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HomeMy WebLinkAboutStudy Session Agenda Packet 04-06-15STUDY SESSION AGENDA CITY COUNCIL CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO April 6, 2015 6:30p.m. Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge. Call Heather Geyer, Administrative Services Director at 303-235-2826 at least one week in advance of a meeting if you are interested in participating and need inclusion assistance . .1. Staff Report(s) a) Granicus Software Renewal b) Code Enforcement Strategies Update 2. Parks and Recreation Master Plan Presentation ~ Zoning/Setback Requirements in East Wheat Ridge 4. Citizen Survey ~ Elected Officials' Report(s) ADJOURNMENT Continuance of Granicus Services Renewal March 26, 20 15 Page2 other content (for example task force meetings, Wheat Ridge Top of the Hour videos) are uploaded to the Granicus server and avai lable for public viewing. Annual Renewal Request In the past, the City has renewed its service contract with Granicus on an ammal basis. The City uses PEG fees that are part of the City's franchise agreement with Comcast. The City receives approximately $40,000 in PEG fee funds annually and these funds may only be utilized to support equipment, software and maintenance associated with the operation of Channel 8. PEG fee funds are accounted for in the General Fund reserves as PEG fee designated reserves and therefore require a supplemental budget appropriation to expend. The City funds the community bulletin board, scheduling software and video streaming software with PEG fee funds. Multi-year contract The March 23rd staff request was for a three-year contract with Granicus for a total amount of $42,436.08. Again, it is important to note that this total amount was requested for a three-year period for fiscal years 2015, 2016, and 2017. While staff negotiated this multi-year agreement, multi-year contracts always acknowledge that funds are contingent upon City Council approval of the annual budget. Pending discussion ofthi item at the April 6111 Study Session, the City entered into a two-month service agreement with Granicus for $4,477.80. The table below provides a historical breakdown of the Granicus annual licensing fees: Granicus Annual Year Licensing Amount Dollar Increase 2009 $6,170.70 Contract for July -December 2009 2010 $12,533.40 No contract increase, first year annual contract 2011 $12,533.40 No contract increase 2012 $12,533.40 No contract increase 2013 $12,533.40 No contract increase 2014 $13,733.40 Price increase of $1 ,200 2015 $13 ,733.40 No price increase Sole-source Purchasing In following the City purchasing policy, staff researched video streaming software systems in 2009 and justified Granicus services as sole-source. Staff is approached by vendors throughout the year who provide similar video streaming services. Staff asks for quotes and compares pricing with Granicus. To date, staff has not found a comparable software service that would warrant the service no longer meeting sole-source justification. Additionally, Granicus offers a legislative management system that the City currently does not subscribe to but will be able to utilize as the City moves to a more dynamic paperless packet. City staff has long been interested in utilizing this technology, however, could not justify adding this component to current video streaming service when paper packets were used for City Council meetings. Given the City Council support and direction for use of surface tablets in 2014 and PDF packets, there is greater opportunity to explore this increased functionality. Continuance of Granicus Services Renewal March 26, 2015 Page 3 Other benefits of the Granicus service include the following: • Limited staff support -the software does not require daily or weekly staff support. The City is notified of system upgrades and staff may be required to troubleshoot or resolve system outages that are the result of power outages at City Hall. The system requires no more than two hours of the contract videographer's time per month. • Cutting edge technology -the video streaming software is a dynamic technology and Granicus is a leader in providing this service. • Unlimited bandwidth and storage (archives on the City's Granicus system date back to 2009) • On-site media server -this allows staff to trouble shoot and reset the server if necessary or work with Granicus staff remotely to fix any service issues. • Viewership analytics -the City can access this information when needed • Simplified media management -eliminates manual labor involved in archiving files • Dynamic agenda functionality -viewers can click on the agenda item and view the meeting at that point without having to fast forward through a meeting archive to find content. Channel 8 Production Quality At the March 23rd City Council meeting, some concems were raised by City Councilmembers as to production quality of City Council meetings. Again, the production quality issues raised are not a result of the Granicus system. The "grainy" appearance of Channel 8 is primarily the result of outdated camera equipment. There are three cameras in the Council Chambers that have very limited functionality. Additionally, lighting has been a concem raised in the past which reduces production quality. In addition to the age of our current cameras and inadequate lighting, Channel 8 is a SD chrumel (Standard Definition). Currently we are negotiating with Comcast for our franchise renewal in which we are requesting HD channels (High Definition). Upon franchise approval, in 2016 the City will move forward with implementing use of an HD channel but will also likely need to keep an SD channel. For viewers who have HD TVs the viewing quality will be improved. However, if we broadcast solely off of ru1 HD chmmel we could potentially impact viewing quality for those who do not have an HD TV. This is a technical issue that staff is currently evaluating. Council Chambers Audio Vi deo Equipment Upgrades Staff identified the need to make upgrades to the Council Chambers audio video (A V) several years ago; however, in light of the recession, funding upgrades to the A V equipment was not a priority. Since 2007, staff has replaced equipment when necessary but has not had the opportunity to take a comprehensive look at upgrading equipment until2014. Therefore, late in 2014, staff issued a Request for Proposals (RFP) seeking bids for Council chambers A V equipment upgrades. Unfortunately, the City did not receive any bids for this RFP. Staff is cun·ently examining the scope of the original RFP and detennining the best way to reissue an RFP for the needed improvements. The lack of response may stem from needing to separate the acquisition of new equipment from construction. Staff plans to move forward with re-issuing an RFP this year or in early 2016. In addition to lighting and cmnera upgrades, staff has identified several other needed improvements such as: • Increased sound performance between Cow1cil Chambers and the Court Room • Projection capability in the Court Room for overflow meetings Continuance of Granicus Services Renewal March 26, 20 15 Page4 • Replacement of the voting board • Changing the placement of the podium to the center of the Council dais • Automated lighting system where staff or the A V tech would not need to flip light switches in the back of Council Chambers • Addition of a document camera that would allow staff and guests to more easily refer to planning documents Channel 8 Functionality Issues Periodically, the City experiences functionality issues with the Channel 8 software and equipment. It is important to keep in mind that Channel 8 is an integrated system made up of the following: • Equipment (cameras, lights, computer which runs the software identified below) • Comcast Equipment (Comcast maintains equipment that controls the Channel 8 feed to the public who subscribe to Comcast Chatmel 8) • Community Bulletin Board (Symon software) this is the software that provides the rotating slides advertising City programs and community events • Granicus (video streaming software) this is the software that provides live and on- demand viewing access to City meetings and Channel 8 content • Dyco (scheduling software) this is the software that the contract videographer uses to schedule programming i.e., when City Council meetings are rebroadcast etc. In late 2014 and early 2015, the City experienced issues with the community bulletin board system that resulted in service interruptions. Additionally, the City has experienced Comcast outages that interrupt Channel 8. This type of outage would interrupt the live on-demand viewing of a City meeting. The only time content, via the Granicus system, would not be accessible is when the Granicus server is down. The last time we had a service interruption was during the upgrade ofthe Granicus server in 2012. There are times throughout the year when the City has had sound or volume issues with Channel 8. This is often a combination of our volume levels or it can be the result of Comcast equipment issues. Staff support to Channel 8 is provided by the City's contract videographer Jesse Johnson, Administrative Services Director Heather Geyer, and the Information Technology staff as needed. Overall, the Granicus service outlined in this memorandum is just one of several components of the City's overall Channel 8 system. It is however a critical component to making Channel 8 programming accessible to the public and supports the City's transparency efforts. Given the limited budget and staffing resources available, the use of the Granicus service has enhanced the City's Channel 8 program. Please contact me if you have any questions at 303.235.2826. /lung Staff Report: Code Enforcement Strategies April 6, 2015 Page2 Neighborhoods Staff is recommending focusing on two residential neighborhoods in Council Districts II and IV, (map is included in PowerPoint), based on a review of qualitative and quantitative nuisance code data, and the belief that efforts in these areas could result in measureable improvements to the neighborhoods, including reductions in nuisance code complaints, crime and traffic issues. Similar to the East Wheat Ridge Project, staff recommends that a branding name be designated for each area that gives the neighborhoods a sense of identity and belonging. The District II project is a residential neighborhood with boundaries of Harlan Street to Pierce Street, and W.44th Avenue toW. 48th Avenue. This area would be called the Clear Creek Station Project, in recognition of a historical street car transfer house that was formerly located at W. 48th Avenue and Teller Street. The District IV project is a residential neighborhood with boundaries of Brentwood Street to Garrison Street, and W. 44th Avenue to 1-70 Frontage Road South. This area would be called the Clearvale Neighborhood Project, which is one of the largest subdivisions in the area and dates back to 1955. Commercial Project As previously discussed, staff is recommending the commercial project focus on W. 44tl1 Avenue from Harlan Street to Wadsworth Boulevard for two reasons: • Significant attention has been, and is currently, focused along W. 38th Avenue, as well as the Wadsworth and Kipling corridors. • TheW. 44th Avenue corridor serves as the southernmost boundary for the Clear Creek Station and Clearvale projects, so including this commercial corridor makes sense from a problem-solving and resource approach. Staff is recommending that this project be branded as the East 44th A venue Corridor Project. Project Strategy There will be four cross-departmental teams assembled to implement this program. One team will serve as the overall strategy team for the project, and the other three teams will focus on implementing strategies in each ofthe identified project areas (see attached flow chart). The strategy team will consist of the Community Development Director, Public Works Director, the Police Chief, the Patrol Operations Division Chief, the Community Services Team Supervisor, assigned planners, and the Crime Analyst. Other staff may be asked to participate on an as needed basis. The strategy team will meet monthly, and provide broad policy direction to the project teams, and will provide input or seek direction from the City Manager and City Council. The three project teams for each of the identified areas of interest will consist of representatives from the Patrol Operations Division, an assigned CSO, one temporary CSO, a planner, and other stakeholders as identified. The project teams will be responsible for the day-to-day efforts in these areas. These teams will meet monthly at a minimum, or as needed. As mentioned, staff has developed a branding strategy for each of these areas. As staff moves forward in communicating these projects to citizens and property owners, staff will need elected officials to assist us in communicating the overall purpose and goals of the project in meetings Staff Report: Code Enforcement Strategies April 6, 2015 Page 3 and through educational correspondence. Additionally, the Police Department found it helpful in the East Wheat Ridge Project to have Councilmembers attend planning meetings with staff and stakeholders. Public Outreach and Education Staff recognizes the importance of educating residents and property and business owners. Staff is recommending that City Council and/or the Mayor serve as spokespersons for this project. This is important to the outreach efforts in the neighborhoods and critical in the outreach to business owners. For instance, Councilmembers Starker and DiTullio assisted with the East Wheat Ridge Project, attending meetings and appearing at events. Their appearance at meetings and events proved to be very helpful. The second part of this plan would be to partner with a marketer to help promote the effort to the community. This could be a one-time blitz effort, or a monthly effort. Estimated costs for these approaches would be $1 ,500 for a one-time media effort, or up to $600 a month for a prolonged media approach. In summary, staff continues to build the foundation for a problem-solving approach, and is ready to begin conducting initial assessments and neighborhood outreach. Identifying interested elected officials is a critical component, and having those individuals participating in meetings and outreach would be helpful. Staff would appreciate direction from City Council on the areas and project names for these areas, as well as a marketing approach recommendation. ATTACHMENTS: I. January 5, 2015 Staff Report 2. Code Enforcement Strategies Flow Chart 3. PowerPoint Presentation (map included) DB/ck StaffReport: Code Enforcement Programs January 5, 2015 Page2 • Moving the nuisance code responsibilities to the Police Department in 2000; • The development of an administrative model process to resolve nuisance code enforcement properties; • The use of a community policing/problem-oriented approach that included an education and outreach component to the program; • The addition of the former Community Development property inspector position to the Community Services Team; and • Adding seasonal CSO positions to the team during certain months of the year. Nuisance code enforcement responsibilities rest primarily with the Police Department's Community Services Team. This team is responsible for three functions: I) nuisance code enforcement, 2) animal control and 3) City parks patrol and enforcement. Meeting the demands of these multiple functions can be challenging, particularly during the spring, summer and early fall months. Current Nuisance Code Strategies Residential nuisance code enforcement comprises the most significant use of nuisance code resources today. The City's nuisance code enforcement strategy can best be described as location or place specific, targeting blocks or neighborhoods in areas where the crime rate is higher than other areas. While the majority of calls for service are generated by citizen complaint or service requests, there have been proactive efforts over the years. These proactive efforts include: • East Wheat Ridge (Sheridan to Harlan St.) Community Policing Project -this program has focused on east City alleyways, neighborhood cleanup, distressed neighborhoods within this geographic area, and extra-patrol efforts including bicycle and vehicle patrols by patrol officers and CSOs based on crime, traffic and quality of life issues. • Dumpster Program -This CSO program has identified distressed neighborhoods in the eastside of the City using anecdotal and actual data. CSOs send out educational information to the identified area via a flyer, a date/time for a neighborhood meeting when members of the department can meet with properiy owners to describe the observed violations, and a date is established to provide a dumpster(s). Afterwards, an assessment of the efforts is made and any further violations are handled using the administrative model process. • Budget -the Police Department has budgeted approximately $20,000 a year in overtime for Community Oriented Policing projects department wide. A part of this budget has been used for the aforementioned programs. A small amount of grant funding has been used for overtime through the Justice Assistance Grant to pay overtime to police officers and CSO's to patrol and work with distressed neighborhoods in East Wheat Ridge. In 2014, the City Manager's Office had a $20,000 budget for community programs. This money was used for a targeted effort in a distressed area of East Wheat Ridge employing dumpsters, as a means to help property owners clean up unsightly or poorly maintained properties. • Seasonal CSO Program -the department hires seasonal CSO's to assist with nuisance code enforcement and parks enforcement. In 2014, the budget allowed the department to increase the number of seasonal positions from three to seven Staff Report: Code Enforcement Programs January 5, 2015 Page 3 in an effort to be more proactive with nuisance code enforcement and parks enforcement. There have been two challenges in adding these additional seasonal CSOs-supervision and training, which has been partially addressed by creating a Lead CSO position in 2014. Having available vehicles for the seasonal staff to utilize is a significant concern. An additional vehicle was requested in the 2015 Budget; however, it was cut from the budget prior to Council's approval of the final budget. • Large Item Pickup Program -tills program is offered through the Public Works Department on an annual basis for residences located within the City. The first 275 Wheat Rjdge residences that register are eligible to have one large bulky household item picked up. A list of approved large items for pickup can be found on the City website. Public notice is given regarding the program and citizens contact the City approved vendor for a pickup. • Education and Media -the Police and Community Development Departments are proactive in the use of media to educate the public through the use of the quarterly Connection's articles, Mayor's Matters, informational brochures and quick reference handouts on a variety of City building code requirements, educational flyers utilizing Cody the Code Ranger, the City website, Channel 8 and Top-of-the-Hour videos. Many of the brochures and quick reference handouts have been translated into Spanish. • Senior Citizens -the Community Services Team has a resource list to address the unique needs of senior citizens and can assist in finding resources to address nuisance code issues. • Outside Partners -both departments make efforts to utilize community partners and outside agencies. Examples include Wheat Rjdge 2020, Jewish Family Services, local churches, Live Well Wheat Ridge, the Jefferson County Housing Authority and DRCOG. • Issues Group -Members of the Police, Community Development and Public Works Departments meet monthly to review current cases and strategize on responses. It is not uncommon for the cases presented to have multiple violations that are handled by different departments. These meetings allow for representatives from each department to discuss specific properties, violations and to determine next steps that address all issues involving a relevant property. While the City's efforts regarding commercial code enforcement has been primarily reactive and in response to citizen or elected officials complaints, the Team does make a concerted effort to focus on theW. 381h Ave. corridor between Sheridan and Wadsworth prior to the annual Carnation Festival. Ordinances and Processes The Police Department and Community Development Departments reviewed relevant codes and current processes related to residential and commercial nuisance code enforcement. After reviewing current ordinances and discussing current strategies, there were no suggestions for revising or adding to the existing Code of Laws or the administrative model process moving forward. The current abatement process works effectively and is used as a last resort or when a significant public safety, health or welfare issue exists. StaffReport: Code Enforcement Programs January 5, 2015 Page4 There were no changes suggested for the Administrative Model Process. This process allows for the efficient disposition of over 97% of the nuisance code enforcement actions taken by the City. At the conclusion of these meetings, consensus was reached that the City is more effective today than in the past in addressing nuisance code issues throughout the City. While primarily reactive, the Police and Community Development Departments have adopted a problem solving approach and strive to be proactive with the resources available to them. ALTERNATIVES Staff recognizes that the long-term success of revitalizing Wheat Ridge is tied directly to the community's ability to clean up and/or redevelop properties that frustrate residents, deter further investment and create a climate of fear, disorder and crime. Current conditions require the City to be strategic in its application of limited resources to making the City more attractive. Having a strong nuisance code enforcement program coupled with the necessary administrative resources is critical. Ideally, the City's code enforcement activities would involve both a "carrot and stick" approach. This approach would incentivize property owners to reinvest in their properties in order to achieve City goals. Staff discussed numerous ideas to be more proactive in its approach to nuisance code enforcement. These discussions focused on broad ideas that would improve the attractiveness of the City and the quality of life for its citizens. Staff is aware that our strategies should be focused and decisions on the need for resources should be data-driven. With that in mind, staff is recommending a multi-faceted approach, understanding that further direction from Council is necessary. Staff discussed the feasibility of adding additional FTE staff to address City Council concerns. There were many suggestions and strategies discussed; however, staff determined that adding full-time positions without a specific strategy or program would not provide the results needed. At the present time, the Police Department hires seven seasonal positions. These positions have allowed the department to be more focused in the areas of residential nuisance code enforcement, as well as parks patrol and enforcement. Adding these positions without additional vehicles and finding workspace for these personnel to complete their reports and make phone calls has been problematic. In reviewing how the City could be more proactive, staff recommends maintaining the seven positions: five as seasonal and two as non-benefited contingent (contract) positions in 2015 and beyond. The department has $78,750 budgeted in 2015 for these seven positions. Hiring two non-benefited contingent positions to replace two seasonal positions at a salary of$16 per hour to work 30 hours a week for 2015 would require a budget supplemental in the amount of$27,000. This approach would allow the department to use these two contract positions to focus solely on nuisance code Staff Report: Code Enforcement Programs January 5, 2015 Page 5 enforcement problems in identified problem areas or corridors. These positions would not be responsible for parks and animal control enforcement. It is staffs opinion that the additional cost of making these positions part-time, with paid benefits, is costly. This approach gives the City flexibility to evaluate data and outcomes on an annual basis, and make incremental changes as necessary. This approach requires adding one vehicle to the existing fleet. A fully equipped vehicle was requested in the 2015 Budget. Adding seven additional CSOs, during the busiest months of the year, taxed the department's current vehicle fleet. Staff is recommending adding one vehicle, without the animal control cages, to the Community Services Team fleet. A standard utility truck with no animal control equipment would cost approximately $35,000 and would meet the needs contemplated with this approach. APPROACH 2 -Problem Solving Strategic Approach Staff is recommending that a data-driven approach be utilized to address nuisance code related issues in residential and commercial corridors. Staff would use data from calls for service, service requests and observations to target two to three areas in the City that are in distress (crime, traffic, quality of life). Programs similar to the East Wheat Ridge Community Policing Project would be utilized to address these issues. This approach would use the strengths of existing cross-departmental meetings, as well as collaborative, community outreach programs. For purposes of discussion, staff recommends identifying two neighborhoods and a commercial corridor to try this approach in 2015. Staff recommends identifying a neighborhood in District 2 and District 4, using a data-dtiven approach based on historical calls for service in these areas. As in East Wheat Ridge, a coordinated dumpster day would be provided for these problem areas. Additionally, staff recommends identifying a commercial corridor, i.e. W. 44th Avenue between Harlan Street and Wadsworth, or Wadsworth between W. 351h and 48th Avenues. The approach outlined above would be accomplished in 2015 using the two contingent part-time positions and existing staff resources, as available. Depending on the scope of enforcement issues that are being addressed (landscaping, storage containers, dumpster enclosures, outside storage, parking lot surfacing, etc.) staff will need to monitor whether additional resources are needed to sustain such a program in future years. It may also be necessary to get further City Council direction on what types of enforcement (as noted above) are of the highest priority to achieve the City's beautification goals. Staffs intent would be to report back to City Council in late 2015, with the results of this expanded code enforcement program as described in Approach 1 and 2, above. APPROACH 3 -Neighborhood/Commercial Corridor Revitalization Program The Neighborhood Revitalization Strategy encouraged City Council to focus on strategic and focused "wins" versus a citywide approach. A strategic revitalization program allows the City to target available resources to create attractive neighborhoods and vibrant commercial areas. A more comprehensive commercial code enforcement program could include a three-pronged approach of: 1) education and outreach 2) Staff Report: Code Enforcement Programs January 5, 2015 Page 6 systematic code enforcement inspections, and 3) public and private investment through the City's capital budget, and grants and loans for private property. Such a program could be relatively resource intensive. Staff will be better positioned to define such a program, and identify resource needs after the 2015 trial-period for the alternatives outlined in Approaches I and 2. For 2015, staff proposes to work with WR2020, the Wheat Ridge Business Association (WRBA), and other identified stakeholders to identify existing grant and loan resources that could be made available to commercial property owners where code enforcement activities are occurring. For Approaches I and 2 to be successful, ultimately there may be a need to commit capital funding that the City can make available to incentivize property owners to reinvest in their property. The City could work with existing organizations (WR2020 or WRBA) to develop a program and criteria for the use of these financial resources. RECOMMENDATIONS: Proactive nuisance code education and enforcement efforts are critical elements in addressing property decline, and in preserving sound neighborhoods and vibrant commercial corridors. When used proactively, nuisance code enforcement can assist in identifying, halting and reversing property decline. Staff recommends moving forward with Approaches I and 2 for 2015. These approaches allow the City to be flexible and focus on problem areas in specific neighborhoods and commercial areas. This plan gives staff the opportunity to assess challenges and opportunities from this approach, gather data and provide City Council with infonnation necessary to make decisions on a more comprehensive approach as envisioned in the neighborhood/commercial area revitalization program (Approach 3) for 2016 and beyond. Staff from Community Development, the Police Department, and Public Works will meet monthly to discuss strategies and outcomes from Approaches I and 2, as well as identify priority issues, and develop responses to address these issues. Lastly, staff would provide City Council information on an annual basis regarding the outcomes of these strategic approaches, and recommendations for changes or additions to this program. Staff also recognizes that City Council may have specific policy issues, or issues they would like to see addressed, in this approach. Staff requests additional Council direction as to which types of commercial code enforcement issues are of the highest priority, such as landscape maintenance, signs, storage containers, trash dumpster enclosures, parking lot maintenance, or others. Lastly, staff will continue to look at right-of-way maintenance and stonnwater issues as they apply to broader code enforcement issues. ATTACHMENTS: I. August 4, City Council study session staff memo DB Attachment 2 Demographic Summary • 54.7% of households have income below $50,000 • Median age in Wheat Ridge is 44.6 and is 8 years higher than national average • Residents have, on average, lived in Wheat Ridge over 16 years • Baby Boomers and older are the largest population group (51% are 45 or older) • 23.3% of population considers themselves of Hispanic origin .._ 3,000 delivered .._ 343 returned (Very Good) .._ +I-5.3 % margin of error .._ The average length of time respondents have been living in the community is 16.9 years . .._ The majority of respondents (roughly 96%) are registered voters within the City . .._ Sample respondents have a broad age and household makeup distribution )> Analysis shows a good program mix with a variety of youth and adult recreation program opportunities. )> Strong emphasis on health and well ness. )> Outgrowing existing facility capacity for current and future programming opportunities )> Program participation has increased significantly over the last 4 years )> Marketing and communication is a limitation for program growth • Program Development and Expansion ~ Special Events • Development of more special events • Community involvement & partnerships ~ Expanded Program Hours • After work hours ~ Senior/Baby Boomer • Develop additional special interest and active programming for seniors ~ Teen • Create teen programming council • Communication and Marketing Development and Expansion (ongoing) ~ Addition of direct page links on registration home page );;-Appoint staff person to coordinate and communicate with City IT Department );;-Develop off-site program marketing and promotions );;-Smart phone friendly or user friendly version of the rec guide and website ~ Parks are generally well distributed across the City ~nd close to where people live ~ Neighborhood access* to parks is often limited by major pedestrian barriers such as busy streets based on a 10 minute walk (1 /3 mile) *Walkability assessment is generalized and not meant to insure sidewalk availability or the quality of the walkable access % of Total Population [VALUE] •· 10 min Walking Access Greater than 10 mi Walking Access );;> Signature parks (Prospect and Anderson) should be master planned and evaluated for current vs future use ).> Anderson pool and bath house Survey indicates desire for Community Events location )r-Historic facilities could be expanded to include more interpretation and passive use )r-ADA access is limited in many of the parks and City should continue to work on ADA transition plan implementation )r-Continue to upgrade playgrounds on regular basis. )r-Consider Programming needs when upgrading, repurposing or adding to existing parks. Preserve naturlt'wildife habitat Improve or provide access to Greenbelt arees Mixed use of natural and developed areas Improve signage about tral use rules and regulations Improved river access A~RMing 1•NOI.t 1111 llllpOftMitl )o/Mutn/1 ~~ lmpol'tMJt 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 4.5 ;... Current access is well distributed along the Green Belt trail considering one mile access to parking trailheads :;... Pedestrian access to the Green Belt is better on the north side than on the south side base on X mile proximity ,. Green Belt Trail heads are typically underdeveloped or have inconsistent amenities ,. Provides access to (2) signature parks, (3) other parks and open space ,. Recreation Center access from the Green Belt could be improved and better marked ,. Waysides are scattered and inconsistent. Often these are not ideally located ,. Currently interpretation is limited to trail kiosks at access points Mileage markers and wayfinding could be improved Minimal infrastructure available for nature based programming )-Consider Greenbelt Master Plan that addresses the following key elements: );> Consistently developed Green Belt Trail heads ... this is a great opportunity to connect with the greater area and to neighborhoods and can be done appropriately for each location );> Look at potential gap areas to add additional pedestrian and car access opportunities );> Nature programming opportunities );> Strategic waysides );> Historic, Nature or Environmental interpretation opportunities );> Commercial or Mixed Use Opportunities may exist on adjacent or nearby properties that capitalize on the Green Belt's significance and popularity but they need to relate to it rather than back to it. () ;o :z ,;() ' t M'I t"""" ;.-! ~V1 "' ~ ~ Residential Setbacks and Reinvestment in East Wheat Ridge April 6, 2015 Page 3 In combination, these two amendments would address the perceived setback burden on substandard lots, particularly in East Wheat Ridge. Ifboth amendments are advanced, the lesser of the two setbacks could prevail. Staff recommends these changes apply to all residential zone districts with the understanding that the change is unlikely to impact properties west of Wadsworth where lot sizes and widths tend to be larger. Multifamily Redevelopment As Council is aware, the height and density restrictions in the City Charter can be perceived as a barrier to development of new multifamily products either for rent or for purchase. Since these provisions are outside the zoning code, they are not included within the scope of this memo. That said, staff has identified one other provision in Chapter 26 that directly prohibits multifamily development in neighborhoods otherwise zoned for apartments and townhomes. Section 26-117 .D directly prohibits the consolidation and development of parcels zoned R -3 and R-3A unless the predominant adjacent land use is already multifamily development of a similar density. The purpose of this provision is to protect the character of lower density neighborhoods that are zoned for a higher density than individual lots can support. Staff is not aware of any development that has been thwarted by this provision in recent years. An alternative is to rezone R-3 /R-3A parcels to Pla1med Residential Development which is a longer, but perhaps more appropriate, route to ensure compatibility with adjacent densities. . . Amendment of this code section may require more substantial policy discussion and a more thorough analysis ofpotential implications. Teardown Trend During the March 2nd study session, there were several specific comments and questions related to teardowns in East Wheat Ridge. Teardowns or scrapes are a trending phenomenon in landlocked urban communities in which older homes are removed and replaced with newer and larger homes. Council observed that teardowns occur more frequently in nearby Denver neighborhoods than in Wheat Ridge. Staff has provided an analysis of this trend and related zoning code provisions. Economics of Teardowns Based on national patterns, teardowns generally occur in neighborhoods that are highly desirable, but where land is scarce and homes are small. The teardown trend is most prevalent in areas that are intrinsically appealing based on location, schools, shopping districts, parks, walkability and/or aesthetics. Based on comments from residents and from people in the real estate industry, East W11eat Ridge is increasingly considered a highly attractive neighborhood. From an economic perspective, teardowns only occur if they are the financially attractive option. Fundamentally, a teardown makes sense only if the value of the land exceeds the value of the existing home. Developers or homeowners who are seeking a teardown property generally follow the "rule of three," meaning a scrape is likely to occur only if a replacement home can be sold for three times the cost of the initial purchase and demolition. 3 Residential Setbacks and Reinvestment in East Wheat Ridge Aptil 6, 2015 Page4 A recent Denver Post article supports this rule of three. The February 8 article "Scrapes are back in force" cites a developer who purchased a property in West Wash Park for $460,000 to reconstruct a duplex. Each unit will be listed for $889,000 for a total resale of$1 ,778,000, over three times the initial purchase price. The basic economics of teardowns, may explain why they have been more common in certain Denver neighborhoods than in Wheat Ridge. The current average price of homes sold in East Wheat Ridge is $289,000. If you could find a property for $200,000 the economics of a teardown would require you to sell it for $600,000 and this scenario is perhaps unlikely to be supported by the current market. Regulat01y Context ofTeardowns Market realities notwithstanding, staff has completed an analysis of the zoning code to determine what regulations may support or prevent teardowns, pop-tops, or other residential reinvestment. The following list describes the zoning tools that are typically used to control residential development and how they affect the regulatory climate in Wheat Ridge. Zoning tools used in Wheat Ridge: • Building coverage: This simple standard is used to limit the density of structures. In most residential zone districts in the City, and specifically in East Wheat Ridge, the maximum allowed building coverage is 40%. This is calculated as a ratio of the lot area to the area of the building footprint (including all tructures and deck , but excluding at-grade patios, sidewalks, or driveways). Staff has completed an analysis of existing building coverage among three older subdivisions in East Wheat Ridge (see Exhibit I). Among 438 properties developed with single-family homes, the average building coverage is only 28% of the lot area. The average lot size for single family homes in these subdivisions is 6,777 square feet, and the maximum 40% coverage would allow up to 2, 710 square feet of first floor buildable area. This area should be more than sufficient to allow development of a home that is attractive to the modern homebuyer. Staff does not recommend any change to the existing building coverage standards. • Setbacks: Front, side, and rear setback standards are used to preserve a buffer from the street, promote more uniforn1 development patterns, and provide adequate buffers between lots and structures. Setbacks limit the location of development by defining the buildable area of a lot. In most cases, this buildable area will far exceed the size limits established by building coverage standards. For this reason, setbacks usually have less of an overall impact on site design than other zoning standards. Residential setbacks were substantially revised (and generally reduced) in 2009. Other than the proposed amendment for street-facing setbacks, staff does not recommend any change to this standard. • Maximum height: Section 5.1 0.1 of the City Charter establishes a maximum height limit of 35 feet for all residential zone districts. This height generously allows for a two-story structure with peaked roofs and can also accommodate a three-story structure with a shed or 4 Residential Setbacks and Reinvestment in East Wheat Ridge April 6, 2015 Page 5 flat roof. Most residences in Wheat Ridge are single story and are well below this height limit. • Open space: Minimum open space requirements can limit the size and location of development on a lot. For single-and two-family zone districts in Wheat Ridge, only 25% of the lot area is required to be landscaped. For multifamily uses in multifamily zone districts, this increases to 30%. For residential uses in mixed use districts, this standard is only 10 to 15%. Staff does not recommend any change to this standard. Zoning tools not used in Wheat Ridge: • Floor-area-ratios (FAR): These ratios are used as an alternative to a building coverage percentage and are used to limit the gross size (including all floors) of a home or structure relative to the size of its lot. These standards can be used to prevent teardowns by limiting the size of new homes, but the City does not utilize FAR standards. • Bulk plane: Bulk plane standards limit the volume of space a building can occupy. Unlike FAR, bulk plane is not relative to the lot area, but may be relative to neighboring structures, sunlight, and/or view sheds. Again, these standards typically prevent or limit teardowns or pop-tops, but the City does not utilize bulk plane standards. • Design standards: Design standards can dictate a wide array of architectural considerations including roof pitch, material selection, garage location, color, solar access, and scale. Design standards are often used to ensure compatibility within a neighborhood or to protect historic character. The City has never adopted design standards for single-or two-family homes. The Architectural and Site Design Manual applies to multifamily projects, but its purpose is to ensure material durability and variation rather than to mandate a prescriptive design character. • Context-based zoning: Sometimes used as an umbrella term, context-based zoning can be used to generally desc1ibe all of the above tools or it can refer to more specific overlay standards. The Denver Zoning Code is a good example of context-based zoning. With the 2010 update, it now includes different standards for different types of neighborhoods, such as suburban neighborhood context, urban edge neighborhood context, and general urban neighborhood context. Wheat Ridge does not utilize context-based zoning in residential districts. • Demolition delay ordinance: Prior to issuing demolition permits, some cities require neighborhood notice or waiting periods to slow teardown activity. The City of Denver, for example, outlines a 20 to 50 day timeline for issuance of a demo pennit. In Wheat Ridge, demo pennits are issued over the counter. Ultimately, while Wheat Ridge has not seen an increasing pattern of teardowns, it does not appear that the regulatory framework is preventing this activity. The provision of over-the-counter demo permits and the absence of FAR, bulk plane, and design standards promote a pennissive environment related to residential reinvestment. In general, the City's zoning code appears to support the rights of property owners to reinvest in their homes or to demolish and replace them. 5 Residential Setbacks and Reinvestment in East Wheat Ridge April6, 2015 Page 6 The proposed amendments related to setback reductions would further support the City's reinvestment goals. Next Steps As described in this memo, staff is proposing two specific code amendments that could modify the regulatory framework in support of residential reinvestment. Council is asked to provide direction on each of these items: • Reduced setbacks for substandard corner lots, and • Reduced setbacks based on neighborhood averages for side and rear yards. Further, staff requests direction from Council on the matter of R-3 lot consolidation. 6 Draft 2015 Citizen Survey April 6, 2015 Page2 It is important to note that many of the survey questions allow for comparisons to national and front-range benchmark data, available through the National Research Center (policy questions excluded); therefore, these same questions appear on each iteration of the survey. This approach provides comparable trend data and benchmarks for Wheat Ridge. The NCS was among the first scientific surveys to gather resident opinions on a range of community issues and has been used by more than 300 communities in 45 states. The NCS is the only citizen survey tool endorsed by the International City/County Management Association (ICMA) and the National League of Cities (NLC). Following the data analysis and report writing phase of the project, City Council can expect to see a presentation of the citizen survey results during a study session in late August or early September. Staff also plans to include a snapshot of survey results in a future edition of the Connections Newsletter. Policy Questions Included for your review and discussion during the study session on March 16th are several policy questions that directors have drafted with the assistance of the NRC. The purpose of including these policy questions is to gauge the level of support, importance, and opinion of residents related to the following current policy topics. Please keep in mind that the average length of a citizen survey (or best practice) is five to seven pages. Lengthier surveys can negatively impact response rates. The attached draft is seven pages. A new section was added titled "38th Avenue/Main Street" to include: • Questions 22 and 23 (these questions are not new and were asked in the 2012 survey) • Questions 24 and 25 , regarding the features of the main street and street width designation Other policy questions were drafted to include: • Code Enforcement, questions 26 and 27 • Bicycle/Pedestrian Master Plan, questions 28 and 29 • Infrastructure funding/priorities, questions 30 and 31 Overall, the following questions were added to the survey: • Question 3 -gauges reasons for living in Wheat Ridge • Question 17 -victim of a crime two-part question that can be cross-tabulated with existing question 16 and question 18 REQUESTED ACTION: Again, staff is looking for consensus on inclusion of the draft policy questions as well as direction on the addition of any other questions at the March 16th study session. If you have any questions about the 2015 Citizen Survey prior to this meeting, please feel free to contact me at 303-235-2826. ATTACHMENT: 1. Draft 2015 Citizen Survey lhmg