Ending $29, 130 $7,362 $62,585 $42,303 $49,409 $52,723 $67,755 Senior Fund -53 Accounts for contributions and related
expenditures made to the Wheat Ridge Community Center. 2000 2001 2002 2003 2004 2005 2006 Actual Actual -Actual Actual Actual Actual Actual Revenues $20,160 $20,312 $20,879 $16,183 $17,103
$14,492 $15,543 Expenditures $25,261 $7,060 $11 ,595 $7,276 $18,277 $24,039 $9,527 Transfers In/Out $22,311 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning
,296 ,803 Fund Balance, Ending $37,724 $50,976 $38,831 $47,738 $31,296 $21 ,749 $27,819 2007 Actual $35,271 $37,102
$0 $66,065 2007 Actual $17,449 $17,961 $0 $67,243 2007 Actual $10,642 $6,582 $0 $31,879 • Teen portion of Fund closed at the
end of 2003 and transferred to Recreation Center Fund. Residual transfer = $15,267.69. Senior Center Fund closed at the end of 2007 and transferred to Wheat Ridge Foundation. 2008 2009
2010 2010 Actual Actual Budget 2nd Quarter $33,302 $27,883 $39,500 $12,658 $37,611 $28,797 $55,000 $5,263 $0 $0 $0 $0 ,756
$61,756 $60,842 $22,756 $68,236 2008 2009 2010 2010 Actual Actual Budget 2nd Quarter $19,523 $27,056 $20,500 $12,536 $68,144 $12,697 $23,050 $3,398 $0 $0 $0 $0
121 $18,621 $32,980 $26,571 $42,119 2008 2009 2010 2010 Actual Actual Budget 2nd Quarter $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0
Special Revenue Funds Revenues and Expenditures 2000-2010 Conservation Trust Fund -54 Accounts for funds received and restricted as to use in the acquisition, development and maintenance
of park and recreation sites pursuant to Colorado Revised Statutes. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2010 Actual Actual Actual Actual Actual Actual Actual Actual
Actual Actual Budget 2nd Quarter Revenues $303,038 $356,084 $475,791 $369,103 $291,176 $296,376 $365,953 $446,525 $331 ,897 $407,904 $391 ,970 $134,799 Expenditures $88,441 $145,998
$916,474 $84,221 $301, 155 $247,957 $296,400 $642,287 $233,595 $54,121 $923,335 $718,580 Transfers InlOut -$190,000 -$56,805 $225,030 $0 $0 $0 $0 $300,000 -$300,000 $0 $0 $0 Fund Balance,
Beginning $7,8 12
Fund Balance, Ending $106,079 $259,360 -$12,581 $$292,694 $287,356 $335,774 $405,612 $509,850 $308,152 $661 ,935 -$340,347 $78,154 Crime Prevention
Fund -63 3/5th (60%) por/ion of 5% lodgers tax for Police and Code Enforcement 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2010 Actual Actual Actual Actual Actual Actual Actual
Actual Actual Actual Budget 2nd Quarter Revenues $545,383 $326,314 $381,217 $249,419 $227,066 $265,470 $328,131 $395,037 $348,707 $298,269 $294,000 $118,926 Expenditures $168,955 $324,844
$313,073 $550,703 $256,109 $293,979 $315,531 $325,342 $341 ,685 $331,469 $358,405 $150,879 Transfers InlOut -$50,000 -$18,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning
,252 Fund Balance, Ending $458,004 $441,474 $509,618 $208,334 $179,290 $150,782 $163,382 $233,077 $240,098 $206,898 $1 16,847 $174,945 Recreation Center
Operation Fund -64 Accounts for recreation center revenue and recreation program expenditures. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2010 Actual Actual Actual Actual
Actual Actual Actual Actual Actual Actual Budget 2nd Quarter Revenues $1,403,202 $1,679,528 -$1,843,857 $1 ,957,424 $2,054,941 $2,135,133 $2,099,901 $2,143,912 $2,088,185 $2,034,887
$2,093,818 $993,967 Expenditures $1, 127,291 $1,638,157 $1,823,986 $2,007,572 $2,189,031 $2,199,61 1 $2,153,726 $2,031,586 $2,210,301 $2,436,903 $2,360,597 $1 ,045,984 Transfers InlOut
$0 $0 $2,251,120 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning $410,922
Fund Balance, Ending $410,922 $452,293
$2,723,284 $2,673,186 $2,554,363 $2,490,030 $2,438,861 $2,551,216 $2,429,100 $2,027,149 $$1,790,614 $1,975,066 ·2004 Beginning Balance includes $15.267.69 residual transfer from Teen
portion of the SeniorfTeen Fund •. Transfer Out reserved for maintenance and equipment replacement.
SUPPLEMENTAL APPROPRIATION Resolution 09-2010 12-31-09 re-emcumbrances Resolution 03-2010 WadslNOrth Median Project Resolution 08-20 10 WRTV8 Vldeostreaming Software Resolution 11-2010
Code Consultants Resolution 18-2010 Police Vehicle Replacements Resolution 21-2010 Matching funds for Wheat Ridge 2020 Resolution 28-2010 Annual Main!. Community Bulletin Board Resolution
30-2010 Town Meeting Resolution 33-2010 Wheat Ridge Business District Resolution 34-2010 Employee Compensation/Structure Analysis Totals Updated 06-30-10 ACCOUNT NUMBER various 30-303-840
01-111-755 01-122-704 01-303-807 01-105-721 01-111-755 01-102-780 01-105-710 01-102-750 $ $ $ $ $ $ $ $ $ GENERAL FUND 300.363.72 12,533.40 20,000.00 73,861.00 20,966.00 8,620.00 3,000.00
30.000.00 24.500.00 $ $ $ 493,844.12 $ 2010 Supplemental Budget Appropriations CIP FUND 107.464.24 70.000.00 POLICE INVEST FD $ 177,464.24 $ $ $ OPEN SPACE MUNICIPAL RICHARDS FUND COURT
FUND HART FUND 897.848.82 $ $ 897,848.82 $ $ CRIME CONSERVATION PREVENTION REC CENTER TRUST FUND FUND OPERATING $ 418,335.18 $ $ $ 1,724,011.96 $ 418,335.18 $ $ $ 1,987,492.36
General Fund Revenues/Expenditures 2000-2010 2000 2000 2001 2001 2002 2002 2003 2003 200"" 2004 1005 2005 2006 2006 2007 2007 Z008 2008 2009 2009 2010 2010 6-Monlhs AClUal
Actual 6-Mol1tlls Actual 6-Montlls Actual 6-i\lollths Actual 6-Monlhs Actual 6-,\l0I1ths Actual 6-i\lonths Actual 6-Monlhs AClual 6-i\lontlu Actual 6·Molllhs n,EVENUF.S
SALESTAX(S Sales Tax SI,!S42,756 $4,835,372 $ 1,945.382 $4,997,185 SI,927.809 H939.351 $1,858, 1 19 $4,lN[,879 $ I ,954,274 $5.01:U77 $5,56,",.066 $ 14,726.862 S5,S97,267 $14,883,577
$5,987.023 $14.940.4 14 $5,81 1.821 $14,521, 124 $5,4 I 2.774 $14,[26.795 $5,636,639 $13.437,219 Sales Audils 50 50 SO SO 50 SO $0 50 50 50 565,550 $2 [3,652 $[01.729 5260,695
$ 124.740 $155.293 5236,459 5434.832 57 1,259 5129.3 16 5121,699 5355,000 EST1P 5 19.076 S61.342 531 .389 553.363 519.888 534.507 SI2.213 521,493 511.085 520.600 $31,870 S61.-105 533.831
563.212 $26.919 516,919 50 50 50 50 SO 50 WRURA· rown Center 534.946 550,000 538,124 550.000 536,392 534,994 57,384 51 1, 191 5 14.174 $10, 161 5100.000 5100,000 5100,000 5100.000 5
100.000 S340,917 S151,852 5323.656 5\32,507 5219,287 5 108.358 5300,000 WRURA -WR Cyclcr)' 50 SO 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 515,696 50 $1·.tj8 1 50 510.000 WRURA· Walgrccns
Sl.l.lQ 54436 TOTAL SAl ES TAXES 5 1,896.778 $4,946,7 14 52.0 14,995 55,100,54! 5
1,984.089 55.008,852 5 1,877.716 $4,924,563 $ 1.979,533 55,053,13S S I5.[01.919 $6.133.827 SI5,307,4S4 56,23g,6S2 $15,563,543 S6,210. 133 $ 15.295,3011. 55,618,050
5 14 ,504.4 15 $14,112.2 19 .9.53°0 4.43"0 OTl .. : n. TAXES Rea l Property Tax 5445,326 $626,098 5462,706 5628,435 5488,023 5690.306 S483,506 S663.125 $486,792
$677,889 $497.170 5693, 131 5515,975 5703.303 5528,421 57 11 ,523 $566.715 577 1.625 $562.491 $778,465 $559,836 5765,860 Liquor Occupational Ta'l( $27,797 558,297 530.341 560,5-13 S27,181
56 1. ISI 532,544 566.794 S34,857 567,606 515,5 J3 563,280 514,134 550,384 53 1,658 563,790 532.247 $58.647 53 1,635 S52,685 535,149 $59,000 AUio Ownership Tax 532,678 578,757 533,681
$82,418 533,6 17 $8 1.1 62 530,965 $76,672 S30,775 574,488 527,855 $67.571 526,905 $64,001 527,414 $65,066 S26,058 $6 1,789 $23.095 555,902 S20,74I 555.000 Xcel Franchise Tax 5381,224
$888,909 5522,37!S $1,002,6 10 5395,728 5865,410 $417,935 $993.452 5493,034 SI.062,193 5523,763 $1, [S I ,271 $614,019 $1,198,671 5562,38 I SI,145,227 $598. 167 $1,]29,589 $43),829 S
I,17 1.307 $487.958 5975,000 Telephone Occupa\ Ion Tax 595,288 $ 190,575 595,288 $ 190,575 595,288 5190,575 595,288 5425,343 $ 131,745 5248,S24 5 11 '.036 5243,359 5 11 6,134 5241 ,747
5 114,434 $240,979 $ 106,002 5237,471 5 135,128 $260,757 S137,831 5260,000 Lodgers Tax 5 195,327 5529,417 S 19 1,796 5498,41 9 5 178,35 1 5469,492 5150.809 $407,455 $135,688 S374,844
S1 47,597 $420.293 517[,044 $485,112 $ 18]. 179 5527,305 $191.653 $510,027 5164,02 1 $442,624 5166,755 5435,000 Admissions Amusement Tax 523 004 $48 989 522 325 $46184 $20935 S±l.lli
$22 367 545 73 1 $22 139 545 343 $20,754 $41,686 $20450 $42,988 519637 $42 139 5202 14 $43990 544 045 $2 1 108 $42 500 TOTAl ontER TAXES 51,200,644 51,421,0 .. n 5 1.358,5 15 $2,509,184
51,239,123 S2,402,687 SI,233,4 14 52,678,572 5 1.335,030 S2,55 1 , 187 51.360.688 S2.710,591 51.488,661 S2,786.207 51.467,124 52.796,029 S I,541,066 53.0 13.138 SI,37 1, 107 S2,805.785
S1.429,378 S2.5Q2,360 _11.03°0 4.25°0 LISE TAXES Usc Tax .. Professional $382, 195 5912,405 53 11.896 5851,660 5366,742 5877. 192 $328,5 10 880 1.999 5279,278 5567,550 5455,131 5780,
121 52(1).& 12 S679,887 $217,344 $900,256 $4 12,074 5 1,098,650 $480,332 SI,230,780 5560,258 5800,000 Use Tax -Building $ 12 5,954 5265.712 $ 160.775 5378,555 $353,352 $486.718 $133,34
1 5372,62 1 5237,285 53 1H,312 S153.931 5550.980 5318,673 S517,339 $442,159 $1,19,",,427 $ 1,072,455 52,164,911 $159,910 $ 1,075,425 $262.435 $650.000 Usc Tax .. Aulo 530 1027 5908029
$266,208 8926462 5302 369 5904,502 $240,270 5805 840 $165,627 5820386 5359,621 $[092305 $329298 i l OJ6519 $3986X9 i l 196482 5346 X84 S I 000765 i26 1 J47 8900 181 $285 336 $800000
To-! AL USE TAXES 5809, 176 52,086.146 $738,879 52,156,677 51,012.463 52,268.412 S702, 121 5 1.980,460 $782. 190 S 1.706.248 S2,423,406 5947,783 52.233,745 SI,058,192
53.291, 165 5 1,831,413 54,26-1,326 590 1.589 53,206.386 $1.108.029 52.250,000 .50.77°0 22.900 0 TOTAL Ttl.\' REI '£,VUE S3. 1)06. 59l'{ S9, 453. 902 $4.112.389 $9.766.409 $4.245.675
$/).679.951 S3,8/3.251 59.5.'13.51)5 $4,OWI, 753 S9.310.57J $](J.2J5.917 $8.570.271 .$20.317.436 58, 7(d. 99H $11.650.737 $"9.5/'12.612 521.571.772 S7.81)().74fi
S10.5/6.5X6 $/'1,404.103 51.'1.954.571) .. 17.66°0 6.51 00 LICENSE IlEVENUES Amuscment Machine License $4,320 58.640 $4.860 $9, 180 55,840 58,000 S5,640 59.900 56.780 510.380 $7.761
S 10,2S1 57, 140 5 11 ,760 55,400 58.340 55.580 $9,120 $5,760 58,580 $4.265 59.000 Arborisl License 51,070 5 1,105 $ 1.1 35 5 1, 185 $1,045 $ 1.070 5 1,385 51 ,490 $ 1.495 S2.330 8795
5900 51,615 51,685 5 1,395 $ I ,430 S 1.515 $1.540 81,480 5 1,690 SI,645 51,550 ConlraclOrs License 528,816 856,816 528,329 559,229 $31,524 564.560 S33,200 $65.740 $33.575 572,1)3 1
S3!>:.750 S73,625 S34,105 S70560 $40.925 575.240 $40.460 582,510 539,025 5109.950 850,8 11 575,000 Liquor License Fcc S5, 183 S12,948 56.006 5 11 .533 S5,845 S 12,876 $5.398 S II ,378
56.359 5 12,63g So.041 511.141 S3,921 51 1,175 $5. 146 514,355 53,920 $ 10,496 54.308 5 11 .035 53,999 $10.000 Building Pennils S123,893 S254.451 S13 1,131 5299.727 $209. 142 5334,011
5 160,921 $384,857 514 1,200 $475,637 $17,", ,721 $384,287 $209,052 $377. 186 5 193, 133 $537.303 $410,272 5862,230 5165.889 SI.045,372 5314,091 541 5,000 SUCCI CUI PennilS 58,720 515.578
S 16,599 527,944 517,076 532,690 521.186 $38,971 $24,059 $40,113 530,678 840,641 S 15,349 532,801 511,619 533,485 537,786 576.760 544.078 584.860 5126.071 $92.000 Cablc TV Penllits 50
S136.355 560.000 $302,542 572. 127 5261. 175 $65, I 86 $26 1,075 563,943 5262.503 565, (97 $267.497 567,768 5284,127 S72,!Q4 5303,286 $77 .66 1 5324,999 $8 1,348 5338.075 586,309 $310.000
Elcvalor Inspection Fees 53.737 S8,267 $1 1,040 514,604 58,580 59.768 5 12,870 $ 12.870 S 1 3,464 513,596 $ 11 .602 SII,602 5 16,160 S16, 160 $ 16,480 517, 120 516.640 S 16.640 S24,4[0
526.090 52[,1 10 524.000 l3usincss License FL'CS 530,805 533,235 $32 ,984 $35.496 5 18.090 $35.800 529.850 532,961 $66.340 $71,205 572.880 577.725 S43,746 $54,522 $59,727 866.539 559.582
$63,777 548,906 $53,132 573,924 560,000 P:l\\ n Shop License Fees 510000 $10000 510000 510000 liQ.QlQ 810000 S10000 $ 10000 510000 i!Q.QQQ S10000 510000 liQ.QlQ liQ.QlQ $15000 515000
5 10000 i!Q.QQQ 510000 510000 510,040 510000 TOTAL LICENSE REVENUES S2 1 6,544 5537.396 S302.085 5771.440 5379,279 S770,950 $H5.636 5819,242 S,",67.215 597\ ,333 $41l'i,426 SSl'i7,699
5409.596 5869.986 $42 1.649 SI.072.09S 5673.416 $ 1.458.072 $425.204 $ 1.688,784 5692.365 51.006,550 -36.86°11 62.83°11 Prepared by pgoff 08/10/2010 Page 1
General Fund Revenues/Expenditures 2000-2010 2000 2000 2001 200 1 2002 2002 2003 2003 2004 2004 Z005 2005 200() 2006 2007 2007 2008 2008 1009 2009 1010 ZO IO 6-,\lolllhs ArlUl11 6-1\lolllhs
Arl ll:11 6-l\lolllhs Artu;jl 6-Mulllhs Actual 6-l\1onlhs Act ll ;jl 6-l\ loll ths Aclual 6-1\I0ll lh .. Aci llal 6-Molllhs Arillal 6-l\1oll ths Ari ulil 6-l\1oulhs Artll ;jl 6-Months
Budget REVENUE Cigarette Tax 557,005 5177,-13-1 S53.m SI72,562 55 1,132 5166,860 550,305 SI64,446 S51,431 SI 77.529 $36, 160 $143,787 $-18,532
5 14-1,862 $40,269 $130,32'1 S35,636 SII!I ,02-1 535,287 S107.699 532,60 I S105.000 County Road and Bridge 5156, 140 $-1-14,220 5151,1 J 8 $-16-1,977 5487.522 S
153.199 $49 1,321 5158,8-15 5467.191 S 164,075 5477,05S 515-1,-112 547 I ,457 5 156,127 S 151 ,576 5485,614 $150,136 5-182,781 SI61.037 S48;,000 Arvada Ridge Projecl
SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO Sloo,OOO SIOO,OOO SIOO.OOO SIOO,Ooo Sloo,OOO SIOO.ooo SIOO.OOO Illgh\\a) Users" ax 530-1,468 S989,352 5327,70-1 $1,OOO,-IS2 S309,807 S973.403
S298,497 S910,885 S2116.513 5916,263 5272,032 5808,6 15 S271,791 5886,004 5271.05-1 5836,11 S 5265,665 S816,759 5255,495 5892, 198 5322,073 59-1-1,293 Motor Vehicle Registration 547.523
SI1I,373 546,476 S113,006 546,8 11 SI 12.926 S43,577 S107,501 54-1,703 SI06,672 5-13,8-1-1 S105,332 $4-1,716 S105.322 545,063 510S,212 $-1-1,632 S107.900 $-15,452 5108,696 542,37] SIIO,Ooo
Wheat Ridge Fire Department 51-1,200 528,-100 5 1-1,200 528,400 514,200 $28.400 5 1-1,200 528,400 S 14,200 $28,400 51-1,200 $28.400 513,-162 553,846 526,923 S26,923
5-1,72 1 S-l,721 SO SO P&R · After School Spons Prog. SO SO SO SO SO SO 5732 SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO I>oliee· Underage Drinking Grant SO SO SO
SO SO S9.156 SO SO SO SO SO SO SO SO $0 SO SO SO SO SO SO SO Police -Twist Granl SO 12,633 SO $567 $0 SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO I>olice -Domeslic Violence Grant
$0 0 S9,250 SO SO SO SO SO SO .\0 SO SO SO SO SO SO SO SO SO SO SO SO $0 I>oliee -Cops Chill Grant SO 55,528 $567 SO $0 SO SO $0 SO SO SO SO SO SO SO SO SO SO SO SO SO SO Police -Mtn.
Bike Palrol SO 5 10.750 SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO $0 SO SO SO SO Police -BulletproofVesl Grant SO S10.355 SO 50 SO S5,584 SO 55,425 SO S2,090 57,096 S8.760 SO SO 5.f,-.l31
55,-129 52,944 59,536 51,031 $6.297 57,700 Police -Drug Grant (o\ertirne) SO SO 5933 S933 $0 SO SO SO SO SO SO SO SO SO 50 SO SO SI.63' SO SO SO S5,000 Police -AulO Theil
Granl SO SO SO SO SO 50 SO SO SO $0 SO SO SO 55,93-1 SO SO SO SO SO S37,732 S13,438 57S,4M Police -Gel Connected Granl SO SO SO S.f,154 50 SI,361 SO 51,821 SO $777 SO $[,442 $2,250 S4.116
SO SI.799 SI,829 52.729 SI,900 S6.306 S6,348 S2.000 Police -1999 JAIBG Grant SO SO SO 514,586 SO SO SO 10 SO SO 10 SO SO SO SO SO SO SO SO SO SO SO Police -JAIBG Grant SO SO SO
SO S 13,050 SO $16,1 14 $1.f,70-l SI 2,234 $12,234 SO SO SO SO SO SO SO SO SO SO SO Police·
UASI Grant SO SO SO SO SO SO SO SO SO S),OII SO $0 SO 50 SO SO SO SO SO SO SO 0 Policc-IIIDTAGrant SO SO SO 55,328 $ 1,492 57.350 SO S5.060 51,444 53,752 SO SO SI68 SI68 S7,055 511,S:!5
SO 512,221 52,002 58,620 $7,206 515,500 Police -OCDETF -Speed TrOll' 0'1 SO SO SO SO SO 50 50 SO $3.822 53,822 SO SO SO SO SO SO SO SO SO 5876 SO SO Police -LLEBG SO SO SO SO SO $17.105
SO SO S17,300 527,825 SO SO SO 50 SO SO SO SO 50 SO SO SO Police -Cops Justice Depl. Gram SO SO SO SO SO SO SO 51,-I8:! SO SO SO SO SO $0 SO SO SO SO SO 50 SO SO Police -Byrne Memorial
Grant SO SO SO SO SO SO SO SO 50 SO SO $15.-18-1 SO 57,666 $9,547 59.98S $21.583 $590 58,873 51,999 52.000 Pol ice -LMe Foundation SO SO SO SO SO SO SO SO SO SO SO SO
$8.500 S8.500 SO SO SO SO SO SO SO SO Police -Comrn. Policing Grant SO SO SO SO SO SO SO SO SO SO SO SO SO S930 SO SO SO SO SO SO SO SO Safe Routes to School Grant SO SO SO SO SO SO
SO SO $0 SO SO SO SO SO SO $5,923 SO $1,524 S21,1 4:! $21.1-12 SO 10 LEAF SaJety COOT Grant SO SO SO SO SO SO SO SO SO SO SO SO $),380 SI-I .'n;s SO 514.900 S 1 ,-1.-19 S7,000 SO SO
50 SO COPS More 98 Fed Grant SO SO SO SO SO S35,000 SO SO $0 SO SO SO SO SO SO SO SO SO SO SO SO SO Slate of Colorado Wildlire Grant SO SO SO SO SO SO SO SO SO SO SO SO SO 56,000 SO
SO SO SO SO SO SO SO Colorado 1·lome Garden Grant SO SO SO SO SO SO SO SO SO 10 S5.000 S5,OOO SO SO SO SO SO SO SO SO SO SO Surface Trans Imp Grant SO SO SO $0 SO SO SO SO SO SO SO SO
SO SS6,299 SO SO SO SO SO SO SO SO ( DBG Gr.!.nl SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO S97.740 Strcct Smart Grant SO SO SO SO SO SO $0 SO SO SO SO SO SO SO 51.198
SO SO SO SO SO SO Li\e Well Colorado Grant SO SO SO $0 SO SO SO SO SO SO SO SO SO SO $15,081 $15,081 53,000 53,000 SO SO S 12,250 $12,250 CALl'I 10 -Mixed Usc Zoning
SO SO SO SO SO SO $0 SO SO SO SO SO SO SO SO SO SO SO SO SO $6.000 56.000 Walmart Grant SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO SO $625 SO SO $0 SO CO I)arks & Rec roundation
Grant SO SO $0 SO SO SO SO SO $0 $0 $0 SO SO SO SO $2.500 $0 SO $0 SO SO SO Jelli::o Trec Grant SO SO SO SO SO SO $0 SO SO SO SO SO SO SO $0 SO SO SO SO SO SO $22.552 Scicntilic & Cultuml
Grant SQ SO SQ SQ SQ SQ SQ SQ SQ SQ $3700 SQ $3,200 S3,100 S3 100 $2370 S2.370 $:! $2214 52.272 $2500 rOTAL IN·I I·RGOVERNMENTAI S579,336 $1,7N9,295 S59-1,479
S I ,80Q,-IQ5 S587,742 $1,857,717 5560,510 $ 1,732,455 S592,962 5 1,759,836 S55-1.6 .. U $1,609,812 S5-17,2J I $1,808,990 $577,967 SI,7K6, 122 5646.012 51.7-1-.1,369 S620.070 51.786,495
5733,894 $1,992,99C) ... "02°0 18.36°0 Prepared by pgoff 08110/2010 Page 2
General Fund RevenuesJExpendilures 2000-2010 2000 2000 2001 200 1 2002 2002 2003 2003 200-1 ZOO-l 200S 2005 2006 2006 2007 2007 200R 2008 2009 2009 2010 20 10 6-;\ lollths Act ual 6-;\lonths
Actual Ac tu al 6-Months Act ual 6-Montlu Acfual 6-Munths Actu al Actual 6-Months Actual 6-:\ lollths Actual
Actual 6Alollths Iludget SERVICES Weed Mowing Cleanup S21 S3,313 1154 S2,64-t SO 5782 $0 SI,472 SO SO SO SO $0 $0 SO SO SO SO $0 SO SO 50 Zoning Applications $3, 100 S6,635 S.,555 S12,420
$]-I,90R S37,3S3 5 19,850 543,675 $1-1,-115 $47,952 S126,251 $155,203 $26,570 552,617 S23,337 550,530 S18,905 $41,934 $9,655 S22.925 S2-I,373 $20,000 Planning Reimbursement Fees $3,070
18,856 $4,063 S6,313 5-1,97 1 110.9 13 $-1,235 $6,83K 51,631 54, 181 51,273 S-l,554 S3,II0 S6,6.1 SI,740 $2,790 52,0-10 S4.640 S990 S2.29-1 SI,110 S6,300 Engineering Fet.'s S5,060 510,779
S-l,58 1 51),155 56,580 S13,007 S7,531 S9,391 57,576 511.953 S9,842 520,511 $3.291 57,-122 52.677 S5.9-14 53,779 S5,192 11,750 S3,250 $3,5-10 59.000 Misc. Zoning Fees 1667 $2,19-1 SI.6-16
16,588 S2,69-1 S6,9-12 56,705 59,991 5852 S2,632 SI.2 IS 52,767 $956 S2,532 $2.86-1 53,997 S576 SI.-I06 5988 SI,310 SI,14-1 52.000 Plan Rc\ le\, Fees 535.327 S6-1,920 552,293 SII O,9-13
587,656 $ 128,374 $55,226 5117,567 S57,846 SI20,673 S52,379 SI73,33-1 $9-1,627 5164,861 S86,815 5352,063 $231,258 S-I83,OI7 5-17.255 SI66.020 5-19,530 SI-I4 .542 Pavilion/Park Rental
Rc\'enue SI2,1-16 515,387 S 12.630 5 16,030 $37,587 S-I4,342 $14,452 S 16,566 517,867 522, 187 S 16.463 S21,563 $19,803 529,583 S I8,931 525,42 1 S23.352 530,597 $21,072 529,179 520,)-12
$23,000 Ath letics Revenue $51,2-19 $93,340 $46,82 1 S87,65 1 $-1 6.996 591,6 14 551.733 5 I 03,035 559, 197 $96, \39 S63.062 SI03,070 S74,016 S121 ,701 566,866 51 11,199 $64.660 11
18,897 570.273 $ 128,362 565,09-1 S131.255 Gen. Prog. Revenue $ 13,656 527,908 S6, I04 58,372 $3, 136 56,567 $2,035 $3 ,480 $2, 156 50 10 S95 1 552,137 $87,869 $67,451 S107,519 $78,520
78,520 $126,167 S7-1,6KO $135.952 $88,991 $140,176 Anderson Building Rc\clluC $0 10 $0 S8,4S[ $4,412 19.835 $4,406 $8,158 14,730 $8,383 $3,930 S6,961 $3.9-'6 56,795 S-' .542 58,865 56,351
S12.153 19,0 11 512.856 $7, 126 $14.000 P&R DamageJS(:curity Deposits SO 50 $0 $0 10 522.063 $28,675 $47,675 525,872 546.220 S46,70-l 530,775 151.016 S28,-I75 S45,350
533,475 $57,6)0 532,900 S59,750 S3-',589 554,000 Mcmorial Tree Donations 50 SO 50 SO 51,035 S2,325 $627 51,102 SO 10 SO 10 50 S300 $0 SO 50 SO 10 50 SO $0 Active Adult Center $37,907
$68.165 S-I5,348 S I0l,748 $54,59K $106,873 563,430 5125,919 549,7\3 $ 102.808 553,500 5 11 6,649 174,838 SI4 1,689 $77.91 K S154,670 S86.061 5[66,53-1 583.027 $189,721 51)9,382 SI70,67-1
Teen Program Revenue $0 50 10 $2,037 $1,695 52,893 5317 $322 $0 SO SO 10 SO SO 50 SO $0 SO $0 SO 50 10 Outdoor Swimming Fees 529,905 $58,878 $30,5-14 $70,40 I $3 1,709 S69,708 527,058
569,798 520.497 548,3 11 SI7,993 $-'6, 108 $27,8-18 55 1,8 19 524,822 $40,638 $26,782 SI0l,787 787 $56,467 $14 1.160 576,069 SI25.278 Pol icc Fees $0 $0 SO $0 SO 10 $0 $0 SO $ 19-1 $0
50 $0 SO $2, 160 53,874 SI,780 $3,585 51.565 53,411 SI,615 13,500 Police Report FeC'S S8,195 115,070 S7,O l5 515,02.6 $6,823 SI4,565 56,097 $13,1 47 $6,822 514.661 $7,447 $ 14,897 56,201
513,870 16,377 S 13.882 S5,825 512,620 S5,818 S II ,395 S5,432 SI3,OOO Police Record Check Fl.'(.'S 588 1 $1,490 526 1 S788 5372 $843 S280 51,290 $-11 7 5640 S270 5680 5403 $70 1 $0
SO 50 50 50 50 0 50 Ilawn Shop Ticket Fees 55,878 SI5,272 $5.02 1 514,701 15,850 517,943 S5.528 S17,80-l S7,486 SI9,610 $7,346 522,073 17,964 520,496 S6,010 S17.525 S8,7-13 S22,052 Si,783
521,271 17.268 $21,000 Police Alann Fees SI,950 $5,900 S2,775 56,125 52,-100 S2,875 $1,1-15 $5,045 1 1,300 S2..350 $0 $0 50 SO $0 50 SO 50 10 $0 10 50 Police Fingerprint Fees 52,210
14,900 51.730 $4,293 5 I ,460 $2,850 $ 1.050 52.650 SI,470 53,330 51.770 $3,330 SI,670 $3,670 SO SO SO $0 $0 50 SO SO Sex onendcr Registration $0 $0 $0 $0 SO 10 $0 $0 $1,320 S2,720 $1,
100 52,500 $ 1.500 $2,825 SI,460 $2,800 51,360 52,785 5JJ80 S3,IOO S5,1)50 53,000 Police D.V. I Fees 50 $28 $50 550 $0 SO SO $0 50 SO $0 10 $0 50 50 SO 10 10 $0 SO SO SO I)olice Drug
Destruction Fct.'S 5660 51,350 5871 5 1,411 5510 S740 $2 10 $430 S380 S800 S390 5740 S445 5905 SI82 5666 S374 572.-1 5168 $460 S210 5500 Insurance Continuation Fees SI IS $290 S221 5298
$123 $277 S3 12 5494 5309 $459 S122 S224 SI75 $311 $0 50 50 SO SO 10 SO 50 Police Duty Reimbursement 59238 5J3 645 536,R95 $959 16 5n 035 5100952 $33423 510-1,928 $2-1 355 rn..:I..ll
516970 5470R7 524275 55R 9SH $11,780 S21 780 S8,709 52.0,806 56820 530 399 $6400 530000 TOTAL SERVICES 5221.238 S-I38,320 5263,578 5585,391 5357,550 S69-1 ,666 S33-1.325 $7 10,778 5306,211
S628,958 5-110,-157 S789,906 5-15-1,550 5826.611 $43-1,-107 5969,5 t 3 5602,550 $ I ,2. 12,546 S-I32,()12 $962.815 54S8,2.65 $911.22.5 -2S.20"0 12.X6°(O Prepared by pgoff 08/10/2010
Page 3
FINES & Fonn:rrunES Municipal Court Fines Nuisance Violation Fees NPO] f landicap Park ing Fees TOTAL FINE & FORFEITURES OTIiEll. Duplex Rental Income Cable Peg Fees Passl>Ort Processing
Fees Interest Earnings Miscellaneous Income TOTALOTIIER REVENUES Percell/age Change TRANSFER 1'1-\ YM[J\'TS IN TOTAL REVENUES EX l'ENl>lTUll.ES General Government Community De"elopment
Police Public Works Parl:s and Recreation EXPENDITURES Percelltage Change TRANSFER PA OUT TOTAL. EXI)ENI)ITLIRES EXCESS OF rtEVENUES OVElt UNOEIl: EXPENOITUlmS Fund
Balance Carryover Residual Equity Trans rer Ill/Out fUND IlALANCE Ei'riUlNC Fund Ilalancc Pcrccllugc 2000 6-1\lolllh5 5294,613 SO SO ill!! 5295,043 SJ,900 SO SO 5175,015 527916 S206,831
2000 Actual $566.402 SO SO llJ..!ill $567,582 S7,800 SO SO 5400,421 ll!..UillJ $5 19,884 2001 6-;\10111115 5325.995 SO SO SJQQ $316.295 54,650 $0 SO 5 177.117 $ 100 410 5282.177 2001
Aclual 5701.626 SO $0 S70J,046 S8,700 S34,804 SO S273,800 5 188592 S505,896 55,425,590 513,306,379 $5,88 1,003 S 14,1" 1,677 #REF! 6.3% SI,62 1,500 5 1,62 1,500 51,805,500
SI,805,500 zooz 6-1\10111115 S380,797 SO SO illQ 5381,547 S4,500 5 11 ,374 SO 579,764 S58,37J 5154.0 11 2002 Actual 5791,470 SO SO $792.350 S6,000 544.943 SO $ 157.994 $ 167235
5376,172 56. I ()S,804 $ 14,171,806 4']-;' fJ.2'};; $2,598.300 S2.598,300 2003 6-l\Iolllhs S41 3,249 SO SO lliQ 541 3,489 SO 511,100 SO 555,254 572 139 SI3K,493 2003 Actual S780.J06
SO SO 5780,726 SO S43,846 SO $116.274 5190429 5350,549 55,605,704 513,987,345 -/'I'},; -1.3% 53,077,000 $3,077,000 General Fund Revenues/Expenditures 2000-2010 2004
5312.7l:l1 SO SO i(ill 5322.841 SO 510,582 SO 555.768 S90 760 5157, 11 0 2004 Actual $522.65] SO SO S12Q 5522,77] SO $42.572 $2,676 $ 11 9.876 5215 563 $390,687 55,943.092 513,584,160
Ii"-,, -29":, 52,595,467 52.595.683 200S 6-i\lonlhs $21 S. ISI SO $0 SJQQ $218.48 1 $0 510,7 10 5'1.454 S44,905 :ilQLlli SI61,88J 2005 AClual $450,32 1 SO SO SJQQ $450.621 SO $42,593
57,582 5195.075 5259627 S504,877 59,855,746 S24,478,832 fi5.8':'{, 5579,695 5579,650 2006 6-;\1011111 $301.956 SO SO ill 5302.041 SO $10.594 S5,I08 5103.587 5 11
2351 523 1,640 2006 Aclual 555],:W I SO SO ill 555],286 SO $42.396 59.0!)!:! 52 19. 145 S399 145 5669,784 S I 0,515,309 525,056,093 6.7:'-:' 2.4",; SO $0 2007 6-:\lolllh 5408,708 SO
SO $409,188 SO 510,715 59570 S I1 8, I42 S I74465 $312.892 2007 Actual 5757.655 S II ,735 5 17,878 = S788,048 SO $41 .618 $1 4.9 10 $246,544 $432560 $735.642 S I 0,920, I 0 I 527,002,
J 60 3.W'" 7.8% $0 $0 2008 6-;\lolllh 5431,]40 $ 11 ,500 5 10,077 ill!) S453.037 $0 S IO,407 56,181 S54.690 $ 156,5]6 5127.814 5 12, 185,441 11.6% 5500,000 200H AClual $759,101 $22.575
$17.697 ill!! S799,55J SO S42 , I 04 59,131 5138,805 S635 79S 5825.838 528,613, ISO fi.(I"" $500.000 2009 6-;\lolllh5 53 16,226 SJ I,Ol7 5 10,456 5357,83< _2 1.01"" SO S I 0,874
$5.175 SO S ll1 6()9 5127,658 -1].96°" 59,854, J 24 -19.1"" 10 2009 Actual 5724, 170 $57.671 518,6 10 :lill. 5801.006 () $44,152 $7,715 $119.566 $462812 56]4.245 526,389,93 I -7.8""
SO 2010 6-\lolllhs $3 18.204 5J 1,013 511,169 lliQ 5360,626 0.7!:!"" SO $11,093 54,175 $10, 146 \ 139596 $ 165.0 10 29.26Do S I 0,844,263 IOJ)'Y" SO 2010 Rudget $674,000 S55,OOO 520.000
SJQQ 5749,]00 o 541,000 $9.000 $150.000 5297 554 $498,554 524, 11 3,207 -N.Ii"-" SO 57,047,090 514,927,879 57,686,503 $ 15,9"7,177 $8.704,10" 5 16.770,106 58,682,704 S 17.064,345 58,538,559
SI6, 179.843 510,435.441 525,058,482 5 I 0,515.309 52:5.056,093 510,910,10 I 527,002, 160 S12,685,44 J S29,II3, J50 59,854,12" 526,389.931 5 I 0,844,263 524,113,207 $2,136,]35 5]2 1,256
52.594,030 5 I ,288,384 51267393 57,607,398 SO $3,393.726 $638.551 55,]44,654 52,621,754 51414733 $ 14,414,419 $388,1"5 53.056,422 53 11,543 51,72 1. 144 51,325.099 51 278,256 58,692,46"
14';" $0 5],339,377 5644.541 55.666,026 51,723.041 $2 53] 509 5 1".906,-'95 3.4% $2A80.U26 52. 159,339 $331,756 52.886,621 SIo4I O,399 51 340097 S8,128,212 -6% So 54.439.127 S674,848
$6,270, 1 ]0 53.015.040 52822946 517.232,091 156"" 5484,680 $2,096.3 10 5274,554 $2,96 1,847 S 1,290.560 51 258206 57,881,477 -3'1.;, SO $4. 165.704 S573,849 S6.:23 1,109 52.726,799
$2 928 408 516,625,969 -J.Y;, $0 $2,763.475 $24],909 52,717.748 S 1,338,399 511 12505 58,17(,.036 J.r;, $0 $5576,332 $570.115 $5.660.604 52,643,617 $1 654 255 $ 17. 104.923 2.Y"" SO
53.057,898 5260.654 $2.850.279 $1.420.444 512 12799 58,802.074 I.r'" $",275,000 $6,239.957 5(d2.0 10 $6,347.26] 52.996.532 52,915,39Q 5 19,1 11 ,161 117% 54,275,000 S4.!.;93,87 1 S349,OOJ
53,600,656 5 1.927,235 SI,375,7OO 5 12.146,465 3x. ()"" S3,450.()00 S8,006,585 1687,866 $7,389.574 53,536,607 53034979 522.655,611 IX.5"" 53.450.000 55,42 1.700 $]54,57] 53,893.367 $1,959,385
$1 387953 S 13,016,978 7.2% 51.400,000 58, $720. 126 57,548,471 5],563,950 S3 204 968 523,7"7.413 4.8"" $4,085,372 $4. 192.870 5]34,206 53.93 1,35 1 S2,223,650 51743458
S 12,"25,535 _4.5"<) 52,950,000 S7,145,5!:!4 S 1,236,901 58,035,9 14 53,96 1,877 537248 10 52",205,086 1.9% S4,575,000 53,646.372 5619,062 53,879,662 51.617,681 $1,600 x55 5 11,363,632
-8.5"" 5 1,217,500 56,509.855 S 1.489,371 S7.960,3 15 53.37Q,863 $] 578 346 522,917,750 .. 5500,000 10.05°" 53.435,4)0 5549.773 $].87].421 51,746.132 51636,154 SII ,240,91O
-11% $500.000 56,107,253 $1,410,978 58,519.475 $3.645.056 54, I 94,2!:!9 $24,607,051 7.4,}" 5 I ,000,000 57,607.398 S 14,802.564 58,692,464 517,386,521 S8,128.212 S 17.716,77 1 $7,881.477
SI6.625,969 58,176.036 S17,104,923 S 13,077,074 S23.386,161 515.596,465 S26, IOS.6 11 5 1",416,978 S27,832.785 515.375.535 528.780,086 512.581 ,132 S23.417,750 S 11,740,9 1 0 $25.607.051
-18.17°0 -6.68°0 -$560,308 5125.315 -5 J,005,96 I -5 1,439,344 5575,892 -$9"6,665 580 1,227 $438,376 5362,523 -$925,OIW -$2,641,633 S 1,672,32 J -55,081.156 -$ 1.049,5 18 -53,496,877
-5830,625 -52,690.094 533].064 -$2,727.008 S2,972, 181 -$896,647 -$ 1,493,8"4 $7316780 $730023] $7387283 $7 49]038 $6348947 $6,277674 55 206.672 $5206672 $5,874937 $5874937 55357,564
$5900143 $7572464 573598S7 $6553, 184 $6553 184 55835,796 56 J6H,769 59 140901 $6487575 IQ $7,425.5"8 S6,487.036 55,33 1,009 55,645,048 $5 • .138. 1 H I S7,572.46J 56,3 J 0.3(,9 55,722,559
S6, 16S,sc.O $9,140,950 5".993.731 43.5% 27.91>1> Prepared by pgorr 08/10/2010 Page 4
· _ City of • OF THE Ci1Y MANAGER TO: FROM: DATE: SUBJECT: Memorandum Mayor and City Council {\ j Patrick Goff, City Manager.1ti August 9,
2010 Financial Checkup Report -Clifton Gunderson The City contracted with Clifton Gunderson to conduct a "Financial Checkup" of the City's current fiscal condition. The Financial Checkup
utilizes eighteen (18) indicators covering areas such as revenues, expenditures, cash liquidity, unrestricted fund balance ratio as well as other key indicators to identify significant
trends and "red flags" that may impede long-term financial stability. A top priority in the 2010/2011 Wheat Ridge Strategic Plan is the development ofa long term financial sustainability
plan which is an action item under the goal of "Financially Sound City Providing Quality Services." Staff intends to use the results of the report to recommend policies and strategies
to City Council focusing on financial and operational sustainability. Clifton Gunderson will present the results of the Wheat Ridge Financial Checkup at the August 16th study session.
Attachments: I. City of Wheat Ridge Financial Checkup
tm Gunderson LLP Certified Public Accountants & Consultoillnls August 11 ,2010 City Council City of Wheat Ridge, Colorado Re: City of Wheat Ridge, Colorado -Financial
Checkup This report summarizes our analysis (Financial Checkup) related to the City of Wheat Ridge's (the City) audited financial statements for the years ended December 31, 2005, 2006,
2007 and 2008, and the unaudited financial statements for the year ended December 31, 2009. Specifically, we analyzed this audited and unaudited financial information to evaluate the
financial condition of the City. Financial indicators have been used to analyze data over the five year period for the following purposes: (i) to deterntine financial trends of the City,
(ii) to assist the City in identifying warning trends, and (iii) to recommend solutions to help offset negative trends and suggest further enhancements to positive trends. Our Financial
Checkup has been prepared by gathering data and calculating key indicators of financial condition to aid in the diagnosis of financial stress. This evaluation process can help identify
underlying areas of previously unrecognized significant trends. Further, we have provided recommendations where we have determined additional analysis may be beneficial to the City and
where warning trends have been identified. Our recommendations are being made solely upon the information obtained from the noted years' audited and unaudited financial statements and
we are not responsible for results obtained from implemented recommendations. Please find attached the results of our analysis and our recommendations to the City. We would be happy
to discuss and work with the City to move forward witi, implementing any of the recommendations provided within the Financial Checkup. We were not engaged to, and did not conduct, an
examination in accordance with generally accepted auditing standards in the United States of America, the objective of which would be the expression of an opinion on the financial statements
of the City. Accordingly, we do not express such an opinion. We performed our engagement as a consulting service under the American lnstitute of Certified Public Accountants' ("A1CPA")
Statement of Standards for Consulting Services. Had we performed additional procedures, other matters might have come to our attention that would have been reported to you. CLIFTON GUNDERSON
LLP Certified Public Accountants & Consultants .. ' Officc!t In 17 states and Washington, DC n'n ..
City of Wheat Ridge Financial Checkup INDICATOR # 1: REVENUE & EXPENDITURE TREND ANALYSIS (R & E) The R & E provides an overview analysis of tolal General Fund revenues and in
order to determi ne WI here are any trends Ihat the City may need to consider to ensureon-!pirg fiscal $32,000,000 -.... $26,000,000 -------.
----+-General Fund -----Revenue $20,000,000 -... -.-General Fund Expend $14,000,000 2005 2006 2007 2008 2009 Unaudited Rev. % increase decrease from Prior Year 80.2% 2.4%
7.8% 6.0';' -7.8% . % increase decrease from Prior Year 13.0'10 15.g>/. 5.4% 8.8% -8.9% Findings: The Oty's tolal General Fund revenues have ina-eased during the last five years except
in 2000 when the City experienced a 7.8% decline from the price year, which is rot unusual based on tre curreri ecroomic envirooment. General Fund revenues have, in ea::h of Ihe past
five years, exceeded total General Fund Recommendations: The The City has proadively taken measures to reduce its total General Fund spendrg in response to
the economic downtl.rn as a resLH r:i good budget planning and cost conlainment. Continued monitorirg (i.e. in comparison to budgeted anounts) of revenues and expenditures will help
ensure bolh short-term and long-term since the City has demonstrated to be fiscally responsible, preparing
loog-erm prcjedions, which is a recanmended practice by the Gcvemment Finance Office!s Associalioo, can be helpfLl in evaluating if the ccrrent fiscal philosophy can be sustained in
the futcre. We understand the City currently ""epaes 5 yea projections -the City shoLld be aprJauded for lcoking beyond 1 yearl We would recommend the consKler extendrg to 20
year prcjedions in order to enscre underslanding of the long-term impad of current decisions. It should be noted Ihat the last five years reveal that in !.Yo of Ihe years increa
ses outpaced revenue ina-eases. Continued of this paltern may not a!.Yays result in Ihe accumLlaiion r:i fund balance when fadors such as an aging population charge
spendng habits and has a dired impad on the sales tax revenue. Incorporalirg fadors such as Ihese into long-term ""ojedioos can help guide the City in setting fiscal
pciicies nON to meet long-term objedives.
City of Wheat Ridge Financial Checkup INDICATOR # 2: REVENUE SOURCE ANALYSIS (RSA) The RSA provides an analysis of General Fund revenue sources to detennine if there are emerging trends
and/or changes in revenue sources that the City shoukl oonsider. Revenue Source Analysis • I , Findings: .Miscellaneous D Charges for services • Interest on Investments o Intergovernmental
. Fines and Forfeitures . Licenses and Permits .Other taxes (1) IiiISales taxes The RSA shows a consistent reliance on taxes as the City's main revenue source. Taxes have comprised approximately
80% of total revenue over the last five years. The other main sources of revenue are Licenses and Permits, Intergovernmental, and Charges for services. Licenses and Permits revenue has
increased approximately 92% over the 5 years presented . Intergovernmental revenue has remained around 6.6% of total revenues despite an increase of 12% in 2006 followed by a decrease
of about the same in 2007. Charges for services has remained around 3.6% of total revenues and has increased 24% from 2007 to 2008, but dropped 21% from 2008 to 2009. Moreover, while
General Fund fund ba.mce increased by 48% from 2008 to 2009, Interest on Investments decreased by 16% from 2009 in comparison to 2008. Recommendations: With the major component of revenues
being sales tax revenue, the City should actively conduct sales tax audits and review the rotation of retailers the audits are performed on to ensure the City is maximizing its revenues
and promoting compliance within the retail community. Sales tax audits can also provide a benefit to the Wheat Ridge Urban Renewal AuthOrity (the "Authority" -a oomponent unit of the
City) as it relies on strong sales tax oolleclions for its operations and debt payments. See recommendations regarding Interest on Investments in Indicator 6 -ASR. See reoommendations
regarding Charges for services in Indicator 8 -RCR. (1) Other taxes includes property, use, admission, lodging, and other taxes.
City of Wheat Ridge Financial Checkup INDICATOR #3: SALES TAX REVENUE ANALYSIS (STRA) The STRA provides an overview of total sales tax revenue as well as sales tax revenue collected
by the City's top ten vendors to ascertain if there are trends andlor revenue dependency issues that the City should consider. $18,000,000 $14,000,000 $10,000,000 $6,000,000 $2,000,000
Findings: " 2005 54% Sales Tax Revenue Analysis .. ,.. >t-2006 2007 2008 v 2009 _____ Total Sales Tax --><-Top 10 Venoors 2009 Top 10 Vendors % of Total Sales 46%
Top 10 Vendors as % of Sales Tax Revenue . AII other Vendors The City relies heavily on sales tax revenues (e.g., sales taxes represented 47% of the total revenue in 2009.)
The above STRA analysis shows that the City's dependency on their top ten vendors for sales tax revenues has been consistent over the last five years, representing on average 45% of
total sales tax revenue. Recommendations: As noted in Indicator 2 -RSA, sales taxes are the main source of General Fund revenues, and one of the most susceptible to changes
in the economy. With the economy entering into a "new normal" where it is expected that sales tax revenues wil continue to dedine over the long-term (e.g., the baby boomer population
is expected to reduce their previous spending levels and also spend more on services vs. goods), it will be very important for the City to thoroughly understand how these factors may
impact the City's long-term sales tax revenue projections. Furthermore, regular analysis of sales tax remittances as well as conducting audits will become even more critical to ensure
that the City is rece iving all sales tax revenues it heavily relies on to provide City services. the should prepare a quadrant analysis to break down
where the sales tax revenue is being generated geographically. This analysis should be reviewed to determine if the activity is in line with where the City anticipates the upgrades in
infrastructure will be needed to support the tax base. With that in mind and because 46% of sales tax revenues are generated by the top ten vendors, which make up less than 1% of total
vendors, the City may want to hold periodic meetings with these businesses (e.g., expressing appreciation that they are located in the City and that the values their presence).
Furthermore, the City should ensure that capital infrastructure replacement plans are given that will keep the primary sales tax generating areas
in optimal condition. -
City of Wheat Ridge Financial Checkup INDICATOR #4: EXPENDITURE ANALYSIS (EA) The EA provides an analysis of total General Fund spending by function to determine if there are emerging
trends and/or patterns that the should consider in order to focus on cost-<:ontrol strategies. Findings: Public wor1<s 14% Public safety 34% 2009 Expenditures General government
36% Arts and Cultu ral facilities 12% Corrmunity development 4% The City's General Fund percentage breakdown of expenditures by function remained relatively consistent from 2005 through
2008. The of the City's expenditures are related to general government and public safety. In 2009, overall expenditures decreased by 8.9% from 2008 no significant
shifts in the percentage breakdown among the expenditure categories. The City should be applauded for thought out measures to reduce spending in 2009! Recommendations: The City
experienced reductions of approximately 14% in 2009 as compared to 2008 in General govemment and and Public works expenditures which provide essential services to the and its
residents. The City should analyze these categories to understand whether these reductions can be sustained. For instance, the reduction in General government expenditures includes a
reduction in costs as it relates to the City's contribution to a special project (e.g. NRS implementation). While this cost reduction provides little interruption to its residents because
it does not directly impact essential services, the City should understand the other general government reductions and how they can affect the City's internal organization and operations
on a short-term basis and a long-term basis. General government functions that include the City treasurer, finance, technology, and human resources etc. provide the support needed for
essential services provided to residents. A thorough analysis of how long the reductions can be sustained will be necessary to understand future expenditure levels for general government
functions and other expenditure categories. The City clearly takes a lot of pride in its budgeting process and has given thoughtful consideration to expenditure reductions (e.g. reduction
in various operating supplies and expenses, not filling certain vacancies, etc.). We recommend the City take their budgeting process to the next level. As such, the City may want to
consider full implementation of Budgeting for Outcomes (BFO). BFO is an approach that is based on collaboration, transparency, and delivering services that matter most to the public.
BFO, or results budgeting, aligns resources with results produced;.,
City of Wheat Ridge Financial Checkup INDICATOR # 5: INTERGOVERNMENTAL REVENUE DEPENDENCY (IRD) The IRD provides percenlage trend infamation reflecting the Oty's reliance on revellJes
received from other governmental entities. Percentage increases over time may indicate a greater risk assll11ed by the Oty dt.e b increased dependence on external revenues. Intergovernmental
Revenue Dependency 13.00% /12.48% 10.88% 10.71% 11.00% -... --IRD 9.00% -9.04% 7.00% 2005 2006 2007 2008 2009 Unaudited Findings: The IRD shows a slight increase fran 2005
to 2006 in intergovernmental dependency followed by a decline until Ihe IRD rose to 10.08% in 2009. The City has done an excellent job in applying for and receiving grants (e.g. GOCO
grant, Jeffco Joint Venttre grant, Bryne, g-ant, Histaic etc.)! Recommendations: htergovernmental revenues a-e a noteworthy part r:I the revenue sources and shoud
be brd<en down b fuly understand how the funds are utilized. Specifically, the City shoold analyze the funding SOlXce r:I its revenue as well as the uses of funds to understand hON pctential
decreases in intergovernmental revent.e affect futtre projects and providing essential services. Further, as the State deals with budget
concerns and the potential passing r:I ballot 60, 61, and 101 , the City should be proactive in determining what impact Ihese va-iables will have m intergovernmental
revenues (e.g. Highway-User revent.es) and incorpaate the assumptions into its long-term projectims. Continued ptrsuit of grant funding should remain a priority for the Oty. To Ihe extent
Ihe Oty can seek funding cpportunities that will cmtillJe to enhance the Oty, (for instance -in coonedioo with the "Wheat Ridge 2020" strategic vision), it will provide resources that
directly benefit its residents and the overall appeal of Ihe Oty. An exampe of such grant would be the New Energy Communities Grant sponsored by 00 LA and the Governcr's Energy office
that rewards communities Ihat enhance enhance community livablity and that promote economic develcpment t!Tough energy efficiencies.
City of Wheat Ridge Financial Checkup INDICATOR # 6: ASSET SUFACIENCY RATIO (ASR) The ASR id€J1tifies v.hetrer the Qly's total urTestricted cash and investments are adeqJate to cover
its current dJligaims or amounts ov.ed. Percentage decreases rNfr time may indicate tre aty has overext€J1ded ttself in !he long run or may be having diffirulty rasing the cash needed
In meet tts clJrent needs. Asset Sufficiency Ratio 14.0 11 .0 7.9 8.0 5.0 2005 2006 2007 2008 Findings: ...8 .4 2009 Unaudited The ASR shoVvS a dedining trend
from 2005 through 2007 follov.ed by gradual increases from 2007 through 2009. The Ctty has maintained a very favorable ASR and has sh01Ml that they have more than enough resources to
cover thar short-tfrm obligations in all of tre 5 years presented. Credit industry benchmarks view a ratio of less than 1 as a negative facta-and a ratio less than 1 for three years
is considered a decidedly neQative factor. Recommendations: There is sufficieri cash to CrNer obligations of the Ctty at a fjven time. The Ctty should review tts investment policy and
rurrent investment strategy to analyze wrether or not the slJplus cash is being invested in a manner !hat maximizes investmeri earnings whle presfrving the initial inveslment wh€J1 necessary.
The rurrent, low interest rates makes it chall€J1ging to have a substantial return on short-term inveslments (that is necessary for liquidtty purposes) so tt is important that the aty
explore all options, including investments wtth longer maturtties (e.g. CDARS program), allowable under State statutes and under their existing investm€J1t policy. In a-der In successfully
impem€J1t an inveslment strategy that maximizes inveslment earnings, a monthly cash flow analysis should 00 prepared so that sufficient liqJidity is avalable to meet the cash needs of
the Ctty throughout !he year.
City of Wheat Ridge Financial Checkup INDICATOR # 7: UNRESTRICTED FUND BALANCE RATIO (UFBR) This UFBR demonstrates the City's ability to current and future risks (e.g
., revenue shortfalls and unanticipated expenditures) and to ensure stable tax rates. The Government Finance Officers Association recommends, at a minimum, that general-purpose governments,
regardless of size, maintain an unrestricted fund balance in their General Fund of no less than 5% to 15% of regular General Fund operating revenues or General Fund operating expenditures.
Percentage decreases over time may indicate the City's inability to handle unforeseen risks (e.g., downturn in economy). 50% 40% 30% 20% 10% 0% 2005 Findings: Unrestricted Fund Balance
Ratio (General Fund) 2006 2007 2008 2009 Unaudited UFBR I The City has maintained an UFBR above the GFOA recommended 5% -15% range over the last five years -excellent job! The achieved
its highest UFBR in 2009 through cost containment while experiencing a decrease in in general fund revenues which is a notable achievement as well. Recomme ndations: The accumUlation
of unrestricted fund balance illustrates sound financial practice exercised by the City. It is our understanding that the City may be adopting an Unrestricted Fund Balance policy in
the near future. In order to preserve the unrestricted fund balance, the City should establish an understanding of what the unrestricted fund balance may be used for. Setting guidelines
that outline uses of the unrestricted fund balance will encourage the City to focus on current resources as the source for funding operations and maintenance costs. Rnally, the City
may want to consider additional "reserves" that can be established (e.g., reserves for insurance daims payable) in order to provide for future funding of specific projects and potential
increases in costs.
City of Wheat Ridge Fi nancial Checkup INDICATOR # 8: REVENUE COVERAGE RATIO (RCR) (Governmental Activities) The RCR demonstrates the City's abilities to cover governmental activities'
expenses IMth related fTogram revem.es and its reliarce on general revenues to subsidize certain function/program expenses. As coverage declines, the burden on general reverues to support
these services i rcreases. Since the typical munici pa accounting system does not employ cost-accounting techniques, it is easy fa inflation and'or other factors to erode revenue coverage
IMttIJut being noticed. Revenue Coverage Ratio 50% 40% .29.9% 30.7% --30% --I-+-RCR I 20% 29.5% -...-25.4% 10% 0% 2005 2006 2007 2008 2009 Unaudited Findings: The RCR
reveals the City's ablity to generate sufficient revenue to cover its govemmental activities has fluctuated over the last tv.o years vilen compared to the relatively consistent coverage
levels of 2005, 2006 and 2007. During 2009, the aty experienced ijs highest RCR for the last five year period of approximatay 35% (i.e. the City's prcgram revenues related to govemmenta
activities covered apfToximately one-third of its expendtures; "non-covered' portion was subsidized by other general revenues such as sales taxes). Further analysis reveals that Commuri
ty development revenues have covered over 100% of expenditures in each ci the last five )ears -excellent! Recommendations: Revenue coverage is a key component to forecasting as it is
necessary to understand how much raiance a aty may have on general revenues to suppat operations. A fluctuating coverage ratio can make it challenging to estimate the availability of
future revenues to offset expenditures. Along IMth period cally conducting rate studes, the City may want to set policy statements to establish the desired level of revenue coverage
and procedures for analyzing coverage in the future. For instarce, a policy that states "For each service associated with a user fee a charge, a set percentage of drect and indirect
costs IMII be covered by fees and charges." Fees and chcrges IMII be set to ensure that the specific level ci coverage is met and since often times charges fa services are typically
expected to cover a blik portion of the related costs, these types of increases are generally more acceptable and understandable by those benefiting from the fTograms and/or services
in comparison to increases to sales and/a property tax rates.
City of Wheat Ridge Financial Checkup INDICATOR # 9: ASSESSED VALUE ANALYSIS (AVA) The AVA indicates trends in the Cijy's property values. A dedine in property values Yoill result in
less revenues ccllected by the Cijy (i .e., both property taxes as well as other revenue sources that are ccmputed as a percenlage of assessed value). Whether or not a governmert relies
heavily on Jl'operty tax revenues, property value provides a useful sign of the heatth of the local economy. Assessed Value Analysis $430,000,000 /-$405,000,000 F Assessed value I ,/$380,000,000
-2005 2006 2007 2008 2009 Findings: The AVA shows an increasing trend from 2006 through 2008 fdlowed by a mirimal decrease in 20091htlich was caused jl'imarily by the decrease in residential
property values. The overall increase from 2005 to 2000 is 6.2%. Recommendations: The Oty's Jl'Operty lax revenue generated from the assessed value over the
last five years has averaged approximately $750,000 per year or approximately 2.4% on average of total revenues; the recent drop in assessed value will net have a large impact on total
revenues available to the City. HONever, the assessed value provides key insight b the local growth and development within the Oty. The Wheat Ridge Urban Renewal Authrrity, relies on
sales and Jl'Operty tax increases in redeveloped areas to finance i1s dett. The trend in assessed value (i.e. property values) is tremendously imrnrtart as Ihese increases are the source
of funds for the debt financing the Authrrity currently has in place. Further, the City has Ihe lowest mill levy of alilhe towns and cities within Jefferson County. rnssible, the
Oty shmJd eentinue to keep the mill levy at a ION level wlich helps make the City more attractive for prospective buyers and can help property values reeever mrre quckly. Nevertheless,
by ccmpiling and periodically updating long-tenn projections, Ihe Cijy will be in a position to better understand any underlying structural jl'oblems that may need to be addressed (e.g.
should the Cijy mill levy be raised in Ihe future in order to ensure the Oty can maintan fiscal solvency). The Cijy may also want to eensider perfonning a lot-by· lot analysis to ensure
all taxable properties are induded in the City's tax base. This analysis may help the Oty in its efforts b collect all revenues it is entitled to. Finally, the City may want to request
infonnation from Ihe County regarding the level ct foredosure activity (i.e. requesting infonnation regardng what properties have had a lien filed against them) to better understand
what impact foredosures might have on property values and if anyone area has seen heavy activity. Finally, we reccmmend that the City inccrporate in its long-tenn projections Ihtlat
imrect the 2011 tiemual reassessment (for collection year 2012) will have on fLture jl'Operty tax revenues ccllected by the Oty. -
City of Wheat Ridge Financial Checkup INDICATOR # 10: POPULATION TREND ANALYSIS (PTA) The PTA analyzes the City's population trends to identify possible financial impacts on the City.
Although the spedic relationship between population changes and other economic and demographic factors is not usually certain, population changes can directly impact certain revenues
(e.g., some revenues are collected on a per capita basis and many intergovemmental revenues and grants are distributed according to population). Sudden increases in population may in
immediate pressures for new capital outlay and/or higher levels of service. On the other hand, decreases in population can have adverse effects on employment, housing, and business activity.
36,000 32,000 32,022 28,000 2005 -Findings: Population Trend Analysis 32,992 32,454 --2006 2007 ------.-----+ 31,252 2008 31,1 83 20 09 Unau dited 1--Population The City has experienced
a relatively stable population base with a slight decline of 2.6% over the last last 5 years. Recommendations: Not only is population trend important from the standpoint that increasing
or decreasing numbers can affect the amount of services needed to by provided, but it can help a City understand the types of services its residents may desire. By breaking down population
into categories such as age, race, and where geographically located, the City can use these factors to help develop a municipal plan that will meet the needs of its residents over time.
For example, an aging population generally will decrease its spending habits, while a youn ger population may demand more recreational services.
City of Wheat Ridge Financial Checkup INDICATOR#11: UNCOLLECTED PROPERTY TAXES RATIO (UPTR) The UPTR illustrates the percentage trend of uncollected property taxes . Percentage increases
over time may indicate overall dedine in the City's economic Additionally, as uncollected property taxes rise, the City's liquidity is decreased, resulting in less cash
on hand to pay current obligations and/or in the City's opportunity to invest. 2.00 Yo Uncollected Property Taxes 1.00 0.8% Va /- ........... % of .-Uncollected 0.7% Va
-0.1% .. 0.00 2005 2006 2007 2008 2009 Unaudited -1.00 Yo Findings: The UPTR reveals that the City's ability to collect property taxes over the last five years is strong. Even though
there is a spike of 1.8% in 2007, this is a reasonable amount of uncollected property taxes since rating firms assume that local govemments normally will be unable to collect
from 2% to 3% of its property taxes. Recommendations: The percentage of uncollected property taxes taxes should be monitored closely because is a strong factor in determining the
credit worthiness of a municipality should the City ever consider entering into a long-term financing arrangement. Additionally there are other economic indicators such as foreclosure
and unemployment rates that can indicate the timing of cash flows and collectability of property taxes. The Authority also relies on the cash flows generated from property tax collections
to make monthly debt service payments and strong collections are necessary for the success of the Authority. The City should compare the collection rate on a monthly basis to the prior
year collection rate to identify variances which could signal collection issues.
City of Wheat Ridge Financial Checkup INDICATOR # 12: REVENUES PER CAPITA (RPC) The RPC displays the relationship between the City's revenues and its population. Decreasing results indicate
that the City may not be able to maintain existing service levels with current revenue sources. Revenues Per Capita 1,200
...... 1,050 1,000 9-64--------... I--RPc l 989 901 924 800 2005 2006 2007 2008 2009 Unaudited Findings: The City's RPC reveals increasing results from
2005 to 2008 and declining resutts in 2009. As noted in the population trend analysis (PTA), population dedined slightly, but when combined with the drop in revenues, lowers the RPC.
Recommendations: The RPC provides a relationship between population and revenues to illustrate the amount available to provide essential services on a per person basis. The recent dedine
in RPC should prompt the City to analyze their future population growth projections and their their long-term revenue projections to determine what RPC level is antiapated in future
years. The projected RPC can help the detenmine if future revenues are at a level that will be sufficient to provide the funds necessary to continue to provide essential services
for the projected population growth pattern.
City of Wheat Ridge Financial Checkup INDICATOR # 13: EXPENDITURES PER CAPITA (EPC) The EPC shows the relationship between the City's population and Increasing
results may indicate that the cost of providing services is exceeding the ability to maintain services at current levels. Expenditures Per Capita 1,500 1,000 --1,017
'B14 1,059 948 I-+-EPc l 782 500 0 2005 2006 2007 2008 2009 Unaudited Findings: The EPC shows a fluctuating trend between and population over the last five years.
Most recently, the City has lowered the EPC as a result of cost containment efforts in 2009. Recommendations: The City has reduced the cost per resident to provide essential services
in 2009. The EPC should be analyzed in connection with services provided to residents; if the EPC can be lowered reducing the level of services provided to residents, the
will be achieving savings through efficiency and strategic adjustments. Further, another goal of the would be to have an RPC that is higher than the EPC. In the last
five years the RPC exceeded the EPC by the following amounts in the respective years: 2005, $143; 2007, $50; 2009, $41. Conversely, the EPC exceeded the RPC as follows: 2006, $93; 2009,
$41.
City of Wheat Ridge Financial Checkup INDICATOR # 14: FULL-TIME EQUIVALENT EMPLOYEES PER CAPITA (FTEPC) (PER 1,000 POPULATION) The FTEPC illustrates the relationship between the City's
total number of employees compared to the City's total population. Due to the fact that personnel costs are typically a major portion of a governmenrs operating budget, analyzing changes
in the number of employees per capita is a good way to measure changes in expenditures. Increases in employees per capita may indicate that expenditures are rising faster than revenues,
that the govern ment is becoming more labor intensive, or that personnel produ ctivity is declin ing. Employees Per Capita 8.0 7.5 17.2-f---6.7 6.8 6.7 7.1 7.0 - ---I--FTEPc l
6.5 6.0 , 2005 2006 2007 2008 2009 Unaudited Findings: The FTEPC has increased slighHy over the last five years while the City has experienced a relatively stable population base
as Noted in Indicator 10 -PTA. In 2005, the City had 214 employees and in 2009 had 224 employees. Recommendations: Continued monitoring of this metric is recommended so that as changes
in population occur, the City can evaluate the number of employees needed to serve residents. The objective is to strive for optimal personnel productivity. Since population has remained
relatively consistent, the City has an to evaluate employment trends and why there has been an increase. Further, this overall snapshot could be broken down by
examining changes in employment patterns by department or service area. Such analysis will assist the City in determining whether other resources (e.g. volunteers, cross-training with
other departments, and outsourcing) can be to help achieve greater results without altering the number of employees. It should also be noted that the City has conducted
comparative market compensation reviews for its employees and we recommend they also analyze their benefits package in a similar manner.
City of Wheat Ridge Financial Checkup INDICATOR # 15: DEBT PER CAPITA (DPC) The OPC measures the City's current Img-term debt amoont allocatoo by resident. Increasing resuts over time
may indcate that the City has a decreasing level of flexibility in hem resources are apportioned or a decreasing ability to pay long-term debt. $50 $40 $30 . ..J.22 $23 $20 $10
$0 2005 2006 Findings: Debt per Capita $38 $29 ---2007 2008 $40 2009 Unaudited I--ope I The OPC has been increasing from 2005 through 2009. The amount of OPC in the 5 )ears presented
is at low levels becruse the Oty's long-term debt is limited to compensated aooences and insurance claims payable. Recommendations: The City has managed to fund its capta irtrastructure
p-ojects without debt financing in the last five years whch is commendable! The increase in Ihe OPC is mainly due to the increase in the a=ua of compensated absences that IMII be paid
out to employees if the balance of compensated absences is not utilized by the end a treiremployment IMth the Oty. The baance of compensated absences in 2005 was $572,911 and has risen
to $1,011,826 in 2009, an increase of 75%, over Ihe fIVe year period. The City should review its ccrnpensated ;;Dsences policy to determine if it can sustain such increases in this obligation
srould the City experience a high amount of turnCNer and be required to make significant payouts in a given year. Also, analyzing employee benefits in comparison to otrer municipalities
may provide additimal insight to the Oty. Additionally, Ihey City may want to pursue the GFOA Excellence in Financial Repating award which can be useful should Ihey look to t:.ond for
future projects. For example, including the statistica section IMthn a CAFR, which is required to earn Ihis award, is very much viewed as a favorable level of financial reporting by
rating agencies.
City of Wheat Ridge Financial Checkup INDICATOR # 16: LONG·TERM DEBT SERVICE RATIO (LTDSR) The LTDSR measures Ihe City's f1exibiltty to respond to economic changes by comparing service
expendttures as a peroentage rJ tctal expendtlJ"es. Peroentages increasing over time may indicate declining flexibiltty the Ctty has to respond to ecoromic dONntums. Long·term Debt Service
Ratio 4.00% 3.22% 3.00% .-2.54%. 2.35%""---/...-2.00% /1.00% [--LTDSR I 0.11% 0.05%/0.00% 2005 2006 2007 2008 2009 Unaudited Findings: The L mSR shows a sigrificant increase from 2000
b 2007 and an increase of app-oximately 37% to 2009 as compared to 2008. The increase is the resutt of the City implementing a self-insurance policy for general liability. automobile.
property and physical damage. and wakers compensation in 2007 and making payments on prooessed claims. Recommendations: The Ctty has established maximu-n pay-out amounts fa settled insuranoe
claims which is impcrtant to help control costs and mttigate drastic increases in in costs. However, the Ctty cannct as oosily determine the amount of daims filed and prooessed in a
given year. The aty should continually analyze their insuranoe ccst by comparing the insuranoe policy to the ccst of using an outside agent. Evaluating the amual cost will help
the Ctty evaluate the ben ems derived from the policy. Addttionally, we recommend the aty adopt a debt management debt policy. A debt policy will glide the
City shoLJd they decide to use long-term debt financing in the future b fund oertain prqects. The policy may include setting limits and outlining specific largets such as what percentage
rJ expenditures can be utilized fa debt payments on an annual basis.
City of Wheat Ridge Financial Checkup INDICATOR # 17: MAINTENANCE EFFORT RATIO (MER) The MER indicates whether capital assets are being maintained at a sufficient level to insure their
useful life. assets are constructed at significant oost and their dedine can have far-reaming effects on busness activity, property value, and future operating
Deferring maintenance of these assets can also create significant unfunded Generally, maintenance should remain relatively consistent
relative to the amount and nature of the assets. Dedining ratios between maintenance and assets may be a sign that a governmenfs assets are deteriorating.
Trends persisting over time will cause deteriorated capital assets to increase future maintenance Maintenance Effort Ratio 10.0% 7.2% 8.0% ______________7_
.4°_Yo_ ___________________ _____________ 6.0% 4.0% 4.0% 2.0% -2005 2006 2007 2008 2009 Unaudited Findings: The MER has fluctuated over the last five
but in small intervals-From 2006 to 2007, the increased fixed assets (net) by approximately $10 million and saw a drop in the MER as the percentage of dollars spent on
public works did not increase at the same level of fixed asset additions. The City experienced a decrease from 2008 to 2009 of 1 %. It should be noted that many munidpalities experienced
a decrease in MER in 2009 due to the dedsion made of deferring capital maintenance costs. As part of the 2010 budget the City has deferred vehicle replacements and increased maintenance
accordingly -a practical short term solution. Recommendations: As dedsions are made about the best ways to use revenues, it is important to allocate the appropriate
amount of funds for continued and consistent maintenance of capital assets rather than defer maintenance, which can be more costly on a long-term basis. Replacing waning capital assets
should not be prolonged to the point that maintenance dollars continually increase to preserve the asset. In fact, replacing assets for more "green" and more efficient
models can lower maintenance costs for many years to come. The City currently has established a capital replacement plan for its vehicles and computers, as well as other PD related equipment.
Additionally, the City has prudently budgeted to maintain a fund balance to share in certain future interchange improvements. The should be commended for these actions! We would
highly reoommend that the City expand the comprehensiveness of its capital replacement plan to include all capital assets (e.g. buildings, infrastructure, etc). As such, the should
prepare long-term (e.g. 20 year) capital replacement projections that will assist the City in understanding what future cash requirements will be needed. Along with actual construction
and replacement costs, the City should also incorporate related maintenance operating costs in order to understand the impact these operating costs will have to the City's General fund.
Consideration should also be given to what infrastructure assets wilVmay be dedicated to the City from surrounding developments that will require additional maintenance efforts and future
replacement.
• -5fem j . • City of • -rPr Wheat RL-dge WORKS TO: FROM: Tim Paranto, Director of Public Works DATE: August 9, 2010 SUBJECT: Storm water Management Program Audit Update
As you are aware, the City'S Stormwater Management Program was audited by the State Health Department in April, 2010. The Compliance Advisory, dated May 3, 2010, was received with 14
findings and required actions and 20 observations and recommended actions listed in the report. In general, the required and recommended actions are not significant and can be addressed
with minor changes to the City's Stormwater Ordinance and Stormwater Management Program. There were five findings concerning the Stormwater Ordinance, one finding concerning the Stormwater
Management Program, and two findings concerning the City's Program materials and notes. The remaining [mdings involve preparing summaries of some enforcement actions that were thought
to be deficient with either explanation of the procedure's adequacy or recommended corrective action. A response to the findings is due on August 30, 20 I 0 with final implementation
due on November 30, 2010. There were four observations concerning the Storm water Ordinance and two observations concerning the Stormwater Management Program. Several observations involve
changes to our procedures that ensure better documentation and provide improved direction to our customers. Staff has determined that two of the observations should not be adopted because
of potential adverse impacts to our customers or the City budget. The proposed changes to the Stormwater Ordinance and Stormwater Management Program are attached. The City Attorney has
assisted Staff in drafting the proposed changes to the City Code. With the City Council's approval, the proposed changes and the required enforcement summaries will be submitted to the
Health Department for their review and comment. The changes to the City Code will then be finalized and presented to the City Council in October and November for adoption. The changes
to the Storm water Management Program will be implemented this Jear. The changes to the Program procedures, materials, etc. will be made by the November 30 deadline. The following changes
are proposed for the Storm water Ordinance in response to the findings and observations: I. Some additional definitions are being added to clarify the approved plan, SWMP, and the types
of revisions, Minor and Major. 2. The list of allowable non-stormwater discharges was expanded to include all that are allowed by the State.
Stormwater Management Program Audit Update August 16, 20 10 Page 2 3. Occasional incidental non-stormwater discharges were added to allow discharges from infrequent activities that do
not pose a pollution threat if minimal care is taken. 4. Maintenance and emergency repair activities were removed as being exempted from needing a permit. These activities rarely exceed
I acre in size, so they typically do not require a permit anyway. 5. The requirement that a project inspector be certified has been removed to decrease the burden on the owners and contractors.
6. The response time for repairs or modifications was changed from 7 days to immediately. 7. Procedures for Minor and Major modifications were added to provide better direction to owners
and contractors. 8. The language for the maintenance requirements for permanent storm water facilities was revised to reflect the City's current practice. 9. Violations are being declared
"nuisances" so that the enforcement procedures in Chapter 15 of the City Code can be used. Using a common enforcement procedure will assist Staff and the Court. 10. Some minor changes
were
made throughout for clarity and to correct errors. The following changes are proposed for the Storm water Management Program in response to the findings and observations: I. The schedule
for the newsletter has been changed from twice yearly to periodic to allow for changes in the publishing schedule. 2. The reference to preparing a map showing potential illicit connections
has been removed since this is not a State requirement. 3. Occasional incidental non-stormwater discharges were added to allow discharges from infrequent activities that do not pose
a pollution threat if minimal care is taken. 4. Language has been added to clarify the City'S use of the Urban Drainage and Flood Control District's Urban Storm Drainage Criteria Manual
Volume 3. This provides clarity and allows flexibility in implementing the various portions of Volume 3 for projects wi thin the City. The State audit of the Federally mandated Stormwater
Management Program indicated that the City is administering the Program adequately and that the required City Stormwater Management Ordinance is sufficient, with some minor changes.
Instituting the proposed changes will prevent further action by the State Health Department. Itp Attachments: I. Draft Ordinance 2. COPS Stormwater Management Program Descriptions
CITY OF WHEAT RIDGE, COLORADO INTRODUCED BY COUNCIL MEMBER _____ _ Council Bill No. __ _ Ordinance No. ___ _ Series of 201 0 TITLE: AN ORDINANCE REVISING CHAPTER 20 OF THE WHEAT RIDGE
CODE OF LAWS, CONCERNING STORMWATER QUALITY AND CONTROL, AND IN CONNECTION THEREWITH WHEREAS, the City of Wheat Ridge ("City') is a Colorado municipal home rule corporation vested with
powers under the Colorado constitution and statutes; and WHEREAS, on April 7 and 8, 2010, the City's State of Colorado General Permit Program for Stormwater Discharges associated with
Municipal Separate Storm Sewer Systems was audited; and WHEREAS, following said audit, the City received from the State of Colorado a Compliance Advisory, dated May 3, 2010, for the
City's General Permit for Stormwater Discharges Associated with Municipal Separate Storm Sewer Systems, Permit Number COR 090015; and WHEREAS, as a condition of this Compliance Advisory
the City is required to revise Chapter 20 of the Code of Laws of the City of Wheat Ridge ("Code' ), concerning stormwater quality and control addressing illicit discharge detection and
elimination, construction site stormwater runoff control and post-construction stormwater management; and WHEREAS, it is deemed to be in the best interest of the public health and welfare
of the residents of the City for the City to comply with the Compliance Advisory; and WHEREAS, to this end, the City Council desires to revise Chapter 20 of the Wheat Ridge Code of Laws,
concerning stormwater quality and control. NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF WHEAT RIDGE, COLORADO: Section 1. Chapter 20 of the Code, concerning stormwater
quality and control, is hereby repealed and reenacted to read in its entirety as follows: WRPW011.1
\fv'RPW013 CHAPTER 20 STORMWATER QUALITY AND CONTROL Article I. In General Sec. 20-1 . Purpose and objectives. Sec. 20-2. Definitions. Sec. 20-3. Applicability. Sec. 20-4. Responsibility
for administration. Sec. 20-5 -20-10. Reserved. Article II. Illicit Discharges Sec. 20-11 . Illicit discharges prohibited. Sec. 20-12. Illicit discharges exempted. Sec. 20-13. Illicit
connections prohibited. Sec. 20-14. Requirements applicable to potential discharges. Sec. 20-15. Best management practices. Sec. 20-16. Access and inspections of properties and facilities.
Sec. 20-17. Notification of spills. Sec. 20-18 -20-30. Reserved. Article III. Permits Sec. 20-31 . Applicability. Sec. 20-32. Technical standards and specifications. Sec. 20-33. Construction
stormwater management plan. Sec. 20-34. Post-construction requirement of permanent BMPs. Sec. 20-35. Guarantee and Financial security. Sec. 20-36 -20-40. Reserved. Article IV. Enforcement
Sec. 20-41 . Enforcement. Sec. 20-42. Appeal of Notice of Violation. Sec. 20-43. Abatement. Sec. 20-44. Stop Work Order. Sec. 20-45. Penalties. 2
ARTICLE I. IN GENERAL Sec. 20-1. Purpose and objectives. The purpose of this chapter is to regulate non-stormwater discharges to the storm drainage system, as required by federal and
state law and to protect and enhance the water quality of watercourses, water bodies and wetlands in a manner consistent with the Federal Clean Water Act. The objectives of this chapter
are: (1) To regulate the introduction of pollutants to the municipal separate storm sewer system (MS4); (2) To prohibit illicit connections and discharges to the MS4; (3) To provide
for inspection and monitoring procedures necessary to ensure compliance with this Chapter; (4) To reduce pollutants in stormwater discharges from construction activity by guiding, regulating,
and controlling the design, construction, use, and maintenance of any development or other activity that disturbs or breaks the topsoil or results in the movement of earth on land; (5)
To require permanent stormwater runoff controls to be constructed along with development to prevent the deterioration of water quality; and (6) To promote public awareness of the hazards
involved in the improper discharge of Pollutants into the storm drainage system. Sec. 20-2. Definitions. For the purposes of this chapter, the following words and phrases shall have
the meaning set forth in this section: Agricultural activities. Activities directly related to: a. land preparation for farming such as plowing and disking, for the purpose of crop production;
b: the housing and pasturing of livestock. Approved SWMP. The SWMP that is currently approved by the City. This would also include any minor modifications that have been made to the
SWMP at the construction site. Best management practices; aka BMPs. Schedules of activities, prohibitions of practices, general good housekeeping, pollution prevention and educational
practices, maintenance procedures, and other management practices to prevent or reduce the discharge of pollutants directly or indirectly to stormwater, receiving waters, or stormwater
conveyance systems. BMPs also include permanent or non-permanent treatment practices, structures, ponds or basins, landscaping, operating procedures, VVRPW013 3
and other practices to control site runoff, spillage or leaks, sludge or water disposal, or drainage from raw materials storage. CDPHE. The Colorado Department of Public Health and Environment.
COPS. The Colorado Discharge Permit System Clean Water Act. The federal Water Pollution Control Act (33 U.S.C. § 1251 et seq.), and any subsequent amendments thereto. Director. The City
of Wheat Ridge Public Works Director or designee. Disturbed area. That area of the land's surface disturbed by any work or activity upon the property by means including but not limited
to grading, excavating, stockpiling soil, fill, or other materials; clearing; vegetation removal; removal or deposit of any rock, soil, or other materials; or other activities which
expose soil. Disturbed area does not include disturbance caused by normal agricultural activities. Facility. Any building, including a private home, structure, installation, process
or activity from which there is or may be a discharge of a Pollutant. Finally stabilized area. All disturbed areas that have been either built on, paved, or a uniform perennial vegetative
cover has been established, or equivalent permanent physical erosion reduction methods and best management practices have been employed. If perennial vegetation is applied, 'final stabilization'
shall be established as defined in the city Standard Seeding and Mulching Installation Notes (as referenced on WR engineering detail E-A03). Hazardous materials. Any material, including
any substance, waste, or combination thereof, which because of its quantity, concentration, or physical, chemical, or infectious characteristics may cause, or significantly contribute
to, a substantial present or potential hazard to human health, safety, property, or to the environment when improperly treated, stored, transported, disposed of, or otherwise manage.
Illicit connections. Any drain or conveyance, whether on the surface or subsurface, which allows an illicit discharge to enter the storm drainage system, including, but not limited limited
to any conveyances which allow any non-storm water discharge including sewage, process wastewater, and wash water to enter the storm drainage system; and any connections to the storm
drainage system from indoor drains, sump pumps, floor drains or sinks, regardless of whether said drain or connection had been previously allowed, permitted, or approved. Illicit discharge.
Any direct or indirect release of pollutants to the storm drainage system, except as exempted in this chapter. Industrial activity. Activities subject to NPDES industrial permits, as
defined in 40 CFR, Section 122.26(b)(14), or successor regulations thereto. WRPW013 4
Major SWMP modification. Modifications to the approved SWMP that change the hydrology. Minor SWMP modification. Modifications to the approved SWMP that result in substitutions or adjustments
to BMPs that provide equivalent performance and protection and do not result in conditions that reguire a major modification. Mobife washing operation. A commercial activity involving
power washing, steam cleaning, and any other method of mobile cosmetic cleaning of, by way of example, the following: vehicles, fabric, pets andlor exterior surfaces. Municipal separate
storm sewer system. (MS4) Publicly-owned facilities by which storm water is collected and conveyed, including, but not limited to any roads with drainage systems, municipal streets,
gutters, curbs, catch basins, inlets, piped storm drains, pumping facilities, retention and detention basins, and natural and human-made or altered drainage ditchesichannels/lakes/reservoirs,
and other drainage structures. National pollutant discharge elimination system (NPDES) stormwater discharge permit. A permit issued pursuant to section 402 of the Clean Water _Act, including
permits issued by the State of Colorado in compliance with the Act. Non-stormwater discharge. Any discharge to the storm drain system that is not composed entirely of stormwater. Operator.
The individual who has day-to-day supervision and control of activities occurring at the construction site, includes the owner, the developer, the general contractor or the agent of
one of these parties. Owner. The person who owns a facility, development, part of a facility, or land. Pollutant. Any sewage, sewage biosolids, garbage, chemical waste, biological material,
solid waste, incinerator residue, ash, munitions, radioactive material, heat, rock, sand, cellar dirt and industrial and agricultural wastes discharged in the water. Pollution. The presence
in waters of the state of any substances, contaminants, or manmade or man-induced impairment of waters or alteration of the chemical, physical, biological, or radiological integrity
of water in quantities or at levels which are or may be potentially harmful or injurious to human health or welfare, animal or plant life, or property or which unreasonably interfere
with the enjoyment of life or property, including outdoor recreation unless authorized by applicable law. Premises. Any building, lot, parcel of land, or portion of land whether improved
or unimproved, and including adjacent sidewalks and parking strips. Receiving water. Any water of the State of Colorado that receives a stormwater discharge from MS4, including all watercourses,
even if they are usually dry, and irrigation ditches that receive municipal stormwater. It also includes storm sewer systems owned by other entities. Vl/RPW013 5 I Deleted: of NPDES
permit
Spill. Any intentional or unintentional release of solid or liquid material which may cause pollution of the MS4 or waters of the state. Storm Drainage System. Also defined as municipal
separate storm sewer system (MS4). Stormwater. Any surface fiow, runoff, and drainage consisting entirely of water from any form or natural precipitation, and resulting from such precipitation.
Stormwater management plan (SWMP) . A plan describing the BMP and activities to be implemented to identify sources of pollution or contamination at a site and the actions to eliminate
or reduce pollutant discharges to stormwater, MS4, andlor receiving waters to the maximum extent practicable. Threatened discharge. A condition creating a substantial probability of
harm, which make it reasonably necessary to take immediate action to prevent, reduce or mitigate damages to persons, property or natural resources. Wastewater. Any water or other liquid,
other than uncontaminated stormwater, discharged from a facility. Watercourse. A channel, channel, natural depression, slough, artificial channel, gulch, arroyo, stream, creek, pond,
reservoir or lake, including major drainageways, in which runoff and fioodwater fiows, either regularly or infrequently. Waters of the State of Colorado (waters of the state). Any and
all surface and subsurface waters that are contained in or fiow in or through the State of Colorado. The definition includes all watercourses, even if they are usually dry. Sec. 20-3.
Applicability. This chapter shall apply to all water and other discharges entering the storm drainage system generated on any developed and undeveloped real property with in the city
unless explicitly exempted by a provision hereof. Sec. 20-4. Responsibility for administration. The Director shall administer, implement, and enforce the provision of this chapter. Sec.
20-5 -20-10. Reserved. ARTICLE II, ILLICIT DISCHARGES Sec. 20-11 . Illicit discharges prohibited. VVRPW013 6
No person shall discharge or fail to implement adequate best management practices to prevent an illicit discharge into the MS4 or watercourses, including, but not limited to, the following:
(1) Chemicals, petroleum products, paint, varnishes, solvents, oil and grease and other automotive fiuids, pesticides, herbicides, and fertilizers, or other toxic materials; (2) Non-hazardous
liquid and solid wastes; (3) Hazardous materials, sewage, fecal coliform and pathogens, dissolved and particulate metals; (4) Trash, refuse, rubbish, garbage, food wastes, animal wastes,
litter, other discarded or abandoned objects, fioatables and cleaning products; (5) Landscaping materials, sediment, lawn clippings, leaves, branches or other landscaping and yard debris;
(6) Construction activities wastes and residues including but not limited to, painting, paving, concrete placement, saw cutting, material storage and earthwork; (7) Wastes and residues
that result from mobile washing operations; discharges from toilets; sinks; industrial processes; cooling systems; boilers; fabric cleaning; equipment cleaning; commercial vehicle cleaning;
(8) Any other material that is considered harmful to humans, animals, or aquatic life and its habitat. Sec. 20-12. Illicit discharges exempted. The following discharges, when properly
managed, are exempt from the discharge prohibitions established by this chapter. Meeting exemptions identified in this section does not imply or determine that a COPS permit is not required.
WRPW013 (1) Allowable non-stormwater discharges. Water line fiushing or other potable water sources, landscape irrigation or lawn watering, irrigation return fiows, diverted stream fiows,
rising ground water, uncontaminated ground water infiltration to storm drains, uncontaminated pumped ground water, roof drains, foundation or footing drains, air conditioning condensation,
water from crawl space pump, springs, individual residential car washing, natural riparian habitat or wet-land fiows, swimming pools (if dechlorinated -less than than 0.05 PPM chlorine),
fire fighting activities, incidental discharges from street sweeping operations (including associated sidewalks and medians, and that is not associated with construction). and any other
water source not containing pollutants. 7
(2) Discharges approved by the authorized enforcement agency necessary to protect public health and safety, such as flows from firefighting and street sweeping. (3) Dye testing, provided
the person undertaking such testing provides verbal notification to the authorized enforcement agency 24 hours prior to the time of the test. (4) Runoff of roadway and sidewalk anti-icing
and deicing agents; provided that they are applied according to Best Management Practices. (5) Runoff associated with normal agricultural activities. (6) Any non-stormwater discharge
permitted under a CDPS or NPDES permit, waiver or waste discharge order issued and administered under the authority of the Federal Environmental Protection Agency (EPA), provided that
the discharger is in full compliance with all requirements of the permit, waiver, or order and other applicable laws and regulations. (7) Occasional incidental non-stormwater discharges.
Snow melting operations, swimming ooois potable water sources and charity car washes provided provided that adeguate BMPs are in place to minimize the discharge of pollutants. (8) Discharges
as a result of activities of the City, where needed for emergency purposes or to protect public safety, if approved by the Director. Sec. 20-13. Illicit connections prohibited. The construction,
use, maintenance or contained existence of illicit connections to the MS4 is prohibited. This prohibition expressly includes, without limitation, illicit connections made in the past,
regardless of whether the connection was permissible under law or practices applicable or prevailing at the time of connection. Sec. 20-14. Best management practices. The owner or operator
of a commercial or industrial establishment or a disturbed area shall provide, at their own expense, reasonable protection from accidental discharge of prohibited materials or other
wastes into the MS4 or watercourse through the use of structural and non-structural BMPs. Further, any person responsible for premises, which are, or may be, the source of an illicit
discharge, may be required to implement, at said person's expense, additional structural and non-structural BMPs to prevent the further discharge of pollutants to the MS4. Sec. 20-15.
Notification of spills. 'NRPW013 8 Deleted: and provided lhat written approval has been granted by the City fO( any discharge to the storm drain system.,!!
Notwithstanding any other requirement of law, as soon as any person responsible for any premises, facility or operation, or responsible for emergency response for a facility or operation,
has information of any known or suspected release of materials which are resulting or may result in illegal discharges or pollutants discharging into stormwater, the storm drainage system,
the MS4, or waters of the state, that person shall take all necessary steps to ensure the discovery, containment, and cleanup of such release. In the event of a release of hazardous
materials said person shall immediately notify emergency response agencies of the occurrence via emergency dispatch services. In the event of a release of non-hazardous materials, said
person shall notify the Director in person or by telephone no later than twenty-four (24) hours after the release. Notifications in person or by telephone shall be confirmed by written
notice addressed and mailed to the Director within five (5) calendar days of the phone notice. If the discharge of prohibited materials emanates from a commercial or industrial establishment,
the owner or operator of such establishment shall also retain an on-site written record of the discharge and the actions taken to prevent its recurrence. Such records shall be retained
for at least three (3) years. Sec. 20-16 -20-31. Reserved. ARTICLE III. PERMITS Sec. 20-31. Applicability. (a) Permit required. It shall be unlawful for any person to conduct any activity
resulting in any of the following total disturbed areas without first obtaining a grading permit; pursuant to this section and section 26-623 of this Code. The requirements of this section
shall be in addition to those contained within section 26-623. In the event of confiict between this chapter and section 26-623, the more restrictive requirement shall apply. A grading
permit shall be required for disturbed areas of: (b) (1) One (1) acre or more. (2) Less than one (1) acre if such activities are part of a larger common plan of development,
even though multiple, separate and distinct land development activities may take place at different times on different schedules. (3) The city may also require a grading permit regardless
of the size of the total disturbed area in conjunction with approval of a final subdivision plat, special use permit, or site development plan, or if the construction activities are
adjacent to a watercourse or wetlands. Exemptions. The following activities are exempt from this section: (1) Agricultural land management activities, not including construction activities,
________ _ 9 " •"" , " "" Deleted: (CDPHE:) Deleted: (b) Maintenance and repair of any stormwater facility, irrigation ditch, watercourse, or related practice deemed necessary by the
Director. " (c) Emergency repairs to streets. water, sanitary sewer or other facilities deemed necessary by the Director.
(c) Permit application. Applications for grading permits shall be filed on a form prescribed by the city. (1) In support of the application, the applicant shall submit all information
required on the city's form and any additional information requested by the city. (2) The application shall be signed by all persons responsible for compliance with the permit throughout
the permit's validity. (3) The application shall include documentation of an application for a CDPHE stormwater general permit for construction activities and a completed SWMP which
must include an erosion and sediment control plan. (d) Land disturbance activities may not proceed until grading permit approval is received from the city. (e) Permit issuance or denial.
The grading permit may be denied if the applicant fails to provide the information required by this chapter and section 26-623. If a permit is denied, the applicant shall be notified
in writing of the grounds for denial and of the corrective actions that must be taken to obtain a permit. An applicant may appeal the denial in writing to the Director no later than
thirty calendar days from the date of issuance of denial. The appeal must set forth the grounds for the appeal and include any documents in support of the applicant's appeal. The Director
shall issue a ruling on the matter within thirty calendar days of receipt of an appeal based solely upon review of the application, denial, appeal, and all documents related thereto.
The applicant shall receive written notice of the Director's ruling. (f) Performance standards and fees. Performance standards and fees for any permit required by this chapter shall
be met and paid per the schedules on the permit form. No permit shall be issued until and unless the performance standards have been met and fees paid in full. Sec_ 20-32_ Technical
standards and specifications. All BMPs designed to meet the requirements of this Chapter shall comply with the following technical standards: \/VRPW013 (1) Urban Drainage and Flood Control
District's Urban Urban Storm Drainage Criteria Manual -Volume 3 or its successor; c:ity of Wheat .Ridge site d!<:,inage and Ql An\, alternative
methodology approved by the City, wbich is demonstrated to be effective. 10 Deleted: (2) Current City Issued erosion control construction details. '1\ Deleted: 3 Deleted: 4
Sec. 20-33. Construction stormwater management plan. (a) The stormwater management plan (SWMP) shall be prepared in accordance with the requirements of the most recent SWMP guidance
document prepared by the CDPHE, and the engineering and hydrologic practices outlined in the current City site drainage requirements document. (b) The owner or its representative will
be required to have the SWMP on site at all times and shall be prepared to respond to maintenance of specific BMPs. (c) The owner or its representative shall inspect
all BMPs at least every fourteen (14) days and within twenty-four (24) hours after any precipitation or snow melt event that causes Iloticeable eroSion, and whe".sjlecifically reguested
by the city. Inspections of BMPs shall be conducted by an individual who @experienced with commonly accepted structural and non-structural BMPs for erosion and sediment control. (d)
Based on inspections performed by the owner or by the city, modifications to the SWMP will be necessary if at any time the specified BMP's do not meet the objectives of this chapter.
In this case, the owner shall meet with City personnel to determine the appropriate modifications. All modifications shall be completed immediatelv Qf the referenced inspection, and.
sh.aJI.t,e recorded on the owner's copy of SWMP. (e) SWMP modifications. T!l!! 9P!!rator shall amend the .sWMP wt]enever there is a ,cha"g!!. Ln_ .design, construction, operation ,_
9r 'l1air:'lenance of the BMPs, which has a significant effect on the potential for discharge of pollutants to the MS4 or receiving waters, or if the SWMP proves to be ineffective in
achieving the general objectives of controlling pollutants in stormwater discharges associated with construction activities. Minor modifications to the SWMP do not need to be reviewed
by the City but must be noted in the SWMP. Major modifications to the SWMP are required to be submitted to the City for review and approval before being included in the SWMP. (f) Records
of inspection shall be be maintained on site with the SWMP and shall be made available to the city inspector upon request. (g) Certification of permanent BMPs. Upon completion of a project,
prior to final acceptance and/or a certificate of occupancy or completion being granted, the city shall be provided a written certification stating that the completed project is in compliance
with the approved SWMP. All applicants are required to submit "as built" or "record" plans for any permanent BMPs after final construction is completed per requirements of the city land
development ordinance, if applicable. A final inspection by the city is required before the release of any performance securities can occur. Sec. 20-34. Post-construction requirement
of permanent BMPs. Ih'RPW013 11 I Deleted: COP HE I Deleted: surface runoff Deleted: has successfully completed formal lralning in erosion and sediment control by a recognized ()(Qanizallon
acceptable to the Director. A certification of successful completion of such training shall be provided upon requesl.'11 { Deleted: wilhin 7 days Deleted: review changes Deleted: plan
Deleted: significant
(a) Land development that is subject to the requirements of this chapter must address stormwater runoff quality through the use of permanent BMPs which shall be maintained in perpetuity.
(b) VVRPW013 (1) All permanent BMPs of any site including, without limitation, detention basins, retention basins, ponds, inlets, outlets, outfall ditches, and structures for which the
owner thereof or his or her predecessor-ininterest obtained approval from the city for the construction or establishment, shall be maintained in good repair and in substantially the
form, condition and nature which was represented at the time they were constructed. It is the intention of this section that such permanent BMPs, having once been approved for construction
or development, shall not be allowed to deteriorate to a condition which is in any respect inferior to the condition or state upon which the original approval for construction or development
was based. For purposes of this section, either or both the owner or tenant of the structure or real property shall be considered the responsible party. (2) Maintenance of all permanent
BMPs shall be ensured through the creation of a .stormwater facility ,agreement tilat pe approved by the city and recorded in the office of
the Jefferson Countv countv clerk and recorder prior to "he issuance of a certificate of -occupancy or completion. The ,agreement shall be binding on all '" subsequent owners of land
served by the permanent BMP. As paifofthe-'" ' ,agreement,_ a s.haJL Q,! _deve!op_e_d, detailing w.h.en_ an(j _h_ow 0!l.en . maintenance will occur to ensure
proper function of the permanent BMPs. " , The ,agreement shall
also include !gc perig(jic to ensure_ proper performance of the facility between scheduled maintenance. The --,agreement shall
f9! tg the _fac"ity_ at !i!lle:s: for ---periodic inspection or any Jemedial _ QY _ th.e _ cj ty, _or_ its contractor
or agent, and for regular or special assessments of property owners to ensure that the facility is maintained in proper working condition to meet design standards and any other provisions
established by this chapter. Inspections of permanent BMPs. (1) All permanent BMPs must undergo, at the minimum, periodic inspections by the city, as deemed appropriate by the Director,
to document maintenance and repair needs and ensure compliance with the requirements of this chapter and accomplishment of its purposes. These needs may include removal of S"t, litter
and other debris from all catch basins, inlets, ponds and detention! retention basins, outlet structures and drainage pipes, grass cutting and vegetation removal, and necessary replacement
of landscape vegetation. Any maintenance needs found by city inspection or otherwise must be addressed in a timely manner, as determined in writing by the Director. The inspection and
maintenance 12 Deleted: formal Deleted: covenant Deleted: against the tiUe Of the subject property Deleted: final development plan or grading permit approval Deleted: covenant Deleted:
covenant Deleted: covenant Deleted: deanouls Deleted: covenant Deleted: required Deleted: The covenant shall be memorialized on the subdivision plat, anne:.:ation plat, development agreement
or other instrument, or in a separate form acceptable to the city and shall be recorded in the office of the county cler1l. and recorder.
requirement may be increased as deemed necessary to ensure proper functioning of the permanent BMPs. (2) Inspection programs may be established by the city on any reasonable basis, including
but not limited to: routine inspections; random inspections; inspections based upon complaints or other notice of possible violations; inspection of drainage basins or areas identified
as higher than typical sources of sediment or other contaminants or pollutants; inspections of businesses or industries of a type associated with higher than usual discharges of contaminants
or pollutants or with discharges of a type which are more likely than the typical discharge to cause violations of state or federal water or sediment quality standards or the CDPS stormwater
permit; and jOint inspections with other agencies inspecting under environmental or safety laws. Inspections may include, but are not limited to reviewing maintenance and repair records;
sampling discharges, surface water, groundwater, and material or water in drainage control facilities; and evaluating the condition of drainage control facilities and other stormwater
treatment practices. (3) When any permanent BMP is installed on private property, or when any new connection is made between private property and a public drainage control system, the
property owner shall grant to the city the right to enter the property at reasonable times and in a reasonable manner for the purpose of inspection. This includes the right to enter
a property when the city has a reasonable basis to believe that a violation of this chapter is occurring or has occurred, and to enter when necessary for abatement of a public nuisance
or correction of a violation of this chapter. (4) Parties responsible for the operation and maintenance of a permanent BMP shall make records of its installation and of all maintenance
and repairs, and shall retain the records for at least 2 years. These records shall be made available to the city during inspection of the facility and at other reasonable times upon
request. Sec. 20-35. Financial security. (a) Construction of the BMPs and other stormwater facilities required by this Chapter shall be a condition of issuance of any grading permit
required pursuant to section 20-31 or section 26-623 of this Code. (b) A further condition of the grading permit required by section 20-31 and/or section 26-623 of this Code shall be
the posting of a performance bond to guarantee the construction of the BMPs or stormwater facilities required by this chapter, as fully set forth herein. (c) The amount of the performance
bond shall be based upon an itemized cost estimate prepared by the permittee and approved by the city. VVRPW013 13
(d) Form of performance bond WRP1N013 (1) The performance bond shall be for one hundred twenty-five (125) percent of the estimated costs of the required grading and BMP improvements
as computed by the permittee and approved by the Director. The requirement for a performance bond under chapter 26, section 623 of this Code may be satisfied by inclusion in the performance
bond required in this section. Submittal of more than one (1) bond is not required. (2) No form of performance bond drawn upon a bank or financial institution having any relationship
to the applicant or any principal, director, officer or shareholder of the applicant (other than the relationship of depositor or checking account holder), shall be acceptable. The city
may reject any tendered performance bond for any reason. (3) The performance bond shall be in a form satisfactory to the city attorney. The performance bond guarantees the city that
the financial backing is available and the improvements will in fact be completed and paid for. a. The performance bond may be from any financially responsible lender that is not directly
or indirectly owned or controlled by the permittee. b. The performance bond shall be in effect for a minimum period of one (1) year and shall be renewable for subsequent oneyear periods
at the city's sole discretion. c. The performance bond shall be such that the city is assured that the permittee has funds committed to the amount and that in the event of a default
by the permittee the city shall have available to it, upon demand or, funds necessary to construct any/or all of the grading and BMP improvements. d. The city may release percent portions
of the performance bond in increments of no less than twenty-five (25) at the discretion of the Director ,upon written request of the _ _In such case, an amended
performance bond shall be required. In no case shall the full amount of the performance bond be released until final acceptance has been granted and all BMP improvements have been constructed
and approved. e. After all repairs are made at the end of the warranty period and final acceptance is issued, the performance bond will be released. 14 Deleted: of public works
(e) If the permittee does not successfully complete all required work or violates any requirement of the permit or this chapter, the city may take corrective measures and charge the
cost of such to the permittee. Such costs shall include the actual cost of any work deemed necessary by the city plus reasonable administrative and inspection costs and penalties pursuant
to this Code. If the total of such costs exceeds the performance bond, the permittee shall be responsible for payment of the remaining balance within thirty (30) calendar days of receipt
of an accounting of such from the city. Such costs, if unpaid, may be certified to the county treasurer for collection in the same manner as real property taxes. Sec. 20-36 -20-40. Reserved.
ARTICLE IV. ENFORCEMENT Sec. 20-41. Enforcement, generally. (a) All authorized personnel under the supervision of the Director have the power to conduct inspections, issues notices of
violations and implement other enforcement actions under this section. (b) Whenever the Director has cause to believe that there exists, or potentially exists, in or upon any premises,
any condition which constitutes a violation of this chapter, the Director shall have the right to enter the premises at any reasonable time to determine if there exists an actual or
potential violation of the requirements of this chapter. In the event that the owner or occupant refuses entry after a request to enter has been made, the city is hereby empowered to
seek assistance from a court of competent jurisdiction in obtaining such entry. (c) The Director shall have the right to install on the property of any discharger to the MS4 any devices
deemed necessary to conduct an investigation of such discharges. The investigation may include, but is not limited to the following: sampling of any discharge or process waters, the
taking of photographs, interviewing staff or citizens in reference to alleged violations, and access to any and all facilities or areas within the premises that may have any effect on
the discharge. (d) For the purpose of enforcement of this chapter. violation of a prohibition of this chapter or failure to meet a reguirement of this chapter shall constitute a nuisance.
Whenever the city finds that a person has violated a prohibition or failed to meet a requirement of this chapter, the Director may order compliance by written notice of violation to
the responsible person in accordance with the procedures oullined for nuisances in section 15-8, Abatement. of this Code. ,l>ec. 20-42. ,Emergencv abatement. WRPW013 15 ,, Deleted: (e)
In the event the violation constitutes an immediate danger to public health or public safely, the director or de!ignee is authorized to enter upon the subject property, without giving
prior notice, to take any and all measures necessary to abate the violation andlor restore the property.lI Deleted: Appeal of notice of violation
In the event the violation constitutes an immediate danger to public health or public safety or pollution to the environment the Director or designee is authorized to enter upon the
subject prooerty without giving prior notice. to take any and all measures necessarv to abate the violation and/or restore the property. ,sec. 20-43. Recovery of expense of abatement.
,, , Jf the city abates a violation of this chaRter, ) he owner of the property will be .. notified of the cost of abatement in accordance with the procedures outlined for .. ... nuisances
in section 15-11 Recoverv of expense of abatement of this Code. • 'II \ , ,sec, 20-44. Stop work order. , " " , Whenever the Director determines that any activity is occurring
which is not in compliance with the requirements of this chapter, the Director may order the " activity stopped upon service of written notice upon the responsible owner and/or ' operator.
The owner and/or operator shall immediately stop all activity until authorized in writing writing by the city to proceed. If the owner and/or operator cannot be located, the notice to
stop shall be posted in a conspicuous place upon the area where the activity is occurring and shall state the nature of the violation. It shall be unlawful for any owner and/or operator
to fail to comply with a stop work order. Sec. 20-45. Penalties. (a) It is unlawful and an offense for any person to violate or permit or cause violation of this chapter or of the provisions
of any permit issued under this chapter. Violators shall be ,subject to the penalties as provideg in chapter 1, section 1-5 of this Code. Each day or part of a day any violation occurs
continues shall constitute a separate offense. (b) Any condition caused or permitted to exist in violation of any of the provisions of this chapter is a threat to public health,
safety, and welfare and is declared and deemed a public nuisance. Any court of competent jurisdiction may enjoin violations of this chapter upon proof of such violations. (c) The remedies
in this chapter are cumUlative and the exercise of anyone or more remedies shall not prejudice any other remedies that may otherwise be pursued for a violation of this chapter. The remedies
listed in this chapter are not exclusive of any other remedies available under any applicable federal, state or local law and it is within the discretion of the authorized enforcement
agency to seek cumulative remedies. Section 2. Effective Date. This Ordinance shall take effect fifteen (15) days after final publication, as provided by Section 5.11 of the Charter.
INRPW013 16 , , , , , , , , , , , , , , , , Deleted: Ally person receiving a notice of violation may appeal the delerminalion of the director. The nolice of appeal must be re<:eived
by the director within five (5) days from the dale the notice of violation was given. Hearing on the appeal before the director or hls/her designee shalt lake place within ten (10) wortling
days after the date of receipt of the notice of appeal. The decision of the director or hislher designee shall be Iinal.lI Deleted: Abatement Deleted: (8) Deteted: within ten (10) days
after abatement of the violation, Deleted: . Including administrative cosls, by personal delivery or by mail 10 the last known address of the owner as shown In the records of the county
assessor. The notice shall be effective upon the date of maifing or personal delivery. The property owner may file a written protesl to the director objecting to the amount of the abatement
within fifteen (15) days of the effective date of the notice Deleted: (b) If no protest is filed. then the charges shall be come due and payable on the date sel forth in the nolice.
which date shall be after the expiration of the lime in which to file an appeaL1J (cl In the event a protest is filed. a meeting considering such protest shall be held before the director
or designee within fifteen (15) days from the date of receipt of the wrillen protest The property owner shall be given nolice of the hearing in the manner set forth in subsection (a)
of this section. If any charges are upheld upon completion of such hearing. then such charges shall become due and payable ten (10) days alter the issuance of the decisioo of the dlrector.1J
(dl If the amount due is not paid within ten (10) days after the declsioo of the director or the expiration of the time In which 10 file an appeal under this chapter. the charges shall
become a special assessment against the property and shall consUtule a lien on the property for the amount of the assessment. The assessment shall be certified by the city treasurer
to the office of the county treasurer for colleclioo in the same manner as the collection of gener'B1 property taxes.lI Deleted: punishable
INTRODUCED, READ, AND ADOPTED on first reading by a vote of to ___ on this day of , 2010, 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 , 2010, 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 day of , 2010. SIGNED by the Mayor on this ____ day of _________ , 2010. ATTEST: Michael Snow, City Clerk First Publication:
Second Publication: Wheat Ridge Transcript Effective Date: IAlRPW013 Jerry DiTullio, Mayor Approved As To Form Gerald E. Dahl, City Attorney 17
CDPS MS4 Phase II STORMWATER MANAGEMENT PROGRAM DESCRIPTIONS FOR CITIES AND COUNTIES March 2008 -March 2013 Due to WQCD by June 10,2008 A2en;;¥ Name City of Wheat Ridge Permit Certification
Number COR-0900 15 MS4 Location Description City(s) Permitted: City of Wheat Ridge (most permit certifications wjfl County Permitted: n/a cover a single city or county) Non-Standard
MS4(s) Permitted (including location descriPtions): nla Map Attach MS4 Boundary Map Showing: • Jurisdictional Boundary (including all city, county and non-standard MS4s covered under
your certification) • Permit Boundary (refer to Page I of your permit) CDPS PrMram Descriotions Attached Area Counties ani n Permitted Area
n Entire Jurisdiction Joint Submittal l5(fNo I I Yes Certification: The following certification must be signed by the Legal ly Responsible Person. The signer must be either a principal
executive officer, ranking elected official or other duly authorized employee. "I certify under penalty oflaw that this document and all attachments were prepared under my direction
or supervision in accordance with a system designed to assure that qualified personnel properly gather and evaluate the infonnation submitted. Based on my inquiry of the person or persons
who manage the system, or those persons directly responsible for gathering the information, the information submitted is, to the best of my knowledge and belief, true, accurate, and
complete. I am aware that there are significant penalties for submitting false infonnation, including the possibility of fine and imprisonment for knowing violations." Name (printed):
Title: Director of Public Works Signature: Date: June 10, 2008 City of Wheat Ridge Progmm Descriptions 2008·2013 lof29
? Stormwater Quality Management TABLE OF CONTENTS Instructions Overall Program Perspective MCMI: Public Education & Outreach MCM 2: Public Participation/l_Dvolvement
MCM 3: Illicit Discharge Detection & Elimination MCM 4: Construction Site Runoff Control MCM 5: Post-Construction StOl"mwater Management MCM 6: Pollution Prevention/Good Housekeeping
for Municipal Operations City of Wheat Ridge 2of29 Program Description 2008-2013
Wheat R,!9ge Stormwater Quality Mauagement CDPS Stormwater Management Program Descriptions Instructions A. Applicability This template is applicable for all permittees covered under
the MS4 general permits COR-080000 and COR-090000. This template is not applicable to non-standard MS4s permitted under the COR-070000 general permit. B. Filling out the Template This
template is intended to be filled out electronically, with additional lines added to the sections as descriptions are entered. C. Submitting the Program Description A complete program
description, including the original signed certification on page 2, must be submitted to the Water Quality Control Division by June 10,2008. The submittal must include an original signature.
E-mailed or faxed copies will not be accepted. D. Completeness The form must be completed accurately and in its entirety, or it will be deemed incomplete. This template is intended to
be a summary of all of the content for the CDPS Stormwater Management Program Submittal required by rart I.A.6 of the MS4 general permits, COR-080000 and COR-090000. The descriptions
provided must be detailed enough for the Water Quality Control Division to determine the permittee's general strategy for complying with the required items in each of the six COPS Storm
water Management Program Minimum Control Measures (Parts I.B.I-6 of the general pennits). E. Cited Permit Requirements Subsection 8 of this template for each of the six Minimum Control
Measures includes citations of the specific pennit requirements. Where permit requirements have been significantly modified from the previous versions of the general permits, the new
language is identified in the template as either a "Clarified" or "New" permit requirement. Refer to Part II.H of the permit rationales for additional information on these changes. City
of Wheat Ridge 30f29 Program Description 2008-2013
Y/ Stormwater Quality Management Overall CDPS Siormwaler STORMWATER Management Program Perspective DlSCIiARGES City of ASSOCIATED WITII Wheat Ridge MS4s Program Descriptions
2008-2013 Wheat Ridge characteristics: Wheat Ridge is approximately 9.48 acres and is land locked between unincorporated Jefferson County to the wesl, City of Denver to the east, City
of Arvada to the northwest,City of Lakeside to the northeast and City of Lakewood to the south. Wheat Ridge is a home rule City with a population of approximately 33,000. According to
2007 estimates, is approximately 90-95% built out or currently in the process of development. Redevelopment of some of the older areas of the City may occur in the future, but few vacant
properties remain for development. Storm water runoff drains thru the City 's Storm water Drainage System to various ponds and open channels on its way to Clear Creek. The area around
Clear Creek is known as the Green Belt, and is considered the Jewel of Wheal Ridge. Clear Creek (Green Beli) is recognized as a community amenity valued for recreation and access to
natural beauty Pollutants of concern considered in the development of the Storm water Program include commonly recognized constituents in urban runoff such as sediment from construction,
nutrients from lawn care, bacteria from pet waste, and toxins from illegal dumping. Program implementation Oversight of the stonnwater program is carried out by the Stonnwater Quality
Program within the Engineering Department. Since stormwater issues are pervasive, other key departments and divisions include: GIS, Building, Public Works Operations, City Clerk, Parks
and Open Space, Community Development, Community Services, and Police department. City of Wheat Ridge 40f29 Program Description 2008-2013
Y7 WheatR,i9gc Stormwater Quality Management STORMWATER City of DISCHARGES PUBLIC EDUCATION & ASSOCIATED WITH Wheat Ridge OUTREACH MS4s Program Descriptions 2008 2013 A. Program Perspective
The goal of the Public Education and Outreach Program is to increase public knowledge of local water quality problems caused by urban runoff in order to maintain public support for local
stonnwater quality programs. This support ranges from individuals changing their daily actions to community backing for all stormwater program elements. The program should take into
account pollutants commonly associated with the urban environment. B. Permit Requirements The permittee must implement a public education program in an effort to promote behavior change
by the public /0 reduce water quality impacts associated with pollutants in slormwater runoff and illicit discharges that includes: (Clarified permit requirement) /) targeting specific
pollutants and pol/utant sources determined by the permittee to be impacting, or to have the the potential to impact, the beneficial uses of receiving waters 2) conducing outreach activities
about the impacts of stormwater discharges on water bodies and the steps that the public can take to reduce pollutants in stormwater runo}f; and (Clarified permit requirement) 3) informing
businesses and the general public of the municipality's prohibitions against. and/or the water quality impacts associated with, illegal discharges and improper disposal of waste. C.
Program Elements By using existing, ongoing program elements to meet the permit requirements, the MS4 is committed to continuing each of these program elements. Any changes would require
use of the program modification process as outlined in Part I.E.2. of the permit. City of Wheat Ridge 50f29 Program Description 2008-2013
I WhcatR.!9gc Stormwater Quality Management Public Education Program Element -Forming Partnerships Implementation 1 Year or "Ongoing" I.a Colorado Stonnwater Council (CSC) member.
Ongoing The esc acts as a forum for MS4 permit holders to aid in the development and implementation of stormwater programs at a State and local level. I.b Rooney Road Recycling Center
(RRRC) member. Ongoing RRRC is a multi-jurisdictional supported facility that provides household chemical disposal, yard waste recycling, household chemical reuse (HazMart) and small
quantity generator I DroQrams. Public Education Program Element -Using Educational Implementation 2 Materials and Strategies Year or "Ongoing" 2.a The City produces and distributes educational
materials as Ongoing appropriate to the topic and audience. Distribution of materials may occur at City offices, public events, direct mailings, through schools, andlor upon request.
The City develops its own materials or uses materials developed by others, when annronriate. 2.2.b The Wheat Ridge Connection is a quarterly newsletter produced Ongoing by the City and
distributed to every Wheat Ridge address and is available on the City's website. The newsletter is used to inform citizens of various topics relevant to the stormwater program on a neriodic
basis. 2.c The City has a government channel TV -8 which airs special Ongoing programs and segments. Programs run for approximately four weeks, starting in March and ending 111 April,
it reaches aDoroximatelv 8,500 homes. 2.d The City maintains a website which includes contact Ongoing information and applicable stormwater program information. 2.e The City participates
In various events to disseminate Ongoing information about stormwater quality and other programs implemented by variolls departments. Past events have included Earth Day, National Trail
Days, Arbor Day ceremonies and the Wheat Rid.e Carnation Festival. City of Wheat Ridge Program Description 2008-2013 60f29 -{ Deleted: bi-annual
r? WheatR!9gc Stormwater Quality Management 3 Public Education Program Element -Sig.age and Stenciling 3.a Stann drains were initially marked with the help of Boy Scouts and elementary
school students. They are now replaced as needed by City crews. The City has utilized GIS to create a map layer that assists in maintaining and replacing existing storm drain markers
and installinQ new storm drain markers. Public Education Program Element -Reaching Diverse 4 Audiences Implementation Year or Ongoing Implementation Year or "On2.0in2"
4.3 The City's public education and outreach program reaches Ongoing diverse audiences by utilizing materials in languages other than English when available or by including a statement
in Spanish that the information is important and to ask for assistance in translating the information; by offering household pick-up service for household chemical disposal; the public
events the City participates in are well-advertised, free and open to the public; and information and materials distributed by the City are free and available to anyone who inauires
about related tooies. Public Education Program Element -Illicit Discharge Implementation 5 Education to Businesses and the Public Year or "Ongoing" 5.a The Stonnwater Quality Program
distributes educational Ongoing materials speci fic to businesses which includes stonnwater information, potential storm water impacts and ways to reduce them. 5.b The Rooney Road Recycling
Center, of which the City supports, Ongoing offers a small quantity generators program geared specifically to safe disnosal of chemical waste 2:enerated bv businesses. City of Wheat
Ridge Program Description 2008-2013 70f29
/7 Stormwater Quality Management Additional Requirements -Cherry Creek Reservoir Basin Implementation 6 discharges (COR-080000 only) Year or "Ongoing" N/A N/A D. Measurable
Goals Inclusion of measurable goal s should not be necessary, as the elements described in Part C, above, should constitute full program implementation and a commitment to continue these
elements. City of Wheat Ridge 8 of 29 Program Description 2008-20 \3
Y7 Wheat Riege Stormwater Quality Mauagement STORMWATER City of DISCHARGES PUBLIC PARTlCPATlON I ASSOCIATED WITH Wheat Ridge INVOLVMENT MS4s Program [kscriptions 2008 -2013 II. PUBLIC
PARTlClPATlONIINVOLVMENT A. Program Perspective Public participation/involvement is often discussed in the context of the public education measure because they share a common goal -reaching
out to citizens to improve awareness and achieve program compliance. The distinction between the two programs is that public participation/involvement provides a conduit for citizens
to participate in the development and implementation of the publicly funded stormwater program. B. Permit Requirements Public involvement/participation. The permittee must implement
a public involvement program as follows: I) The permillee mllst comply with the State and local public notice requirements when implementing the CDPS Stormwater Management Programs required
under this permit. Notice of all public hearings should be published in a community publication or newspaper of general circulation, to provide opportunities for public involvement thai
reach a majority of citizens through the notification process. 2) The permittee must provide a mechanism and process to allow the public to review and provide input on the CDPS Stormwater
Management Program. c. Program Elements: By using existing, ongoing program elements to meet the permit requirements. the MS4 is committed to continuing each of these program elements.
Any changes would require lise of the program modification process as outlined In Part I.E.2. of the permit. City of Wheat Ridge 90f29 Program
Description 2008-2013
I? WhcatR@ge Stormwater Quality Management Public Involvement/Participation Program Element -Public Implementation 1 Notices Year or "On2oinJZ." I.. The City follows all applicable state
and local Public Notice Ongoing requirements in implementing its storm water program. The City Clerk is responsible for ensuring compliance with these procedures. Public Notice is required
for all new ordinances or changes to existing ordinances by City Charter. The City's Public Notice requirements involve two publications of the ordinance and require publication of the
public hearing date and time. Public Involvement/Participation Program Element -Mechanism Implementation 2 and Processes for Public Involvement/Feedback Year or "Ongoing" 2 .• The City
maintains a website with contact information and a link Ongoing to email a question or concern. The website also includes stormwater program information applicable to citizens. 2.b Information
distributed by the City includes contact information. Ongoing 2.c The City has a Stormwater Hotline for citizens to call about illicit Ongoing discharges or suspicious activities in
regards to environmental compliance. O. Measurable Goals Inclusion of measurable goals should not be necessary, as the elements described in Part C, above, should constitute full program
implementation and a commitment to continue these elements. City of Wheat Ridge \0 of29 Program Description 2008-20\3
Y7 Storm water Quality Manllgement City of STORM WATER ILLICT DISCHARGE DETECTION DISCHARGES Wheat Ridge AND ELlMlNATION ASSOCIATED WITH MS4s Program Descriptions
2008-2013 III. ILLICIT DISCHARGE DETECTION AND ELiNATION A. Program Perspective The goal of the Illicit Discharge Detection and Elimination Program is. to the maximum extent practicable,
to reduce the frequency and environmental impact of illicit discharges in which pollutants are intentionally or accidentally discharged into the storm sewer system. B. Permit Requirements
The permittee must develop, implement and enforce a program 10 detect and eliminate illicit discharges (as defined at 61.2) into the permittee 's MS4. Illicit discharges do not include
discharges or flows from fire fighting activities, or other activities specifically authorized by a separate CDPS permit, The permittee must: /) Develop and maintain a current storm
sewer system map, showing the location of all municipal storm sewer out/ails and the names and locations of all state waters that receive discharges from those out/ails. 2) To the extent
allowable IInder State or local law, effectively prohibit, through ordinance or other regulatory mechanism, illicit discharges (except those identified in subparagraph 5 and 6 of this
section) into the storm sewer and implement appropriate enforcement procedures and actions. (Clarified permit requirement) 3) Develop, implement, and document a plan
to detect and address non-stormwater discharges, including illicit discharges and illegal dumping, to the .lystem. The plan must include the following three components: procedures for
locating priority areas likely to have illicit discharges, including areas with higher likelihood of illicit connections; procedures for tracing the source of an illicit discharge; and
procedures for removing the source of the discharge. City of Wheat Ridge IIof29 Program Description 2008-2013
r WheatR@ge Stormwater Quality Management 4) Develop and implement Q program to train municipal staff to recognize and appropriately respond 10 illicit discharges observed during typica'
dulies. The program mllst address who will he likely to make slich observations and therefore receive training, and how staff will report observed suspected illicit discharges. (New
permit requirement) i) Specific Deildline for Renewill Permittees: Renewal Permittees "'''st comply with the requirement a/subparagraph (4) by no laler than December 31. 2009. 5) Address
the following categories of non-slonmvater discharges or flows (i.e., illicit discharges) only if the permittee identifies them as significant contributors of pol/ulanls to the permittee
's MS4: landscape irrigation, lawn watering, diverted stream flows, irrigation return flow, rising ground waters, uncontaminated ground water infiltration (as defined at 40 CFR 35.2005(20)).
uncontaminated pumped ground water, springs, flows from riparian habitats and wetlands, water line flushing, discharges f;'om po/able water sources, foundation drains, air conditioning
condensation, water from Cl"m,,1 space pumps, footing drains, individual residential car washing, dechlorinated swimming pool discharges, and water incidental to street sweeping (including
associated side walks and medians) and that is not associated wilh construction. (Clarified permit requirement) The permitlee may also develop a list of occasional incidental non-stonmvater
discharges similar to those in the above paragraph, (e.g., non-commercial or charity car washes, etc.) that will not be addressed as illicit discharges. These non-stormwater discharges
mllst not be reasonably expected (based on information available to the permittee) to be significant sources of pollutants to the MS4, because of either the nature 0/the discharges or
conditions the permittee has established/or allowing these discharges to the MS4 (e.g., a charity car wash with appropriate controls on frequency, proximity to sensitive water bodies,
BMPs, etc.). The permittee must document in their program any local controls or conditions placed on fhe discharges. The permittee must include a provision prohibiting any individual
non-stormwater discharge that is determined to be contributing significant amounts o/pollutants to the /\I/S4. 6) The/allowing sources are excluded/rom the prohibition against non-s/ormwater
discharges and the requirements a/subsections (2) and (3) above: i) Discharges resulting/rom emergency fire fighting activities. Such discharges are specifically authorized under this
permit (see Part IA.2). ii) Discharges specifically authorized by a separate CDPS permit. City of Wheat Ridge 120f29 Program Description 2008-2013
Y7 W heat Rj9ge Stormwater Quality Management c. Program Elements 1 La 2 2.a By using existing, ongoing program elements to meet the permit requirements, the MS4 is committed to continuing
each of these program elements. Any changes would require use of the program modification process as outlined in Part I.E.2 of the permit. Illicit Discharge Detection and Elimination
Element -Outran Implementation map Year or The City's outfall map was completed in 2007 as required. Ongoing When new features are approved, GPS points are taken
and used to update the map with new construction infonnation. If new areas are annexed the same process occurs. Illicit Discharge Detection and Elimination Element-Implementation Regulatory
mechanism Year or "Ongoing" Wheat Ridge Municipal Code Chapter 20 "Stormwater Quality" Ongoing Article II explains the definition of an illicit discharge and declares it unlawful and
a nuisance. Chapter 20, Article IV provides inspection and enforcement authority. City of Wheat Ridge Program Description 2008-2013 13 of29
? WheatRi9ge Stormwater Quality Management 3 3.a 4 4.a Illicit Discharge Detection and Elimination Element-Illicit Discharge Detection and Elimination Plan Illicit Discharge Detection
and Elimination Plan and Procedures are guided by readily available guidance documents sponsored by EPA. Investigation of Inappropriate Pollutant Entries into Storm Drainage Systems
(EPA, 1993) and Illicit Discharge Detection and Elimination (Center for Watershed Protection, 2004) are used by the City. The City utilizes the following practices as part of their IDDE
Plan :.._ _ ________ _ • Field staff is trained to identify and report illicit discharges. • When needed, further investigation occurs with available tools appropriate to the situation,
some of which include dye testing, videotaping lines. or perfonning chemical analysis. • When discovered, the City responds appropriately to remove illicit discharges or connections
as the situation warrants. Existing protocols that guide the process include municipal code and design design standards and specifications. • Education of citizens is ongoing and the
city offers opportunities for proper disposal through the Rooney Road Recycling Center and Clean-lip Days. Illicit Discharge Detection and Elimination Element -Staff Education Training
to identify and report illicit discharges is ongoing. Briefings at Department and/or Division meetings typically occur annually. Since the program is established, the majority of training
is infonnal, onc-an-one interactions, including informing staff who report illicit discharges of the follow-up resnonse. Implementation Year or "Ongoing" Ongoing Implementation Year
or "Ongoing" Ongoing City of Wheat Ridge Program Description 2008-2013 140f29
? Stormwater Quality Management Illicit Discharge Detection and Element Im12lementation Non-stormwater Discharl:;es Year or .
5.a The City wi ll follow Chal2ter 20 "Stormwater Qualit:t and Ongoing Control" Sec. 20-12 Illic it discharges exemQted when regulating Allowable and Occasional Incidental
Non-storrnwater Discharpcs. D. Measurable Goals Inclusion of measurable goals should not be necessary, as the elements described in Part C, above, should constitute full program implementation
and a commitment to continue these elements. City of Wheat Ridge 150f29 Program Description 2008-2013 -{ Formatted Table
" ?' Stormwater Quality Management City of STORM WATER CONSTRUCTION SITES RUNOFF DISCHARGES Wheat Ridge CONTROL ASSOCIATED WITH MS4s Program Deg;;riptions 2008 -2013
IV. CONSTRUCTION SITE RUNOFF CONTROL A. Program Perspective The goal of the Construction Sites Runoff Control Program is to reduce, to the maximum extent practicable, sediment and other
construction-related pollutants from entering the municipal separate storm sewer system. B. Permit Requirements The permillee must: J) Develop, implement, and enforce a program to reduce
pollutants in any stormwa/er runoff, and to redllce pollutants in, or prevent when required in accordance with I. B. 3, non-s/ormwater discharges that have the potential to result in
waler quality impacts (e.g., cons/ruction dewatering, wash waler, etc.), to the MS4 from construction activities that result in a land disturbance of one or more acres. Reduction of
pollutants in discharges from construction activity disturbing less than one acre must be included in the program if that construction activity is parI of a larger common plan of development
or sale that would disturb one or more acres. If the Division waives requirements for slonmvater discharges associated with a small construction activity in accordance with 61.3(2)(1)(;;)(8)
(the "R-Factor" waiver), the permittee is not required to develop, implement, and! or enforce its program to reduce pollutant discharges from sllch a site. (Clarified permit requirement)
2) Develop and implement the program to assure adequate design, implementation, and maintenance of BMP's at construction sites within the MS4 to reduce pollutant discharges and protect
water quality. The program mllst include. at a minimum, the development, implementation, and documentation of i) Program Requirements, inc/llding: City of Wheal Ridge 16of29 Program
Description 2008-2013
!? WhcatRi9ge Stormwater Quality Management A) An ordinance or other regula/Dry mechanism to require erosion and sediment controls, as well as sanctions and procedures adequate to ensure
compliance, to the extent allowable under State or local law. B) Requirements for construction site operators to implement appropriate erosion and sediment control BMP 'so C) Requirements
for construction site operators to implement BMP's to control waste such as discarded building materials, concrete tnlck washout, chemicals, liller, sanitary waste, and other non-stormwaler
discharges including construction dewatering and wash waler, at the construction site that may cause adverse impacts to waler quality. (Clarified permit requirement> ii) Compliance Assessment,
including: A) Procedures for site plan review which incorporate consideration of potential water quality impacts. B) Procedures/or construction site compliance assessment, including:
I) Site impeclions; and 2) Receipt and consideration of information suhmilled by the public. iii) Compliance Assurance, including: A) Procedures for enforcement of control measures that
includes documented procedures for response 10 violalions of the permittee 's program requirements. Procedures must include specific processes and sancJions adequate to minimize the
occurrence oj. and obtain compliance from, chronic and recalcitrant violators of control measures. (New permit requirement> /) Specific Deadline for Renewal Permittees: Renewal Permittees
must comply with the requirement of subparagraph (AJ to develop, document and implement rejponse procedures that specifically address chronic and recalcitrant violators by no later than
December 31, 2009. 8) An education and training program for municipalities, their representatives ancVor construction contractors. At a minimum, the program must include an information
program for construction site City of Wheat Ridge 17of29 Program Description 2008-2013
P' Whcat.R@gc Storm water Quality Management operators unfamiliar with the reviewing authority 's regula/DIY requirements. C. Program Elements 1 la 2 2a By using existing, on going program
elements to meet the permit requirements, the MS4 is committed to continuing each of these program elements. Any changes would require use of the program modification process as outlined
in Part I.E.2. of the permit. Construction Site Runoff Control Element -Regulatory Implementation Mechanism to require BMPs and sanctions to ensure Year or compliance "Ongoing" · Wheat
Ridge Municipal Code Chapter 20 "Storm water Ongoing Quality" Article 1I requires responsible parties to use appropriate BMPs to prevent pollutants from migrating into the City's MS4.
· Chapter 20 "Stormwater Quality" Article III requires a Stormwater Management Plan (SWMP) for work disturbing one (1) acre or more or less than an acre that is part of a greater common
plan development or sale that would disturb one (I) or more acre. · Chapter 20 "Storm water water Quality" Article IV provides inspection and enforcement authority. Construction Site
Runoff Control Element -Requirements for Implementation construction site operators to implement appropriate erosion Year or and sediment control BMPs and moterials bondling BMPs "Ongoing"
Chapter 20 "Stormwater Quality" Article II requires responsible Ongoing parties of construction activities to use appropriate BMPs to prevent pollutants from migrating into the City's
MS4 or waters of the State City of Wheat Ridge Program Description 2008-2013 180f29
? Stormwater Quality Management Construction Site Runoff Control Element -Requirements for construction site operators to control waste including Implementation
3 discarded building materials, concrete truck washout, Year or chemicals, litter, and sanitary waste "Ongoing" 3a · Wheat Ridge Municipal Code Chapter 20 "Stormwater Ongoing Quality"
Article \I requires that all potential pollutants be accounted and the appropriate BMPs used to prevent or minimize pollutants from reaching either the City's MS4 or Waters of State.
Construction Site Runoff Control Element -Procedures for site plan review which incorporate consideration of potential Implementation 4 water quality impacts Year or a. Site Plan Development
"Ongoing" b. Site Plan Review 4.a Site Plan Development: Grading Permit requires a Stormwater Ongoing Management Plan which must meet the Divisions requirements and incorporate City
ordinances and engineering details and/or the Urban Storm Drainage Criteria Manual voL3. 4.b Site Plan Review: Ongoing · A SWMP review checklist is lIsed · Plans are reviewed prior to
construction to verify adequacy and compliance. Approval for minor revisions in response to ineffective BMPs is not required, while approval for major revisions may be required. · \Vater
quality impacts are considered in the plan review and approval process described above. City of Wheat Ridge Program Description 2008-2013 190f29
!/7 W heat R,i9ge Stormwater Quality Management 5 5 .• 6 6.a Construction Site Runoff Control Element -Procedures for receipt and consideration of information submitted by the public
Information submitted by the public is received by. or forwarded to the Stormwater Quality Program Manager. Such information may warrant a field inspection, notification to a permittee
or site personnel or other follow-up actions as appropriate to the situation Construction Site Runoff Control Element -Procedures for site inspection aDd enforcement of control measures
Inspections: The City has procedures for inspections and uses standard inspection forms for site inspections. • A database is used to track information pertaining to City-issued Right
of way permits and grading permits. • Routine compliance inspections are perfomled on permitted sites to monitor BMPs. • Enforcement actions are tracked in a database. • Enforcement
tools used include: verbal warning, written warning, revocation of permits, denial of further review of plans, denial of future inspections and/or permits, stop work order, going against
the contractor's License and Permit Bond in order to hire a contractor to perform corrective work. • Enforcement actions are generally escalated in the order described above. However,
flexibility is utilized to ensure that enforcement actions are carried out in a manner appropriate to the violation(s) and to the phase of construction. Implementation Year or "Ongoing"
Ongoing Implementation Year or "Ongoing" Ongoing City of Wheat Ridge Program Description 2008-2013 200f29
? Stormwater Quality Management Construction Site Runoff Control Element -Procedures for site Implementation 6 inspection and enforcement of control measures Year
or "Ongoing" 6.b Enforcement: Ongoing · Wheat Ridge Municipal Code Chapter 20 "Stormwater Quality" Article IV outlines inspection and enforcement authority. · A complaint may warrant
a field inspection, notification to a permittee or site personnel or other follow-up actions as appropriate to the situation, · In addition to the above inspections, the City may monitor
sites or activities regardless of the size of the disturbance and whether or not a permit has been required. Inspections are not scheduled and occur without notice. Construction Site
Runoff Control Element -Training and Implementation 7 Education for Construction Site Year or "Om:min2" 7.a In the "Contractors SQMP Packet" and on the City Storrnwater Ongoing Web Page,
the City provides information on education and training opportunities for contractors on the topic of BMPs and Erosion Control. D. Measurable Goals Inclusion of measurable goals should
not be necessary. as the elements described in Part C, above, should constitute full program implementation and a commitment to continue these elements. City of Wheat Ridge 21 of29 Program
Description 2008-2013
Y7 Stormwater Quality Management STORMWATER City of DISCHARGES POST-CONSTRUCTION ASSOCIATED WITH Wheat Ridge MS4s STORMWATER MANAGEMENT Program Des;riptions 2008 -2013
v. POST-CONSTRUCTION STORMWATER MANAGEMENT A. Program Perspective The goal of the Post-Constmction Storm water Management program is to implement planning procedures and enforcement
mechanisms to reduce, to the maximum extent practicable, stormwater impacts resulting from areas of new development and significant redevelopment. B. Permit Requirements Post-construction
stormwater management in new development and redevelopment. The permittee mllst develop, implement, and enforce a program 10 address stornnvater runoff from new development and redevelopment
projects that disturb grealer than or equal 10 one acre, inc/uding projects less than one acre that are part of a larger common plan of development or sale, that discharge into the MS4.
The program must ensure that controls are in place that would prevent or minimize water quality impacts. The permittee must: I) Develop, implement, and document strategies which include
the use of structural ancVor non-strltctural BMPs appropriate for the community that address the discharge of pollutants from new development and redevelopment projects, andlor that
maintain or restore hydrologic conditions at sites to minimize the discharge of pol/utants and prevent in-channel impacts associated with increased imperviousness; (Clarified permit
reguil"ementl 2) Use an ordinance or other regulatDlY mechanism to address post-construction runoff from new development and redevelopment projects to the extent allowable under State
or locallmv; 3) Develop, implement, and document procedures to determine if/he BMPs required under Item (I), above, are being installed according to specifications. (This may be developed
in conjunction with the Construction program area, as described in Pan 1.8.4) City of Wheat Ridge 220f29 Program Description 2008-2013
Y7 Stormwater Quality Management 4) Develop, Implement, and document procedures to ensure adequate long-term operation and maintenance of BMPs, including procedures
to enforce the requirements for other parties to maintain BMPs when necessary; (Clarified permit requirement> 5) Develop, implement, and document an enforcement program, which addresses
appropriate responses to common noncompliance issues, inc/uding those associated with both installation (subparagraph (3), above) and long term operation and maintenance (subparagraph
(4), above) of the required control measures; (Clarified permit requirement> 6) Develop and implement procedures and mechanisms to track the location of and adequacy of operation of
long-term BMPs irnplemented in accordance with the program. '-Clarified permit requirement> C. Program Elements 1 I.a By using existing, ongoing program elements to meet the permit requirements,
the MS4 is committed to continuing each of these program elements. Any changes would require use of the program modification process as outlined in Part I.E.2. of the permit. Post-Construction
Stonnwater Management -Regulatory Lmpiementation mechanism Year or "Ongoing" · Wheat Ridge Municipal Code Chapter 26 "Zoning and Ongoing Development" Subdivision Design Standards require
drainage easements · Wheat Ridge Municipal Code Chapter 20 "Storm water Quality" Article III Site Development Regulations require design that promotes water quality and require maintenance
of post BMPs. · Wheat Ridge Municipal Code Chapter 20 "Stonnwater Quality" Article IV outlines inspection and en forcement authority as well as BMP requirements and maintenance of permanent
measures. · City of Wheat Ridge Program Description 2008-2013 230f29
I Y7 Stormwater Quality Management Post-Construction Storrnwater Management -Design Criteria Implementation 2 and Standards Year or 2.a 0 Urban
Storm Drainage Criteria Manual vols. 1-3 as modified Ongoing by City Policy or to meet site reguirements. 0 City of Wheat Ridge Civil Construction details. Post-Construction
Stormwater Management -Review and Implementation 3 Approval Procedures Year or "Ongoing" 3.a Plan review procedures arc established by ordinance. A routing Ongoing sheet accompanies
site plans to guide the review process through appropriate departments. Plan reviews and approvals arc tracked in a database. 3.b Field Verification is performed to confirm correct installation
Ongoing once features arc constructed. Enforcement tools used include: verbal correction request, written compliance order, revocation of permits, denial of further review of plans,
denial of future inspections and/or permits and/or C.O.s and/or Certificate of Acceptance of public improvements, stop work order, using the performance security collected at the time
of pennit issuance to hire a contractor to perform corrective work. Flexibility IS utilized to ensure that enforcement actions are carried out in a manner appropriate to the corrections
needed and to the phase of construction. 3.c Different urocedures are not used for municipal projects Ongoing Post-Construction Storm water Management -Tracking Implementation 4 Year
or "Ongoing!) 4.a Pennanent BMP locations are tracked using GPS and GIS. Ongoing Maintenance history is tracked in a database. City of Wheat Ridge Program Description 2008-201 3 24of29
Y7 Storm water Qnality Management Post-Construction Storm water Management -Requiring long-Implementation 5 term operation and maintenance of BMPs Year or "Ongoing"
5 .• Long-term maintenance is required through the following Ongoing mechanisms: · Wheat Ridge Chapter 20 "Stormw.ter Quality" Article III requires maintenance and includes provisions
to recoup costs for performing needed maintenance. · An inspection prior to final approval determines if new BMPs are installed and constructed in accordance with City specifications.
Post-Construction Stormw.ter Management -Monitor long-Implementation 6 term compliance Year or "Ongoing" 6.a · InsQections are conducted on all BMPs In the City. Ongoing Complaint inspections
are conducted if a complaint is received. · Enforcement responses may include: verbal request, written request, charging the owner for corrective work and issuing a summons. Flexibility
is utilized to ensure that enforcement actions are carried out in a manner appropriate to the corrections needed. D. Measurable Goals Inclusion of measurable goals should not be necessary,
as the elements described in Part C, above, should constitute full program implementation and a commitment to continue these elements. City of Wheat Ridge 250f29 Program Description
2008-2013
Y7 Storm water Quality Management STORMWATER City of POLLUTION PREVENTION/GOOD DISCHARGES ASSOCIATED WITH Wheat Ridge HOUSEKEEPING FOR MUNICIPAL MS4s OPERATIONS
Program Dc!£riptions 2008-2013 VI. POLLUTION PREVENTION/GOOD HOUSEKEEPING for MUNICIPAL OPERATIONS A. Program Perspective The goal of the Pollution Prevention/Good Housekeeping for Municipal
Operations program is to reduce, to the maximum extent practicable, the amount and type of pollution that is generated by municipal operations or from municipally-owned property. B.
Permit Requirements The permittee must develop and implement an operation and maintenance program that includes an employee training component and has the ultimate goal a/preventing
or reducing pol/utants in rllnqff from municipal operations. The program must also inform public employees of impacls associated with illegal discharges and improper disposal of waste
from mllnicipal operations. The program must prevent andlor reduce stonmva/er pollution from facilities such as streets, roads, higmvays, municipal parking lots, mailllellance and storage
yards. fleet or maintenance shops with outdoor storage areas, salt/sand storage locations and snow disposal areas operated by the permillee, alld waste transfer statiolls, and from activities
such as park alld open space maintenance, fleet and building maintenance, street maintenance, new constrllction of municipal facilities, and stormwater system maintenance, as applicable.
The permillee must: I) Develop and maintain wrillen procedures for the implementation of an operation and maintenance program to prevent or reduce pollutants in runoff from the permittee's
municipal operations. The program must specifically list the municipal operations (i.e., aclivities and facilities) that are impacted by Ihis operation and maintenance program. The program
must also include a list of industrial facilities the permillee owns or operates that are subject to separate coverage under the State's general stormwater permils for discharges of
stormwater associated with industrial activity; permit requirement) City of Wheat Ridge 26of29 Program Description 2008-2013
Y7 Stormwater Quality Management i) Specific Deadline for Renewal Permittees: Renewal Permittees musl comply with the requirements of subparagraph (J) by no later
than December 31 2009. 2) Develop and implement procedures to provide training to municipal employees as necessary to implement the program under Item I, above. (Clarified permit requirement)
C. Program Elements
1 2 By using existing, ongoing program elements to meet the permit requirements, the MS4 is committed to continuing each of these program elements. Any changes would require use of the
program modification process as outlined in Part I.E.2 of the permit. Pollution Prevention/Good Housekeeping for Municipal Implementation Operations -Implementation of an operation and
Year or maintenance program "Ongoing" A variety of practices. policies and procedures are in place for Ongoing various departments, divisions and activities that occur. Oversight of
the program occurs through the following mechanisms: Once a year a brief audit is conducted. When a situation arises. the need for training, revising procedures or policies or developing
additional tools is evaluated. Informal facility inspections are conducted and concerns of the Stonnwater Program Manager are conveyed to the appropriate supervisor. Pollution Prevention/Good
Housekeeping for Municipal Implementation Operations -Employee Training program Year or "Ongoing" Pollution prevention and good housekeeping practices are Ongoing inherent in municipal
activities through existing practices, policies and procedures. Therefore, Pollution Prevention training is inherent to learning and perfonning job duties. Pollution prevention training
specific to stormwater is ongoing. Briefings at department and/or division meetings typically occur annually. Since the orogram was established, the maioritv of training is s:::. City
of Wheat Ridge 27of29 Program Description 2008-2013
r Whcat:R.!9gc Stormwater Quality Management Pollution Prevention!Good Housekeeping for Municipal Implementation 2 Operations -Employee Training program Year or uOngoing" informal, one-on-one
interactions, including (continued) informing staff of follow-up response to concerns or reports of specific incidents they made. D. Measurable Goals Measurable Goals are required as
per Part I.B.6(a)(I) of the permit (Permit Requirement (a)(I) in Part B, above), unless this new permit requirement is already being met. Additional measurable goals should not be necessary
if the elements described in Part C, above, constitute full program implementation and a commitment to continue these elements for all additional permit requirements. Check Box I or
2, below. The Table in Part 3 must be filled out if you check Box 2. I. Written procedures and lists, as listed in Part C.3, above, for the implementation of an operation and maintenance
program to prevent or reduce pollutants in runoff from the permittee's municipal operations, have already been developed. o (It is not necessary to complete Part 3 below if you check
this box.) 2. Written procedures and lists for the implementation of an operation and maintenance program to prevent or reduce pollutants in runoff from the permittee's municipal operations
have NOT already been fully developed. (You must complete Part 3 below if you check this box.) 3. Pollution Prevention! Good Housekeeping Measurable Goals: The Measurable Goal has
been provided. Include the year when written procedures for the implementation of an operation and maintenance program to prevent or reduce pollutants in runoff from the permittee's
municipal operations will be fully developed. Measurable Goals must be completed by 2009. City of Wheat Ridge 28 0f 29 Program Description 2008-201 3
!? Whcat.R@gc Storm water Quality Management 3 3.> Pollution Prevention! Good Housekeeping Measurable Goals Implementation The City has written procedures and lists but will review and
2009 update exiting documented procedures as described below. Review existing documented procedures, and develop new written procedures. as necessary, for the implementation of an operation
and maintenance program to prevent or reduce pollutants in runoff from the permittee's municipal operations. The documentation must specifically list the municipal operations (i.c.,
activities and facilities) that are impacted by this operation and maintenance program. The documentation must also include a list of the industrial facilities the pennittee owns or
operates that are subject to separate coverage under the State's general stormwatcr pennits for discharges of stormwater associated with industrial activity. Year City of Wheat Ridge
Program Description 2008-2013 290f29
City of !U:Wheat&...dge DEVELOPMENT TO: FROM: DATE: SUBJECT: Memorandum Honorable Mayor and City Patrick Goff, City ManagerJJO Kenneth Johnstone, Community
Development Director August 10, 20 I 0 (for August 16 Study Session) Economic Development Program Economic Development has and will continue to be an extremely high profile
function within the City. The City needs to work proactively on various economic development fronts to achieve long term sustainability. The recently drafted Economic Development Strategic
Plan provides a road map of strategies and actions intended over time to achieve the City's economic development goals and priorities. The current staffing and departmental structure,
places the Economic Development (ED) Program for the City in the Community Development Department. The division in community development has one staff position, an Economic Development
Specialist. Though only one official position, staff has taken a team approach to economic development in the past several years, actively including the City Manager, Deputy City Manager
(Urban Renewal Director) and Community Development Director in the ED Program. As you know, the individual who has filled the Economic Development Specialist position for the past 3
II, years, Ryan Stachelski, has recently left that position to accept a promotion to an Economic Development Manager at the City of Northglenn. As is typical, when staff changes inevitably
occur, department managers typically evaluate whether any changes to a position or organizational structure would be beneficial and appropriate. In the case of the Economic Development
(ED) Program, our Human Resources Division conducted some external reviews of other Front Range cities to review the structure of their economic development programs, including: staffing
levels, management structure, location within the organization, responsibility for Urban Renewal, salaries, etc. Attached is a table that very generally describes some of that research.
The research indicates that many of the jurisdictions have one or more management level positions devoted to their ED programs. Most have an organizational structure that has the program
reporting to the City Manager. Most also manage the urban renewal program for the City. Salary ranges vary widely, from a starting salary of$57,000 to a top range of$145,000. Economic
development is an increasingly competitive arena in the Front Range. While jurisdictions and the regional economic development organizations work very cooperatively, at
Economic Development Program August 16, 20 I 0 Page 2 of2 the end of the day, developers and businesses often "shop around" when seeking locations to make investments. City Council has
certainly echoed that priority in your recent strategic planning efforts. To continue with a top notch economic development program that can build off of the excellent work that has
been done in the past several years, we are recommending some modifications to the structure and staffing of the ED Program in Wheat Ridge. To heighten the importance of the program
for the City, the new position will report directly to the City Manager. To some extent this is symbolic, because we would anticipate continuing to work in a team approach between the
City Manager's Office and Community Development Department. We recommend modifying the position to be above the entry level position that it currently is to a mid-level manager position.
The position would then require some additional experience and possibly education and professional certifications. Doing this would make it appropriate to give the position responsibility
of being executive director of the urban renewal authority. Having one individual managing both of those functions will provide for a more streamlined approach to financial incentive
packages, which often come from both the City and Renewal Wheat Ridge. The current Economic Development Specialist salary ranges from $57,000 to $75,000. We would likely need to increase
the top end of that range by approximately $25,000, which would be a budget impact that would need to be addressed. Lastly, we have an ongoing physical space challenge related to the
fact that there is not a dedicated office space in City Hall for this position. The position is currently housed in an office in the Parks Maintenance building at the Anderson Park property.
This location presents practical challenges in terms of meeting coordination. Perhaps more importantly, it has the potential to send a message to outsiders that the City may not be as
committed committed to economic development as they purport to be. Ready access to both Community Development and the City Manager's Office would have both practical and symbolic benefits.
We have not yet developed any specific plans or cost estimates as to how the position could be housed within City Hall. We look forward to discussing this important topic. Attachments:
I. Summary table of other jurisdictions 2. New position description 2
Comparison Table for Economic Development Management positions and organizational structure Jurisdiction Title Reports To Urban Staff Years of Salary Renewal Experience Wheat Ridge Economic
Community No 0 3 $57,000 -Development Development $75,000 Specialist Director Westminster Economic Community No 3 3 $98,000 -Development Development $123 ,000 Manager Director Thornton
Redevelopment Business Yes 0 4 $62,000 -Manager Development $78,000 Director Thornton Business City Manager Yes 4 5 $101 ,000 -Development $126,000 Director Aurora Development Planning
and Yes 0 6 $57,000 -Project Development $94,000 Manager Services Director Broomfield Director of City and Yes 0 7 $102,000 -Economic County $139,000 Development Manager Parker Economic
Town Yes 0 7 $90,000 -Development Administrator $145,000 Director Commerce Economic City Manager Yes I 6 $73 ,000 -City Development $110,000 Director Arvada Deputy Director Director
of Yes 3 3 $64,000 -of Economic Arvada $88,000 Development Economic Development Association Arvada Director of City Manager Yes 1 5 $86,000 -Economic $104,000 Develooment Evans Community
and City Manager No 0 5 Currently Economic $90,000 Development Manager
Title: DEFINITION: City of Wheat Ridge ECONOMIC DEVELOPMENT/URBAN RENEWAL MANAGER Developed: 08/10 Page: 1 of 2 Perform professional management of urban renewal and economic development
projects including business recruitment, retention and redevelopment opportunities, marketing, and developer solicitation. . ESSENTIAL DUTIES: The following duties are illustrative only
and are not intended to be all inclusive: Serve as Executive Director to the Renewal Wheat Ridge, the City's Urban Renewal Authority; assist with the development and implementation of
redevelopment strategies, urban renewal plans, and/or plans and programs to attract businesses; represent the city in negotiations with developers and businesses; communicates with residents,
businesses, and property owners in urban renewal areas; addresses retention and expansion of existing businesses; assists with marketing opportunities to developers, realtors, and investors;
markets; assist in structuring development and redevelopment incentive packages and and public private financing structures. Prepare strategies to market areas; assist with development
and implementation of goals, objectives, and policies; direct, write, and produce programs to enhance City's image; implement the tasks and strategies outlined in the City's Economic
Development Strategic Plan. Publicize the services of the Economic Development (ED) program through interactions with local businesses, community members, regional economic development
partners and the commercial real estate brokerage and development communities; collect organize, and analyze information about local businesses and available space; maintain database
of pertinent information; create customized reports in response to requests from businesses, property owners, government agencies, the community, and city departments. Provide advice
and consultation to emerging and established businesses in the city, including start-up information, marketing and business strategy. Serve as the liaison between the city and affiliated
economic development partners, including: Wheat Ridge Business District, Enterprise Wheat Ridge, Jefferson Economic Council, Metro Denver Economic Development Corporation, West Chamber,
WR2020, Applewood Business Association, Jefferson County Business Resource Center, etc. Lead city's Business Retention and Expansion program; represent the City's economic development
program at local, regional and state economic development forums; provide first point of contact for businesses, citizens, and others with regard to business retention program through
questioning, determine customer needs and provide the information or assistance to satisfy customer needs; respond to inquiries and work to resolve any concerns or complaints from customers;
provide assistance to businesses and/or developers in navigating City approval processes. Contact new businesses in the city to market ED services and to determine specific needs; monitor
online and print media for information pertinent to businesses within the City of Wheat Ridge; develop and implement a marketing program aimed at existing business opportunities. Serve
as a representative of the department; attend and participate in meetings and seminars with members of the business community and others involved with department programs. Prepare, administer,
and implement annual operating budget for the division and exercise control over expenditures of budget and funds ADDITIONAL DUTIES: Perform related work as required and assigned. SUPERVISION
RECEIVED: Work under the direct supervision of the City Manager as part of the City's economic development team, comprised of the City Manager, Community Development Director and Economic
Development Manager. SUPERVISION EXERCISED: None INDEPENDENCE OF ACTION: Work is governed by the general policies adopted in the City's various strategic planning documents, including
the Economic Development Strategic Plan, Envision Wheat Ridge and Neighborhood Revitalization Strategy. The position requires a high level of independence of action working under the
general direction of those policy documents. Situations will often dictate that the incumbent must interpret policies and procedures or in the absence of any relevant policy or procedure,
may be called upon to make decisions and judgments based upon facts and circumstances presented.
Tille: EQUIPMENT USED: ECONOMIC DEVELOPMENT/URBAN RENEWAL MANAGER Developed: 08/10 Page: 2 of 2 The ability to properly operate or use the following equipment is necessary for this position:
Telephone, personal computer and associated software, fax machine, photocopier, camera, audio-visual equipment; displays, charts, and graphs used for meetings and public presentations,
books, magazines, and pamphlets; personal vehicle when used for city business. WORKING CONDITIONS/PHYSICAL AND MENTAL EFFORT: This position is primarily administrative in nature, working
indoors completing tasks such as reading and reviewing reports, papers and other documents, writing reports, papers, correspondence and other documents. It requires acute mental skills
and a lengthy attention span and requires ability to communicate in a clear and concise manner both in writing and verbally; occasional lifting and carrying material weighing from 10-20
pounds; frequent fingering, feeling and reaching to operate computer keyboard and terminal; occasional stooping, kneeling, and crouching to store and retrieve books and files; frequent
ordinary hearing and talking to establish and maintain verbal communication inperson and by telephone; constant seeing with near and far acuity, depth perception, accommodation, color
vision and field of vision to see work products, people and objects. Approximately 80% of this work is performed while sitting; 10% while walking and 10% while standing. Approximately
15% of this work is performed outdoors, which includes travel to and from other locations to attend other indoor meetings, make presentations, attend outdoor ceremonies, or visit other
outdoor sites. This may involve exposure to extreme heat or cold, with and without temperature changes; wind , sun, rain, hail or snow and ice. qUALIFICATIONS: Know/edge -Principles
and practices of online and Internet information search capabilities; general knowledge of reference tools, both print and media; principles, practices and techniques of business and
marketing; Colorado real estate law and practice; economics; economic development, real estate finance and public private financing, working knowledge of applicable state and federal
laws, Colorado Urban Renewal law, the city charter and codes; methods utilized in forecasting, monitoring , planning, and developing divisional budget information. Skills -Read, write
and verbally communicate at a level appropriate to the duties of the position; skill in the operation of equipment necessary to perform the functions of the job; excellent computer skills;
and, written and verbal communication skills. Requires initiative, organizational and time management skills; solid interpersonal and problemsolving skills, professional demeanor, speaking
and written communication skills; solid public relations skills are essential. Abifities -Possess abilities in identifying relationships between issues, making plans for complex issues
and events, and analyzing data; derive innovative solutions to difficult situations with little or no no precedent; express and present ideas clearly and concisely, verbally and in writing;
act with tact, good judgment and discretion; exercise independent judgment and evaluate program effectiveness and efficiency; exercise initiative and react resourcefully under deadlineoriented
and multiple-demand conditions; demonstrate high degree of confidentiality, trustworthiness, and accuracy; work on several projects simultaneously and adapt to rapid changing priorities;
communicate and interact with individuals or groups of individuals of diversity; establish and maintain effective working relationships. The incumbent should demonstrate the ability
to skillfully negotiate on behalf of the City and the Authority; think independently and use logic along with all of the known facts to render appropriate decisions and direction in
administrative matters. EVIDENCE OF qUALIFICATIONS: Training -Bachelor's degree in Business, Marketing, Real Estate, or related field. Master's Degree in same is preferred. CEDC certification
is desirable. Experience -Five (5) years of relevant experience in any of the aforementioned professions; public sector experience preferred or Any equivalent combination of training
and experience that provides evidence the applicant possesses the required knowledge, skills and abilities. SPECIAL REqUIREMENTS: Possess a current and valid Colorado driver's license
or ability to obtain within thirty (30) days from date of hire.