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Home My WebLink About07/20/1999~ ~ AGENDA CITY OF WHEAT RIDGE ECONOMIC DEVELOPMENT AND REVITALIZATION COMMISSION Tuesday, July 20,1999 7:00 p.m. Notice is hereby given of a Public Meeting to be held before the City of Wheat Ridge Economic Development and Revitalization Commission on July 20,1999, at 7:00 p.m., Lobby Conference Room, 7500 West 29th Avenue, Wheat Ridge, Colorado. 1. Call The Meeting to Order 2. Roll Call of Members 3. Consideration of Absences 4. Approval of Minutes - June 15,1999 5. Public Forum (This is the time for any person to speak on any subject not appearing on the agenda.) 6. Unfinished Business A) Discussion of Economic Development Strategic Plan - Discussion and determination of priorities for remainder of 1999 B) Discussion of Possible Zoning Code Revisions - Status Report 7. New Business 8. Adjournment - to August 17,1999 CdBarbara\ECODEVOWGENDAS\990720.wpd MINUTES OF WHEAT RIDGE ECONOMIC DEVELOPMENT AND REVITALIZATION COMMISSION JUNE 15,1999 7:00 P.M. 1. 2. 3. 4. 5. 6. CALL THE MEETING TO ORDER The Wheat Ridge Economic Development and Revitalization Commission meeting was ca(led to order by Vice Chair MATTHEWS at 720 p.m. ROLL CALL OF MEMBERS EDARC Commissioners present: John Hall Elwyn Kiplinger Janet Leo Richard Matthews Margy Platter Jerry Roach (arrived at 8:00 p.m.) Also attending were: Martin Orner, Economic Development SpecialisbAssociate Planner Alan White, Director of Planning and Development Ann Lazzeri, Recording Secretary CONSIDERATION OF ABSENCES EDARC Commissioners absent: APPROVAL OF MINUTES Norman Burkpile (excused) Rae Jean Behm (excused) Sandra Collins (excused) It was moved by Commissioner KIPLINGER and seconded by Commissioner LEO to approve the minutes of the May 18, 1999 EDARC meeting. The motion carried 3-0 with CommissionersBURKPILE, BEHM, COLLINS and ROACH absent and Commissioners HALL and MATTHEWS abstaining. PUBLIC FORUM No one appeared to speak. NEW BUSINESS A. Discussion of Economic Development Strategic Plan Martin Omer presented the draft Economic Development Strategic Plan. There was extensive discussion concerning the draft plan. Mr. Omer advised the Commission that he would incorporate suggestions made at this meeting into the plan and bring it back to the Commission. Once approved by EDARC, the plan will be forwazded to City Council for approval. B. Proposed Zoning Code Revisions Martin Orner invited.discussion on proposed changes to the zoning ordinance in regard to nonprofit uses (or uses which don't produce tax revenue for the city) as a use-by-right being located in commercial and industrial zone districts. These uses, under proposed changes, would be subject to review under the special use or conditional use process. He referred to the matrix he developed which sets forth uses allowed in the various zone districts as well as information he prepared outlining the difference between conditional and special uses. He reported that the matter of non-profits being located in commercial and industrial areas was introduced as a concem by another entity at the last Jefferson Economic Commission Land Inventory meeting. He suggested that after JEC has had opportunity to evaluate these uses, they could perhaps offer some assistance to EDARC in changing our city's zoning ordinance. Following a thorough discussion of various aspects of the proposed changes, the Commission reached a decision to direct staff to conduct a more in-depth analysis of existing uses such as mini wazehouses, RV storage, caz/truck sales, equipment sales and rental as well as churches and schools. The Commission wanted to know the actual percentage of uses that aze in existence on commercial and industrial land in order to be more informed before moving forwazd with any changes.. Martin Orner will also contact the JEC to see what their investigation into these types of situations has revealed. After all the information is compiled, staff will bring this matter back to EDARC for further discussion. 8. UNFINISHED BUSINESS There was no unfinished business. 9. ADJOURNMENT_ It was moved by Commissioner KIPLINGER and seconded by Commissioner PLAT"TER to adjourn the meeting at 8:50 p.m. The motion passed unanimously. DAVID MATTHEWS, Vice Chair Ann Lazzeri, Recording Secretary C:\BarbaralECODEVO\h7MUTES\9906I S.wpd EDARC Minutes Page 2 June 15, 1999 rl - . ~ CITY OF WHEAT RIDGE ii iVIEMORAI~'DUM TO: Mayor and City Council FROM: Robert C. Middaugh, City Manager SUBJ: HOTEL/MOTEL PROGRAM DATE: Juty 1,1999 In light of my imminent depazture from the City, I have met with key staff members to discuss how we can best proceed with the hotel/motel program implementation. Our discussion focused on what is realisdc to expect to be accomplished absent a full dme City Manager and to still move the program forwazd with significant accomplishments. The ongoing discussion and implementation of hotel and motel program issues will continue to be handled by the internal task force of individuais which was assembled to prepaze the initial analysis for the City Council. I have asked that Lt. Jack Chism chair this ongoing task force in my absence and he has agreed to accept that assignment. The task force membership will be the same as the original group with the potential to add other individuals as is appropriate or necessary. Claudia Worth will condnue as the Council representative if she is stili interested. Action items in work azeas that the task force and other staff individuals will be pursuing in the immediate future will be inclusive of the following: 1. The Police 15epartrnent will proceed to develop a program for working directly with the hoteUmotel owners. The program will involve training for hotel/motel staff on how to recognize problem clientele and follow up forms, procedures, and policies for dealing with said clientele if they aze encountered. Most likely the Police Department will have a specified contact and perhaps inspection program from their particulaz perspective. It is estimated that by virtue of increased police contacts with the hotel/motel owners, there wil] be added need and/or requirements for the building inspection resource mentioned as item 2. (Time frame 3-6 months) 2. An additional inspector needs to be added to the Codes Division in order to deal with work that is generated from the balance of programs which will be undertaken in this first effoR and for future work that will be generated. Particularly, as the Police Department increases its level of contact and training with the hotels and motels, it-is believed that a significant amount of inspection work will be generated that is not within the capabilities of our cutrent staff to address. This item will be presented to the Ciry Council for action in the near future. (Time frame 1 month) 3. The PlanninpzDepartment working together with EDARC and the Planning Commission and the hotel/motel owners, will proceed to develop a targeted program of physical improvements in and around the hotel areas. These physical improvements can take many different forms but the most likely would be improved.landscapino, signing, lighting, and other infrastructure needs such as sidewaik, access improvement or draina.-e. This program may be in the focm of outrisht orants or some participation from [he hoteUmotel owners depending upon the nature of the improvement involved. For example, signing and exterior lighting may involve hotel/motel particiQation as these aze improvements that more directly benefit the facility and have less spillover benefit to the broader community. Landscaping on the other hand may be something the City pays for in its entirety as there is no commercial value to the hoteUmotel owners but there is a value to the community in terms of aesthetic improvement. (Time frame 10 months) 4. The Planning DepartmendEconomic Development will begin working with EDARC and the hoteUmotel owners to formulate and identify implementation steps and dates for an economic development or assistance type program. This area will be lazgely influenced by what aze the identified or perceived needs of the hoteUmotel owners that the City can appropriately and reasonably address. Some mazkedng assistance to help attract a less crime prone clientele would be a possible outcome of this program azea. (Time frame 8 months) 5. The task force will begin working with the City Attorney on targeted code improvements and implemenring urdinances. The approach that is suggested is an incremental approach that would allow [he City to adopt ordinances on a step by step basis to find the appropriate level of enforcement needed to solve the probiem. While the City could undertake a broad scale rewrite of the code involving multiple sections and approaches, it is felt that the incremental approach will better allow us to tailor the City's response to only that amount needed and also to consume the least amount of our Ciry resources in pursuing compliance. To start, an overall theory or approach to the problem will need to be developed that will serve as the guiding framework before any following ordinances that would be implemented. By establishing Ihe overall theory or framework, ordinances then can be selectively or incrementally addressed and adopted to fi[ within the overall theory or framework and not require later amendment or adjustment to provide for necessary coordination. Actual ordinance areas which would be developed in this fust round of review include the following: A. An ordinance providing enabling legislation for the various forms of inspection that wil] be anticipated at the hotels/motels including but not without limit, zoning compliance, buiiding inspection, fue inspection, and police department inspection. B. A definition or approach to the length of stay within facilities will need to be considered. This will allow the City to match appropriate facilities with periods of stay so that the hoteUmotel units do not become defacto dwelling units which they were never intended to be. C. An ordinance dealing with truth in advertising will need to be researched and developed. This ordinance area would serye [o more honestly convey room rates if in fact they aze to be advertised publicly at all. The ordinance review wil] be started 2 now and should be throu.-h initial development in three months. Counci] enactment will take longer.. 6. Apartment program. In spite of the Council's wishes to begin addressing elements of an apartment program, including ordinances and inspections, and possibly other elements, we do not believe that we have available resources to address that program at this point in time. The work involved in implementing the hoteUmotel aspect of the program wil] consume ail of the avaitable resource time in primarily the Police and the Planning Departments. To undertake a meaninoful and successful apartment program, additional resources will be needed to be added, most certainly in the building inspection azea and very likely within the Police Department. It is very likely that the buildin; inspection staff would need to double in order to get any effective contro] or inspection program underway. In addition, there aze substantial issues involved with individual ` resident welfaze, resident privacy, and tenanUla*lord issues that wouid requ'ue a substantial ~ amount of City Council review and discussion prior to any ordinance or inspection program development. This is an extremely lazge area of work that can and will consume a substantial amount of resources at the staff level, as well as City Council time and effort in policy discussion attendant to the apartment program. Given the other goals and prioriues of the City at this point in time (for example City Manager search) it is not felt tha[ the City Council or the staff have the capacity ro move this particulaz aspect of the program ahead un61 mid year 2000. In the recent City Council study session, it was the Council's desire (consensus votes) to have a number of azeas addressed which in lazge measure aze addressed by the work plan previously outlined. Specific elemenu of the Council study session consensus votes that aze addressed include: 1. Report to the Council on ordinance regazding hotels/motels by September 1, 1999, included and addressed in above work plan. 2. Hotel inspection program in place by ranuary 1, 2000. The above work program will provide for the necessary enabling legislation and the added building inspection resource as well as police depaztment support programs to implement the hotel inspection program. Until the ordinance is actually enacted, it is difficult to determine whether or not the entirety of inspections desired can be implemented by January 1, however some level of inspection will be able to be provided by that point in time. If the ordinance implementing inspections is very complex, some additional time may be required. 3. Ordinance review for apartment programs completed by January 1, 2000. It is suggested that this particulaz level of review, because of the substantial amount of policy discussion to appropriately guide it, be delayed to mid yeaz 2000. 4. Plan for physical improvements to hotels by March 1, 2000. This Council desire is addressed in the above-mendoned work program 3 and should be completed by this point in time. 5. Apartment inspection program in place, June 1, 2000. The work program does not anticipate that this will be possible and it is suggested that an additional 9 months be added to that time table ro allow the other elements to be in place before inspections and substantial hirino is undertaken to implement this particulaz program aspect. ~ The task force will provide through the acting City Manager periodic updates on the work program outlined in the memorandum. If the City Council is desirous of other actions or if this work program is not sufficient to address City Council concems, it would be my suggestion that a study session be conducted together with the entire task force to more fully discuss what is appropriate and possible within the City resources available for these various programs. Respectfully submitted, L~ Robert C. Middaugh City Manager cc: Jack Chism, Chairman, HoteUMotel Task Force ✓Alan White, Director of Planning and Development Jack Hurst, Chief of Police/Acting City Manager Bob Goebel, Acung City Manager M6.18 4 0 0 0 Z U ~ P ~7 N M ~ w U a Z 0 0 0 0 0 0 0 0 M M ~ ~ m N V ~ 01 (h N N ~MO (`0 ~'7N M f- W f_ ln f`7 M N ~ P7~N t~ ON(O 6 F, 1 M O] Efl EA M m~ EA EA fA Efl fA EA ~0 ~ r W o ~ 0 0 0 0~ 0 0 0 0\° 0 0 0 0 \ 0 0 0 04 0) UC1 LO~6) O W c0LO hCON 1- M W Q W MI, 0~ q U~ 'C~ O 1f1.7 O (O OmU) O O U~ V(~D M ~ f`~') N N ~ N N N ~ CMO ~ N (o ~ w U a? ~ 1C1~N( ~O ~0 V ~ lN~ OJ ~ f ~0o7 ~ M 00 W tn M tZ (O V h ~(O O OD O lt) m ~ lC') d- N M 1- r N W N mC> LL1 W V N M W N N ~ (D Efl , 69 ~ EH N 69 N EA M (O ~ F- EA EA V3 fH b9 Efl EA EA EA . 69 fA I \ \ ° - \ \0 0 0 0 0 0 0 0 \ 0 0 0 \°0 \ 0 F W 0 0 0 cOh, 0 M N[l) N NOD.- d', tf') O 1~ f- O V N ~ W N M N a0 N (h N N f0 P7 c0 W Q U M V~ N ~ N CIJ n ~ V M6 M N ~ N M M N W U ~ az Z M t0 U'1 V co d' fO (O co LO N ce) LCi N M O M W O VU) O fhaC) (O oJ mcl) N ~70) 1- U (7001 . M tDNN LO (D O f`7 O oJ'7 V N O ~ N V ~ n O M c0 O OD ~ O V c0 M c0 Z Ir N V EA ~ (h EH a- EH N N a- Efl d' C F EA V) 63 fA 69 Efl Vf Efl EA ffl fA 63 1 s a= !n 6 0 ~ W ~ ~ 0 ~ ~ m ~ 01 0 ~ aD Wmo M V' CO NO f0 1~ (D ~O Q O O 01 N co ~ f~ e- 01 oJ N. (D U) N oJ (O M C.7 I~ TLq N a~- ~ m ~ c0 V M N 0 N W (O M W.W W Un t- c0 O f~ T V (O c0 Ui W (O G aD aD _z ~a ~cm aM» ~ ~ ~ 69 > W ~ w x W < ~ ~ a d a U ~ a ~ w oww t-> ¢ zm awa ~ co X}z aa:D o z ~c7a >>w o X c~ Uow f- O ~LL2 Q2 ~ N ~Q(n co 0 Z0 .4- I- f Why the suburbs matter to downtown n cities ttvoughout the nation, includ- ing Denver, the 1990s have been the ~decade of the downtown. After dzcadzs of dzspair, center cities are experiencing an incredible renaissance fueled by consumers, investors and policy makers. Consumers are lured by down- town's new mix of arts, entertainment, sports and housing. Investors aze attracted to the value appreciation afforded by the multi-dimensionai "24-hour city," prrnid- ing vitaliry beyond the haditional 1'9 to 5" office pazk. And policy makecs aze sup- porng downtown development, backed by empmcai studies that find the economic health of regions directly tied to the eco- nomic vitality ofcentral business dislricts. Faz from downtown, the urban trouble spou in the next decade aze most likely to pop up in America's aging fust ring sub- urbs. These areas, sandwiched between city centers and newer wealthy outer ring suburbs, are burdened by traffic conges- tion, a bland post-Worid Waz II built envi- mnment and the migrntion of the dis- placed urban poor. Iadicarive of this ''ine, the Urban Land Instimte esti- .s that up to 20 pement of existing snopping matls will go dark in the next several years, most in £ast ring suburbs. The Urban Implosion Theory is ary contention that left unchecked, decaying subtybs will eventually choke. the life out of-rnWy re-energized downtowns: Down- nvns and suburbs are co-dependent. ',ile suburbs are propelied by the down- ~ economic engine, downtown relies suburbs as iu primary source of iers and workers. A faiture by ;ll harm the other. VIEYVPOINT To combat the Urban Implosion Theory, successful cities of the next century must have both a vibram downtown and strong regional p(anning. Only through regional coopenrion will the c6allenges of the fust ring subiub - congesrion and poveRy - be dispecsed and cured Several cities offer inspiration and a head start for creating vital regional mar- kets into the next century, including: ■ Portland, which has beaefiGed &nm moce than 20 yeazs of uban growth boimd- azies and a cegional plannmg agency empovveied to steer local land use decisions. ■ Minneapolis, wtuch has deveioped a regional tax sharing shucwue that dimin- ishes competition among local govem-. menu for tax genemtiag projects . 0 Milwaukee, wlrich is guided by a pro- gressive mayor who sees both the value of a sirong city center and regional planning. TJnfortunately, Demer is at a distinct disadvantage as we enter the next century. Our regional planning body has devetoped a 20-yeaz growth plan, but has no formal authority to implement it. More tUan 40 local government jurisdictions continue to compete for pmjects that genecate sales tax. Denver's mayor is consumed by attaining a national profile, and a@er eight yeazs in office has neglected regionat growth issues. Colorado's new govemor is accelerdting the decline by obsessing over the widening of highways and ignoring the promise of alternative forms of hansit. Denver's fust ring suburbs, including Aurora, Lakewood and Englewood, have the symptoms of an urban tcansformation, evidenced by changing demogiaphics, lower incomes and depressed cetail. Due to i[s lack of regional planning and leadeiship, Demer is primed to see its recent resurgence collapse under the weight of the Urban Implosion Theory. Ot6er candidates include sprawling sun- beit cities such as Adanta and Phcenix. To combat this trend, downtowns wi11 need to be more engaged in regional con- cems. Downtown improvement agendas increasingly must include the regional issues of ttansportation, education and affordable housing. In addition, downtown power brokecs must suppoR pmgressive political candidates who embcace both a strong downtown anda regional plaming and development platform. A aew leve4 of acfivism is xequiced &om thb business wmmunitY. P~~ubrlY in ciries like Demer that lack ccgional plan- ning and visionary politicians. New paR- nerslrips addressing regional issues should be focmed between chambecs of com- merce and downtown ocganizatioas, agen- cies that trnditionatly have operated apart By taldng the lead in advancing regional development issues, the business commu- nity can help to avoid the inevitable drift to implosion. Brad Segal is president ojProgressive - Urban Manngement Associates, a Denver- bpsed community development consulting firm. Bc!1:'s financial public rdations firm, Morgen-Walke Associates in New York, was unabie to comment this week because it has put its relationship with the Coloredo company "on hold temporerily," according to an executive there. The company itself is upbeat about its recent performance, contending this year§ first quarter exceeded expectations and momentum continues into the sec- ond. In April alone, Bolle grabbed more than 220 new accounts, according to the manufacturer. "We're enjoying great success in 1999. This year's collecrion has been greeced with open azms by our retail brettuen and con- sumeis: We've had record sales at trade shows and special events,^ said Michael Connelly, Bolle's marketing director. $olle as it is now came into being in late 19§9; when its ex-progenitor,=BEC Group Inc., annoimced that it would cut the eye- wear maker loose, buy California-based lighting products manufacturer II,C Tech= nology and change its name W Lumen Technologies. The spinoff was consummat- P,d III M'JLClI Of l25[ )'C3L . . Since then, Lumen and its board remain heavy imestois in Bolle. In fact, the com- pany's address on Securities and Exchange Commission filings and other public com-, pany documrnts is often Lumen's Rye, N.Y., one.because those directo:s are there. In 1998, Bolle posted $53 million in sales, an increase of 63 petcent over the pre- vious yeac On the ot6er hand, it siutained an eamings loss, after taxes, of nearly $33 . million 4ecause of write-downs; the compa- ny bled $4.6 million in 1997. Holle§ fust quarter 1999, ended Marc6 4Y7,eave-sa1e9 rise to almost `S15 million &om nearly $l l million in the same petiod lBSt yC3T. T013I CAStS JUIDpC(t &S WEII - t0 $14 million from $11 million. After taxes, the companry sustained a comprehensive income loss of $1 million, wmpared W $1.2 NIIIIOII l35t yCeL . . Shareholdecs' equity plunged to $978,000 in the £ust quartcr from $2.7 mil-: lion in the last quarter of 1998. It carries a debt burden of roughly $17, million Because of the seasonaliry'of its business, Bolle usually has its best sales of stmglass- es in the second quarter and ]righest ski- Soggle sales ia the fourth quarter.. If Bolle continua to sucmount its shaky beBinninBg, the future looks good. - After maay yeazs of making pmtecGve eyeweaz and goggles, the company saw the trend toward blending so-called sports shields and sunglasses, and embraced it The company began chasing golfers as cus- romecs in the early 1990s, making sungfass_ es especially for them, and the golRequip- ment business continues to be strong. Bo►le aLco has gotten inW the tennis business, lur- ing pro Martina Hingus to pitch iu tennis- specific sunglasses. m o ~~=:`DAO.~•~".~r~no m S~ 0 3 S° o.w o~~ y o ~ >0wEfpO~~~hm a3~0taoo fD 00"°-as ~ °o oO=,~ ~ ° _3 ^6~tl?ocsa••~co~•,w~ e 0 9 m ~o o 00 ~ g g ,o n ~ma w p p ~py3 m 6 q 7 3 ~ U ~ yTO .o m.°A ~O ~ ~ 11~z ~ A ~ ~ n. m "It eS' r. v~ ~ ~ ° 7 e ~ l9 'P o 5 r rr41 ~o. ~ ~ A 9 S ~ , < 7~ m O R ~j ~o s" ~5 ~It m A~ g m a C~ e y o 0 ~ ~ o or~~°~'m~ =r C C'=N ~ 9 0 ' ~ W ° o +y,. = o m.°.3No a3 ?400 ~d soD° 0 ~ m~ ~ wE w .._vi yQ~ m~~i ~ ~ % Z a. ' F ~ OI p m -4 d P IE w wma~ .,••y~~ w es a co ~ A ~ ~ ~ (D con tz I'> O oomd ~r ~ m ~ O . Vs ' M. ~ ~ O ; ~ ~ ~ ~i Vs ~ CD P V1 m dZ m A m 3 N V 0 I~ ~ m ~o ~