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STUDY SESSION AGENDA
CITY COUNCIL MEETING
CITY OF WHEAT RIDGE, COLORADO
7500 W. 29TH Avenue, Municipal Building
October 18, 2004
7:00,P.M.
APPROVAL OF MINUTES OF September 20,2004
APPROVAL OF AGENDA
STAFF REPORTS
Item 1.
Discussion of Council Rules of Order and Procedure
Item 2.
Briefing for Board of Education Dinner meeting, October 21,2004
Item 3.
Discussion regarding Sales Tax Auditor Position
CITY COUNCIL STUDY SESSION MINUTES
CITY OF WHEAT RIDGE, COLORADO
7500 W. 29TH Avenue, Municipal Building
September 20. 2004
The City Council Study Session was called to order by Mayor Cerveny at 7 00 P m Council
members present: Jerry DiTullio, Dean Gokey, Wanda Sang, Karen Adams, Lena Rotola, and
Larry Schulz; Karen Berry was absent. Also present: City Clerk, Pamela Anderson, City
Treasurer Mary Cavarra, City Manager, Randy Young; Director of Administrative Services,
Patrick Goff; Director of Public Works, Tim Paranto, Director of Parks and Recreation, Joyce
Manwaring, Interim Chief, Joe Cassa, staff
APPROVAL OF MINUTES - June 21, 2004
Motion by Mr Gokey to approve the Minutes of June 21, 2004, seconded by Mrs Sang
and Mr Schulz; carried 7-0
APPROVAL OF AGENDA
Motion by Mrs Sang to move Item 4 to Item 3, seconded by Mr Stites and Mrs Rotola,
carried 7-0
Item 1.
Staff Reports
City Treasurer Mary Cavarra reported to Council she applied for a Treasury direct
account for the purchase of T-bills She stated that this may require a resolution from
Council in the near future
Patrick Goff distributed the printed version of the Vision/strategic plan documents to
Council He updated Council that In the next few weeks he will bring forward a Council
Action Form regarding the contract with the City Auditor It would include an increase in
city audit staff from 1 to 2 for audits and education for businesses
Study Session Minutes
September 20,2004
Page 2
Item 2.
Open Space AcquIsition - Northwest Sanitation District.
Joyce Manwaring made a presentation regarding the potential acquisition of property at
4101 Miller Street currently owned by the Northwest Lakewood Sanitation Dlstnct. Ms
Manwanng is recommending the acquisition of this property
Mrs Sang asked for a consensus to bring the information regarding this item forward to
Council Consensus was reached
Item 3
2005 Open Space and Conservation Trust Fund Budget.
Joyce Manwanng presented the Open Space and Conservation Trust Fund budgets
and detailed the line items
Mr Young asked for direction or comments from Council regarding the budgets as
presented. A discussion followed
Consensus for the Parks Department to proceed on the budgets presented was
reached
Mayor Cerveny recessed the meeting at 8 05 P m for a brief break.
Meeting resumed at 8'12 p m.
Item 4.
2005 CIP Budget.
Tim Paranto distnbuted and presented the 2005 CIP Budget for Council direction and
priorities A discussion followed with questions and general comments on priontles for
the ClP Budget.
Mr DiTullio asked for a consensus to direct the Public Works Director to bnng forward
the Capital Improvement Project Enhancement Policy; Consensus was reached.
Motion by Mr Stites to suspend the Rules and go beyond the 45 minute limit for an
agenda item, seconded by Mr DiTullio, carried 6-1 with Mr Gokey voting no
Mr Stites asked for a consensus to continue funding for the 38th Avenue Business
District; Consensus was reached
Study Session Minutes
September 20, 2004
Page 2
Item 5.
Discussion regarding Code EnforcementlWeed Mitigation
Intenm Chief Cassa Introduced the item Animal Parks Code Enforcement Supervisor
Rollie Inskeep gave a Power Point presentation on the department. He detailed
procedures for service requests and challenges in the department.
A discussion about policy regarding weed mitigation followed Mr Stites distnbuted a
proposed change for Ordinance No 31-2003 and asked for a consensus to bring
forward the wording change in section (g), consensus was not reached.
Mr DiTullio asked for a consensus to direct staff to bring forward a line item in the
budget regarding weed mitigation, Consensus was reached.
Item 6.
Proposed Change to Financial Impact Section of Council Action Form.
Patrick Goff reported that staff was directed to bring back budget impact information on
the Council Action Form A discussion followed on the best way to communicate the
desired Information on the form.
Meeting adjourned at 1004 P m.
APPROVED BY CITY COUNCIL ON
BY A VOTE OF
to
Wanda Sang, Council President
The preceding Minutes were prepared according to '47 of Robert's Rules of Order,
i e they contain a record of what was done at the meeting, not what was said by the
members
City of Wheat Ridge
Office of the City Clerk
Memorandum
'~r
t~'
~Q/
TO'
FROM.
DATE
SUBJECT: Staff Report
CITY CLERK STAFF REPORT
Appointment to CML Policy Committee
Requirements. November Meeting,
February Meetings Legislative & Policy
May Meeting
CML Conference.
Interested, call Wanda and it can be placed on the agenda.
Records Management Project
Progressing nicely
Meeting today, formation of a city wide committee to review the Municipal Model Retention
Schedule and bring to Council to adopt the schedule by resolution in the very near future.
Once adopted the department will begin the project in earnest.
pa:pa
Ci~ -rr-~
Translating Strategy
PUblic Sector Applications Of the Balanced Scorecard
~
-
The Origins and Evolution of Charlotte's Corporate Scorecard
By Kim Eagle
Responding to public calls for greater accountability and
efficiency. governments at all lC'vels are now using
performance ml'asur('ment in one form or another.
However. establishing an effective systpm for setting priorities.
allocating scarce resources based on those priorities. alia measur-
ing outcoml'S is an ongoing challenge for most govemments.
Despite the uifficufty. public administrators. including Iinance
officers. continue to advance the practice of performance meas-
urempnt in the public sector by trving new ideas anu sharing what
they learn with their colleagues.
This article discusses the evolution of strategy development
and performance measurement in the City of Charlotte. with an
enwhasis on the lessons Ieamed from nearly 10 years of using the
Balanred Scorecard model. Developed for the pri\ate sector in
an effort to balance measures of organizational performance
16 Government Finance Review ()c!n!lt'r :!I)li-l
between financial results and other critical sucrpss factors, the
Balanced Scorecard has beC'n adapted fur the public s('ctor by a
number of local g< lvemments.' From implementing and using the
Balanced Scorecard to the most recent challenge < ,f linking strat-
egy to resource allocation. Charlotte's stury is one rharacterized
by continuous improvement.
ORGANIZATIONAL TRANSFORMATION
Now the 25th largest city in the country. Charlotte Ild~ g/(lWII
from a population of 395,000 in 1990 to approximately 623,000
tuuay Charlotte is the nation's second largest hanking and finan-
cial center. and is tllP corporate headquartprs for hath the l<lrgest
and fourth largest U.S. hanks. Several uther Fortune 'iOO compa-
nies also call Charlotte home.
(Articlp continues on page ]9 )
[1 he Onglns and bolutlon of Charlottc:e's Cor-por-at" Scnrecdrd. continued from page 16]
TIle City of Charlotte operates under a council-manager fonn of
government and has an annual operating and capital budget of
approximately $1.56 billion. The government is administered by a
city manager who serves under the direction of the mayor and the
City Council. who are part-time elected officials. Charlotte employs
6,O!)6 employees in 14 key business units
In the early 1990s Charlotte rode the first wave of the reinventing
government movement. The city restructured in an effort to become
more customer-focused, result<roriented, decentralized. competi-
tive, and innovative. As part of the organizational restructuring,
Charlotte consolidated its 2t, departments into 13 and renamed them
key business units, introduced managed competition, and made
customer service a focitl point for the organization.
Several years after the city's restructuring process. the need for a
more strategic and results-oriented perfonnance management sys-
tem became apparent. Uke many other government<; that had been
measuring perfonnance, Charlotte was ready to move beyond meas-
uring mere outputs to a system that would provide actionable data
on efficiency and effectiveness. Instead of simply counting and
recording data. the city wanted its perfonnance management system
to facilitate a transfonnation to mission-Griven government. a gov-
ernment focused on defining strategic goals in terms of outcomes for
the community Charlotte turned to the Balanced Scorecard as the
tool for moving the city in this direction.
BUILDING THE STRATEGIC FOUNDATION
Charlotte's approach to the Balanced Scorecard benefited from
the city's earlier efforts to improve the priority-setting process. In
1990. the rity Council participated in a strategic visioning exercise to
establish consensus on the strategic themes that would guide goal
setting. perfonnance measurement. and resource allocation. After a
series of follow-up workshops, the City Council settled on five
themes, which they called "focus areas:" ( 1) community safety, (2)
housing and neighborhood development. (3) restructuring govern-
ment, (4) transportation. and 15) economic development. The City
C.ouncil also outlined broad objpctives for each focus area. TIle
focus areas have remained virtually unchanged since 1990.
The City Council went a step further by creating institutional mech-
anisms to ensure that the objectives for each focus ar"a would be
met. City Council committees are structured around the focus area,.
At the staff level, focus area cabinets were established to ensure that
the City Council's priorities are being implemented. Comprised of
senior managers whose units directly affect one of the locus areas.
the cabinets meet at least once a month to discuss progress toward
strategic outcomes. The work of the focu, area cabinets has created
positive changes in organizational culture. City business units now
think more strategically, and their activities are better aligned with
the priurities of the City Council. The cabinets play an active role in
the policy process; not only are they responsible lor developing a
strategic plan for their focus area, but they also draft or review policy
items before they are presented to the City Council for consideration.
Since 1990, when it first identified the five focus areas. the City
Council has held an annual priority-setting retreat. Prior to th"
retreat, a professional facilitator interviews the members of the City
C.ouncil and makes a list of their goals and concerns. From this list,
the Council identifies the top priorities for the next budget year.
organized by focus area. The focus area cabinets develop perform-
ance measures for each focus area based on the direction of the City
Council. These measures are then consolidated into a strategic focus
area plan that is approved by the City Council.
THE CORPORATE SCORECARD
Charlotte was the first municipality to implement the Balanced
Scorecard. TIle city organized a leadership team and hired consult-
ants to guide the Balanced Scorecard implementation process. Led
by staff from the Budget and Evaluation unit, the team used the city's
strategic plan as the foundation for what became known as the cor-
porate scorecard. The city then piloted the new perfonnance meas-
urement system in four business units. each of which developed its
own scorecard.
Exhibit 1 illustrates how Charlotte's vision statement, validat-
ed at the annual City Council retreat. is used to guide the devel-
opment of focus areas and priorities. which in turn direct the
Exhibit I: Strategy Map
Vision
City's Vis,';;'; 'St~Wf1ent
.......... Annual Council
-...- Strategy Retreat
~~
Council
... Committees/Focus
Area Cabinets
Priorities caMFocusAreas
Q::>\.lh~IIGof11tnuliicates
Themes tole"dership
~~
...
16 Corporate
Objectives
~~
Orgilnizil.~l(m
Organization 1,inp!en1?,flis
.......... Key Business
-...- Unit Scorecards
()("lllber21J(14 I Government Finance ReView 19
work of the Council committees and focus area cabinets
throughout the year Exhibit 2 is the corporate scorecard itself,
which includes Hi objectives that connect the focus areas,
Council priorities, and key business unit scorecards. (The City
Council recently designated smart growth as an umbrella for
city strategy, which is why it is shown above the focus areas)
Performance measures are used to gauge 111" city's progress
toward achieving the Iii objectives. Examples of corporate
mpasures include service d"liverv ratings, the quality of life
index, crime rates, and transit ridership The corporate score-
card has proven to he a useful tool for setting strategic targets
and ff)stering the organizational collaboration necessary to
accomplish strategic initiatives.
Organizational Integration. Charlotte has worked to inte-
grate the corpf)rate scorecard into all levels of the organization.
Each of the key business units develo[Js a scorecard outlining how
it plaus to address the focus areas. City Council priorities, and cor-
porate scorecard objectives. The business units determine which
corporate objC'ctives they have a direct impact on and develop
measures to track their progress in contributing to the achieve-
ment of those objectives. In developing their scorecards, the key
hlLsiness units answer key questions organized around the four
perspectives of the Balanced Scorecard:
. 'serve the Customer In order to meP! the needs of our cus-
tomers/citizens, what are our objectives') I low can ttws<, objec-
tives he achieved? How is om S\lC""SS best measured'!
. Manage Resources. In order to suc"eed financially what ilre
our objectives" How can these obiectivf~ he achieved? HlJW is
our Succes.s best measured?
. Run tile Business. In order to meet our objectives. what inter-
nal processes are required? How can these proces.,;es IJe estab-
lished? How is our success best measured')
. Develop Employees. In order to succeed, what skills and
resources do we neecj? How can we obtain and maintain these
skills and resources? How is our succe.5S best measured"
The corporate scorecard is also reflected in each employee's
performance evaluation. Since E19S, the city has rewarded
employee_s when their busine."" unit a"hieves the productivity and
other key objectives in the husiness unit scorecards. Business units
identify key objectives in the scorecards that link individual goals
to organizational goals and strategy
KEYS TO SUCCESS
Charlotte's experience with the Balanced Scorecard suggests
that there are three keys to making this approach work in a g< >vern-
Exhibit 2: Charlotte City Strategy
Vision Community of Choice for liVing, Working, and Leisure
City Council Focus Areas
Community Safety' Housing and Neighborhood Development. Restructuring Government - Transportation' Economic Development
T
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Corporate Objectives
20 Government finance Review I ()C!of)l='[ 2()04
- Increase Perception of Safety - Strenghen Neighborhoods
-Promote Ecooomic Opportuoity
ment setting. First, strategy must be supported. Consistent support
of senior management is particularly critical, but there must be suI>-
port for the effort at all levels of the organization Second. strategy
must be operationalized. The best strategy benefits no one unle.ss it
is put into action. Finally. strategy must be communicated. After all,
it takes the entire organization and all of the people wh<) are a part
of it to translate vision and strategy into re.~ults.
Supporting Strategy. Organizational SUPlxlrt forstrategydevel-
opment and implementation is fundamental to succes.~.111issupport
must reach from the governing body and the chief executive through
the entire organization. Strategy can and should become institution-
alized within the culture of the organization to the point that it
becomes part and parcel of how you oj)€rate, as opposed to an add-
on that most people expect will eventually go away For this to hap-
pen. the organization must invest in people. technology. and
research. Finally. to ensure that strategy remains a visible priority for
the organization as whole and a meaningful exercise for all levels of
tbe organization, staff at all levels shoule! be recmited to champion
the effort and to makp the most of the scorecard tool.
Operationalizing Strategy. Exhibit 3 illustrates how a spe-
cific performance measure. in this case fleet availability, can be
traced from one of the City Council's focus areas through all of
Exhibit 3: Linking Employees to City Strategy
Council Strategy
Focus Area: Restructuring Govemment
TA.
Corporate Balanced Scorecard
Enhance Customer Service
TA.
KBU Balanced Scorecard
MaXimize Fleet Availabil<ty
TA.
Division Balanced Scorecard
Establish Fleet Availability Rate
TA
Employee Performance Plan
Maintain 90% Fleet Availability
TA.
Development Plan
Acquire Professional Certification
OVERVIEW OF CHARLOTTE'S FOCUS AREAS
Community Safety. In 1994. the Crty Council adopted a
five-year community safety plan. That plan has been expand
ed and combined With hOUSing and nelghbmhood develop-
ment initiatives and the implementation of community
problem-oriented poliCing Therefore, the city considers
community satety from the perspective ot the livability.
stability. and economic viability of ,1 nelghborhood-
not JUst the lack or presence of cnmlnal actiVity.
Housing and Neighborhood Development. Th<s <s the
city's comprehensive approach to meeting the economic
development and quality of life Issues in the neighborhoods
and bUSiness dlstrictsThis includes efforts such as providing
adequate code enforcement; develop<ng strategies for
affordable hOUSing; and requiring neighborhoods and bus<-
ness districts to take an active role In problem identification
and solution development
Restructuring Government. Th<s initiative started in the
eaf'ly 1990s as an effort to flatten and redesign the city
organIzation and how services are delivered. ThiS effort
contInues wrrh emphasiS on In'rriatlves fOCUSing speCifically
on service delivery and meeting growing customer
needs through innovation. This includes competition and
privatization efforts, as well as assessing periormance.
Identifying gaps In service delivery. and recommending
process improvements.
Transportation. ThiS ,nitiative IS broadly defined as address
ing all Issues related to tl-ansportation opportunities and
challenges. including maxlmiz<ng public transIt; Implementing
and maintaining roads. adopting and Implementing land-use
poliCies to SUPPOI-t growth and tr'anslt goals; and ensunng
adequate pedestrkil1 and bicycle cormections while meet
Ing stnngent federal air quality standards.
Economic Development. This initiative Involves sustainIng
the prospenty and assuring the opportunity for participa
tion by illl rpsidents. It also involves a focus on keep'lng Jobs
and the tax basE' in Charlotte by budding and malnt.ainlng
Infrastructure, as well as building a skilled and competitive
workforce to encourage businesses to locate and remain
In Charlotte
( )doht'f 2(~~1 I Government Finance Review 21
the levels of the strategy process. The chain does not end at the
key business unit. but extends down to the inrlividual employee,.
For organizational strategy to reach the operations level, where it
gets translated into tangible results, employees need to be able
to see how their daily activities contribute to the accomplish-
ment of overat! strategy One method Charlotte is using to
strengthen this relationship is to link employee performance
evaluations and compensation to the achievement of key busi-
ness unit scorecard goals.
Communicating Strategy. The Balanced Scorecard is a
particularly useful tool for translating vision and strategy into
operational terms to which at! levels of the organization can
relate Organizations should utilize established internal commu-
nications channels to help employees understand the strategic
planning process, inform them of progress ami significant mile-
stones, and continually remind them that strategic planning is a
high priority Charlotte has learned that when communication
about the corporate scorecard stalls. employees lose sight of
strategy To ensure that this does not happen, Utilities. a key
business unit with a large trade-based workforce, produces a
regular companion document to the business plan. This enables
management to more effectively communicate the cuntents
of the business plan to employees in a manner that links their
daily duties to the achievement of strategy This year. the city
manager's Corporate Strategy Award will go to the business
unit that has been most effective in communicating strategy
This type of recognition helps maintain the visihility of the
Balanced Scorecard.
LINKING STRATEGY AND BUDGETING
Establishing a meaningful cunnection between strategy and
resource allocation is fundamental to effective public hudgeting.
Like many other local governments, Charlotte has worked to link
its performance measurement system -the corporate scorecard-
to its budget process. While the city has made great strides in this
area, allocating resources based on the mayor and City Council's
focus areas remains a challenge.
One of the benefil,; "f the scorecard framework is that it directly
connects the focus areas and corporate objectives to each of the
key busine.% units. The fiscal ZOOo-ZOOJ budget presentation
marked the city's first attempt to demonstrate how the spending
plan reflecl,; the priorities of the City Council Charlotte renamed
the budget document the "strategic operating plan" and changed
the funnat to include funding levels, objectives, and measures for
each of the five focus areas. The city manager's budget transmittal
22 GO'o'ernment Finance R.eview I U<:\nher 2!J)4
letter highlights key initiatives within each focus area. further
demonstrating how budgets at th.. business unit and line-item lev-
els roll up to corporate strategy
Charlotte's fiscal 2005 budget continues the cornmitnwnt tn
integrating strategy and the budget Because of the cumulative
impact of the uncertain economy and recent "perating budget
reductions, it is more important than ever that limited rf'sources
are allocated in such a way as to maximize the accomplishment
of corporate objectives. The corporate scorecard thus becomes
a critical tool for the key business units as they develop their
budget requests and for Budget and Evaluation as it analyzes
those reque.sts.
CONTINUOUS IMPROVEMENT
Implementing strategy is not easy. hut it is one of the most
important factors in shaping how organizations will responn to
community needs and prepare for the future. Covernments
should not wait until they have devised the perfect performance
management system to begin institutionalizing organizational
strategy Even the governments with the most sophisticated per-
formance management systems are constantly refining them in a
continuous effort to do better As Charlotte's city manager puls it:
"We learn and we keep trying. No matter what you've done lor
your community, you can always see that there is a bar out there
that can be raised." Indeed, Charlotte's Balanced Scorecard
approach to performance management has constantly evolved
over the last 10 years, helping focus the organization on the out-
comes that matter most to the community
Note:
1. Conceived hy Rubert Kaplan and David Norton, the Balanced Scorecard fir<i(
gained notoriety after a IY92 article by thf' authors in Harvard Basm{!ss Re[)wu'
entitlt.'o "The Balanced Scorecard: Measures that Drive Performance Kaplan
and Norton later co-authored a book on the Balanced Score( "ani (Hilrvard
Business School Pres.s" t99GL
KIM EAGLE is the evaluation manager for the City of Charlotte and
a Ph.D candirlate at Virginia Tech's Center for Public Arlminlstrotlon
and Policy Charlotte's Budget and EvallJation Web Site
( www.ci.charlotte.nc.us/Departments/Budget++City/Home.htm )
provides additional information about strategic planning and the
Balanced Scorecard. The site Includes Charlotte's strategic operat-
Ing plan and year-end reports, a list of Balanced Scorecard refer-
ences, and frequently asked questions.
Into Results
~
CA~Tv~~
Counting What Counts at the Central Arizona Project
1y Theodore C. Cooke and Tern Sue C. RossI
Public sector organizations can count with the best of them.
But when profit is not the ultimate indicator of succes.'i. meas-
Uling pertormance can devolve into counting things that just
Jon't count. For the Central Arizona Project. a multi-county water
'onservation district that delivers Colorado River water to central
lIld southern Arizona. business planning used to be little more than
l vision and mission statement coupled with a few broad objectives.
Tllda,. CAP has matured into an organization that demands
trategic thinking of every employee. requires managers to devel-
>)1 anrl trark measures to see if their strategies are working. and
'XlJects managers to communicate their strategies anrl measures
:> employees, customers, the Board of Directors, and others. The
ialanced Scorecard. pioneered by Robert S. Kaplan and David P
Ill!1lln. is the basis for the system CAP uses to implement. man-
ge. and cOIomunicate its organizational strategy
This article explains CAP's strategic performance marlagemerlt
system and how it works. We share the key lpssons we have
learned from developing and implementing this system. Finally.
we conclude with a forward-looking discussilln about where CAP
hopes to take its perfonnance management svstern.
CAP'S PERFORMANCE MANAGEMENT SYSTEM
CAP's performance management system is a collectiorl of com-
ponents that glles bey<md a visiorl or mission statenwnt. These
componerlts establish cUllllections or "linkages" among strategic
rlirection, measures and targeLs. and business activities, thus
ensuring that the mganizatiorl is arhieving its mis.sion anrl vision.
Like any successful performance management system, CAP's
(Article continues un r)(lRe 24 )
(kll lht'1 :'::OiH I Government Finance Review [7
[Counting What Counts at the Centl.dl Anzoncl ProJCct, continued from page Ii]
system includes a strong link between the organization's vision
and mission and employee performance, a strategic map link-
ing the organization-wide strategies together. a measurement
tool (the Balanced Scorecard). and a direct connection to the
budget process.
Linking Planning and Measurement. Ideally. an organiza-
tion's planning and measmement activities at all levels are linked
to one another An organization's values, mission, and vision
form the foundation. Management e5tahlishes hroad themes or
perspectives that drive organization-wide strategy These themes
also become the framework for understanding organization-wide
strategies and related performance measures. To avoid expend-
ing resources unwisely, the organization's budget, business activ-
ities, and even individual performance plans must ultimately be
linkpd to the themes. organization-wide strategies, and measures.
While not all of the components of the performance manage-
ment system need to be in place initially, understanding how
existing components should be linked is critical. CAP started out
with just a mission and vision. Over time, CAP developed themps
and strategies and designed performance measures and targets
aligned with those strategies. Specific business activities were
then linked to strategies and related measures. Finally, CAP
organized these components into its strategic business plan and
balanced scorecard.
The Strategic Map. In implementing a perfoffilance manage-
ment system, the first critical step is developing a strategic frame-
work map. The strategic map tells the story of the organization.
The map descrihes management s theory about how the mission
and vision will be accomplished by explaining how organization-
wide strategies relate to themes and how those themes relate to
one another. TIlis is the most critical step in establishing proper
organizational alignment.
Performance management systems are organized around
themes or perspectives. The Balanced Scorecard performance
management system is divided into four buqiness perspectives'
learning. internal processes. customer. and financial. In the pri-
vate sector. the learning perspective is the foundation of the
strategic map, while the financial perspective occupies the pin-
nacle. emphasizing profitahility as the desired outcome. In the
public sector the internal processes perspective still serves as
the foundation, hut the financial perspective is not usually pusi-
tioned at the top For most public sector organizations, the
financial perspective is a resource needed to attain objectives
not usually related to profit.
24 Government Fll"klnc.e Review \ Onf)\JPr2(n1
As shown in Exhibit I, CAP establishect six themes or perspec-
tives consistent with its missiun. vision, alld values. CAP refers to
these themes as key results areas. Two key results areas share the
top of CAP's strategic map: water supply alld public trust. Human
resources and technology, the equivalent of the leaming CInd
intprnal proces.ses perspectivps combined. are situated at thp
bottom of CAP's strategic map. CAP views financial viability and
project reliabilitv as neces.sary precursors to the top two key
results areas. Twenty-one organization-wide strategies are organ-
ized within the six themes.
The Balanced Scorecard. Once the strategic map was estab-
lished, CAP developed its balanced scorecard The scurecard
translates organization-wide strategies into action using organiza-
tion-wide measures and targets. CAP's balanced scorecard is
shown in Exhibit 2.
Exhibit I: Strategic Framework
PUBLIC TRUST
WATER SUPPLY
. Support Effective Board
Leadership
. Meet Customer and
Con51ituent Needs
. Build Stakeholder Alliances
. r urther Public Awareness
. Protect Colorado River Rights
. Secure CAGRD Water Supplies
. Firm Future M&I Water Supply
PROJECT RELIABILITY
. Effectively Maintain the CAP System
. Divert the Full Available Water Supply
. Ensure Regulatory Compliance
. Further Public Awareness
FINANCIAL VIABILITY
. Maintain Adequate Reserves
. Manage Budget Performance
. Ma nage Maintenance Costs
. Achieve CAGRD Financial Independence
TECHNOLOGY
HUMAN RESOURCES
. Assess and Use T ethnology
to Support Business Functions
. Capture and Retain Vital
Infol1T\ation
. Ensure Network and
InlorTTIation Security
. Use the Framework to Lead
the Business
. Capable and Motivated
Wor-kforce
. Healthy, Safe and Secure
Workplace
. Develop and Sustain Effective
Leadership
A balanced scorecard can get complicated. Management must
dpvelop a scale to eVilluate the whole scorecard-a scale that is
appropriate for all of the strategies. Each measure must be stan-
dardized to work within that scale. Consideration must be given to
how strategies should he weighted relative to one another.
CAP uses a scale of one to 14. For each strategy. the target score
is 111; scores ahove or below 10 incticate over or under perform-
ance. With one exception. all of the strategies carry a S percent
weight l management can change these weightings over time).
The score for each strategy is multiplied by its respective weight.
Tlw weighted scores for each strategy are then summed to arrive
at an overall score for the balanced scorecard.
Each year management e\aluaks the 21 strategies and the relat-
ed measures anct targets to ensure that thev capture CAP's per-
fomlance As needed. appropriate changes are made to strategies
and measures and new targets are established. On a quarterly
basis. management ",,-sesses CAP's progress in meeting its strategic
objectives by reviewing each measure based on progre;s to date
and projected progw_ss at year-end. The results of this review are
published in CAP's financial reports and are discussed at board
Exhibit 2: Balanced Scorecard
meetings. CAP uses the simple graph in Exhihit:J to comrnuniLate
the results of the halanced scorecard.
The Budget and the Business Plan. The strategic frame-
work am] halanceo scorecard provide the foundation for CAP's
budget and business plan, which are published in asingle integrat.
ed document. 111e business plan identifies the goals and ohjec-
tives for the year, while the buuget qua.ntifies the resources need-
eo to accomplish those objPctivps. Thp balanced scorecards for
hoth the current buoget year and the upcoming budget year are
incluoed in the budget and husiness plan.
Each business unit must submit a busine.,,-~ plan with its budget
request. These plans must include unit-specific goals, strategie~, and
measures directly linked to CAP's organization-wide strategic frame-
work. Once managers have established new business goals. they
determine what resources are required to accomplish those busi-
ness goals, including individual budget line items slIch as capital
projects, outside sprvices. or additional employees. Ideally. the
resources requested are linked to specific organization-wide strate-
gies. The unit business plans are used by senior management to pre-
pare the organization-wide business plan.
Obiective Measure 2005 Tar2et
Support Effective Board Leade"hip Percent Improvement in Board Support Since 2003 Cumubtive 18%
Meet Customer and Constituent Needs Percent of Planned Activities Completed 100% Completed
-
Build Stakeholder Alliances Percmt of Planned Activities Completed 100% Comnleted
Further Public Awareness Percent of Planned Activities Completed 100% Completed
Protect Colorado River Water Rlghts Water Supply Threats Opposed Aggressivelv ODDose All Threats
Secure CAGRD Water SUDDlies Develop a IO-Year Plan of Operation On Schedule to Positive Determination
Firm Future M&I Water Supply AWBA Water Delivered for M&I 19 S.OOO Acre Feet
Effectively Maintain CAP System Percentage of Preventive Maintenance Labor 30% or More Preventive
Divert the Full Available Water Supply Amona Apportionment Consumptively Used 2.8 Million Acre Feet
Ensure Regulator"y Compliance Regulatory Compliance Index 10
Maintain Adequate Reserves ~ercent Variance to Target 6%
Manage Budget Performance -- Budget Variance Percentage 95% to 102%
Manag<"Maintenance Costs ~----- Maintenance Spending $18.5 Million
Achieve CAGRD Financial Independence Change in Administrative Debt Level Reduce by $2 I 0.000
Assess and Use Technology to Support Percent of Planned Technology 100% Completed
Business Functions Projects Completed
Capture and Retain Vital Information Number of Vital Record Series Protected 23 Record Senes
Ensure Network and Information Security Number of Network Vulnerabilities Identified Zero Network Vulnerabilities
Use the Strategic Framework to Lead'the Business Percent of Departments Using Metrics 100% and all Departments Publish Metrics
Foster a Capable and Motivated Workforce Percent of Jobs Expected to be Vacant in 5 Years 50%
With a Workforce Plan
PrOVide a Heahhy. Safe and Secure Work[Jlace Number of Safety Incidents I VPP Star Status 29 Incidents or Less
Develop and Sustain Effective Leadership Balanced Scorecard Year-End Score Minimum Score of 1000
I >ctllDt:>r :?LHH I Government Finance ReView 25
Exhibit 3: Strategic Framework Scorecard
4 6 8 10 12 14
Key Result Area TAACH
Public Trust
Support EffectM' Board Leadership
Meet Customer and Constituent Needs
Build StAkeholder Alliances
further Public A'Ndf'eness
Water Supply
Protect Colorado River Water RJghts
Secure CAGRD Water Supplies
Firm Future M&I Water Supply
Project Reliability
EffertNely Mamtam the CAP System
Divert the Full Available Water Supply
Ensure Regulatory Complianle
Financial Viability
Maintain Adequate Reserves
i"lanage Burlget Performance
Manage Maintenance Costs
Achieve CAGRD FinanCial Independence
Technology
As::.css and Use lechnologf
to Support Busines::. Functions
Capture and Retain Vital Information
Ensure Network and In1ormation Security
Human Resources
Use the Strategic Framework
to Lead the BUSiness
Foster a Capable and Motivated
Workforce
Provide a Healthy, Safe. and
Secure Workplace
. Below target . Approachrng target . At or above target
26 Government Finance Review I t )ct!Jtw/ 2l~ H
LESSONS LEARNED
Through the school of hard knocks, CAP has learned that there
are pitfalls to avoid and tactics that can help organizations be
successful in their performance measurement efforts. The follow-
ing is a list of the most important lessons CAP has learned.
. Appnint a management sponsor for each objective. Assign each
organization-wide strategy to a senior manager. This manager is
responsible for detennining how to measure progress toward
meeting the strategy; collecting, measuring, and reporting data
related to the strategy; and recommending targets for each year.
. Don't link pay increases to strategic measures. Measure the
individual performance of managers and employees on how
well they conduct strategic business planning and how well
they perform strategy-related tasks. Avoid creating the percep-
tion that if the target for a strategic measure is not hit, that the
manager or staffer is performing poorly or, worse yet, that his or
her compensation will suffer as a result.
. Keep measures simple and repeatable. Select measures based
on data that can be captured easily. perhaps even by someone
other than the line manager. Use measures that can be tracked
year after year, thus generating trend data that can show changes
over time.
. Develop realistic, yet challenging measures. Governing bodies
and constituents will be unimpressed by and even suspicious of
"perfect" scores. Conversely, consistent underperformance may
indicate that the bar is too high. If goals are never reached. the
organization can become discouraged.
. Use a few good measures, and not one more' To avoid over
measuring, encourage line managers to use the scorecard
measures before developing their own. If none of these meets
the needs of the manager. then new onf'.5 can be developed.
. U~e consistent language. Decide what to call different strategic
planning tenns (strategies, busines.s goaLs, key result areas, etc.)
using language free of busine'>S jargon. Define thpse tenns in your
training materials and avoid changing them from year to year.
. Help managers focus strategically Because thinking strategi-
cally is so difficult, managers at all levels of the organization
will migratf' toward tactical measures. For example, output
measures such as the number of newsletters published on time
measures staff performance, not .wbetber or not constituent
needs are being met.
· Communicate results. Find simple ways to communicate bal-
anced scorecard results. Exhibit 3 is an example of the graph
used by CAP in its quarterly financial snapshot.
FUTURE DIRECTIONS
Establishing a performance management system is a long. con-
stantly evolving process. For CAP, the next steps are both strategic
and tactical.
Strategically. management must better f'ngage the Board of
Directors in the strategic busine'>S planning process. The board
currently reviews reports and offers comments and suggestions. In
the future, management will seek board involvement in setting
and evaluating performance goals.
Many of CAP's original objectives have now been accom-
plished. CAP's political and business climate has changerl dramat-
ically over the last five years; as a result, the creation of new strate-
gies is on the horizon. Board involvement in developing a new
direction is paramount.
Tactically, management must pursue a user-friendly approach
to encourage managers to actively use their newly developed
strategic business planning skills. This translates into business
plan templates, providing support for measure df'velopment and
regular training.
Finally, CAP must improve the measurement of organization-
wide strategies. Measuring strategic performance is perhaps the
most difficult part of business planning. Albert Einstein once
said, "Not everything that can be counted counts, and not every-
thing that counts can be counted." CAP will continue to revise
existing performance measures, try new ones on for size, and
wear them around like a new suit until we are satisfied that we
are indeed counting what counts. I
THEODORE C. COOKE, CMA. CFM. CGFM. CFE. IS assistant gener-
al manager of finance and information technologies for the Central
Arizona PrOJect. Dr Cooke holds a doctorate in bUSiness ddmlnis
tration from California Coast UniverSity. TERRI SUE C. ROSSI IS a
planning analyst for the Central Arizona ProJect. Ms. Rossi holds a
master's degl'ee In public policy from the Ertgleton Institute of
Politics at Rutgers University, where she was a fellow
0, Cuuke and Ms. Rossi have authored tour business plans receiv-
Ing the Distinguished Budget Presentation AWrtrd from the
Government Finance Officers Association. More information on
CAP's strategic framework and balanced scorecard can be
obtained on CAP's Web site at www.cap-az.comln the download-
able budget documents.
<ktoht>r 2004 1 Government Finance Review 27
ITEM 1
City of Wheat Ridge
Office of the City Council
Memorandum
~
TO' Mayor & City Council; City Treasurer Mary Cavarra; City Manager Randy Young
FROM. Pam Anderson, City Clerk
DA TE_ October 13, 2004
SUBJECT: Study Session Agenda Item regarding Council Rules and Procedures
By request of Council President Sang, a general discussion of the current Council Rules and Procedures
has been brought forward. Council may review the Rules at any time upon request of any member of
Council. The purpose is to discuss whether Council members desire any amendments, deletions, etc. to
the current rules. Attached please find a copy of the rules. The Rules may be amended or new Rules
adopted by a majority vote of Council members, provided that the proposed amendments or new rules
have been submitted in writing to Council at a preceding meeting.
.:. The appointment of the Mayor Pro-tem and Council President IS up-coming. To aVOId confusion,
the following is the current procedure for the annual appointment of Mayor Pro-tem and Council
President:
~ During a regular City Council meetmg in November, paper ballots for nonunations of Mayor
Pro-tem are distributed and then collected by the City Clerk. The City Clerk tallies the
nomination and announces the results. A motion is then in order
~ The same procedure then takes place for the appointment of Council President.
~ In case of a tie, the Charter states:
Section 3.2: In the event of a tie vote by the City Council, exl:ept upon adoption or
amendment of the budget, the mayor shall cast a tie-breaking vote. In no other
instance shall the mayor cast a vote on a matter presented to the council for decision.
On any ordinance upon which the mayor has cast a tie-breaking vote, the mayor shall
not exercise his power to veto said ordinance. . .
~_ ,^D~iL-ltUiU/t.w.t &'\ d-uA~j(.Vl- \" {fvU of- h-e rill V1Q\1\,\.Iill.W()...-1j ~~-h()..1 il..1
.:. It is recommended that a general discussion of study sessions be held. Some topics for ~c.-, I~ fM.OnlA..
conSideration are possible changes for the study session to a less formal format, the number of l.1.aycA..- J
study sessions held per month, language changes for when a "consensus" is made, or any other ~
topics that members wish to discuss. nt""
Study sessions are open business meetings. The Council Rules state'
A. Business meetings
(4) Study sessions are the third Monday of each month at 7:00 p.m.
(5) Study sessions shall be for the purpose of discussion of concepts and ideas. No
formal business shall be conducted. Consensus votes during all Study sessions are
non-binding, and unless the issue is disposed of at a Business, Adjourned, or
Special Meeting, may be amended or reconsidered in that or any future Study
City of Wheat Ridge
City Council
Rules of Order and Procedure
CITY COUNCIL
RULES OF ORDER AND PROCEDURE
Table of Contents
Authority
General Rules
Absence from Meetings. ..
Right of the Floor
Elected Officials' Matters
City Attorney
City Clerk
Parliamentarian
Types of Meetings
Business Meetings.
Special Meetings and Emergency Meetings
Study Sessions
Adjourned Meetings .
Executive Sessions...
Informal Meetings
Attendance at Meetings of other Organizations and Social Gatherings
Chairman, Mayor Pro-Tem, Council President and their duties
Chairman
Mayor Pro-Tem
Council President
Preservation of Order
POint of Order
Order of Business and the Agenda
Order of Business
Agenda
Agenda Items .
Public Hearings
Ordmances on First Reading
Time of Adjournment
Ordmances, Resolutions, and Motions
Reconsideration
City Attorney to Approve
i-ii
1
1
1
1-2
2
.2
2
2
2
2-3
3
3
3
3
3-4
4
4
4-5
5
5
5
6
6
6
6-7
7-8
8
8
... ...8
. . 8-9
.. 8-9
.9
Committees .,
Creation of
Membership and Selection ..
Standing Council Committees.......
9
9
9
9-10
Citizens' Rights
Citizens' Right to Speak
Citizens' Right to Speak on Agenda Items
Written Communications
10
10
10
10
Suspension and Amendment of these Rules. ...
Suspension of Rules "
Amendment of Rules
Review
10-11
10
11
11
Appropriations
11
II
RULES OF ORDER AND PROCEDURE
FOR THE CITY COUNCIL
OF THE CITY OF WHEAT RIDCE COLORADO
AUTHORITY:
The Charter of the City of Wheat Ridge provides that the Council may determine its own
rules of procedure for meetings The following set of rules shall be in effect upon their
adoption by the Council until such time as they are amended or new rules adopted in the
manner provided by these rules
GENERAL RULES
A. ABSENCE FROM MEETINGS:
In the event that a Council Member is absent from a meeting, the member shall
notify the City Clerk, and the City Clerk will duly notify the City Council at the
beginning of the meeting why said Council Member is absent.
B. RIGHT OF THE FLOOR:
1 The presiding officer must first recognize each Council Member
requesting to speak on an agenda item unless limited by a motion to limit
debate or for calling the question
2 Speakers shall confine themselves to the question under discussion All
discussion must be germane to the agenda item
3 Members of Council shall avoid personalities and refrain from impugning
the motives of any member's argument or vote
4 Each Council Member shall have the right to speak two (2) times for up to
five (5) minutes each time to ask questions on each agenda item
Answers to questions will be included in the time and the time will not be
cumulative Before a vote, each Council Member shall have an additional
three (3) minute period to make a summation
5 No Council Member shall be allowed to speak more than once upon any
one agenda item until every other member choosing to speak thereon
shall have spoken
6 One a vote has been taken, there shall be no further discussion on that
motion or Agenda Item unless a motion to reconsider is adopted
1
7 In the event of an amendment, the maker of the amendment shall have
one (1), three (3) minute period to make the amendment and speak to the
amendment. All other members of Council shall have one (1) two (2)-
minute period to speak to the amendment.
C. ELECTED OFFICIALS' MATTERS:
This is the time that elected officials and staff may make comments on any
subject. Time limit per elected official and staff will be five (5) minutes
D. CITY ATTORNEY:
The City Attorney, or acting City Attorney, shall attend all meetings of the
Council unless excused by the City Council and shall, upon request, give an
opinion, either written or oral, on the question of law
E. CITY CLERK:
The City Clerk, or designated representative, shall attend all meetings of
Council and shall keep the official minutes
F. PARLIAMENTARIAN:
1 The City Council President shall also function as the Council
Parliamentarian
2 The Parliamentarian shall advise the Chair and members of Council on
parliamentary rules
3 The Parliamentarian shall be the keeper of the time clock as to the
number and time that each Member of Council has spoken The
timekeeper must give a (30) second warning prior to the end of the
speaker's time period The Parliamentarian may delegate this
responsibility if another Member of Council wishes to accept this
duty.
TYPES OF MEETINGS
A. BUSINESS MEETINGS:
1 The Council meets in the Municipal Building for Business, Study,
Adjourned, and Special Meetings, unless otherwise specified
2. Council Business Meetings are held the second and fourth Mondays of
each month at 7 00 PM unless otherwise specified
3 District First Monday Meetings are to be held at a place to be
announced, comn-,encing at 7'00 PM the first Monday of each rr')nth
2
4 Study Sessions are the third Monday of each month at 7 00 PM
5 Study Sessions shall be for the purpose of discussion of concepts and
ideas No formal business shall be conducted Consensus votes
during all Study Sessions are non-binding, and unless the issue is
disposed of at a Business, Adjourned, or Special Meeting, may be
amended or reconsidered in that or any future Study Session
B. SPECIAL MEETINGS AND EMERGENCY MEETINGS:
Special meetings are called by the City Clerk on written request (Charter-Sec
5.2)
C. STUDY SESSIONS:
Each item on the agenda shall be limited to forty-five (45) minutes Time may
be extended for an agenda item by a majority consensus vote of Council
Members present.
0, ADJOURNED MEETINGS:
Any Meeting of the Council may be adjourned to a later date and time,
provided that no adjournment shall be for a period longer than until the next
Council Business Meeting
E. EXECUTIVE SESSIONS:
1 The Council may meet in Executive Session on a vote of a majority of
City Council in a regular business meeting (Charter-Sec 5 7)
2 No notes may be taken during an Executive Session except by the
City Clerk and/or City Attorney
3 If at any time during the session, a Council Member feels that a matter
is being discussed other than that stated, that member should so state
and may request that the session be terminated Upon consensus
vote of Council Members present, the session shall be terminated
F. INFORMAL MEETINGS:
1 Five (5) or more members of Council may attend informal meetings
held for the purpose of acquiring information and discussion topics
provided that public notice of the meeting is posted in the location
establishing for posting of all Wheat Ridge meetings at least 72 hours
prior to the meeting, listing the topic of the meeting, its location, time,
and date The location of this posting shall be the bulletin board
outside the City Court room in City Hall.
3
a) Copies of the notice shall be given to all City Council Members,
the City Clerk, at least 72 hours before the meeting
b) The City Clerk is responsible for the posting of the Meeting
2 Any THREE or FOUR Council Members may attend informal meetings
held for the purpose of acquiring information and discussing topics
SUCH MEETINGS MUST BE OPEN TO THE PUBLIC, BUT NO
NOTICE IS REQUIRED UNLESS FORMAL ACTIONS WILL BE
TAKEN
3 Meetings involving no more than two Council Members, whether in
person or by telephone, shall not be subject to any of the requirements
in this Rule F
4 In no event, shall any vote or other action or decision be taken This
Rule (F) (4) shall not apply to standing Council Committees
5 All Meetings shall be open to members of the public and the press
ATTENDANCE AT MEETINGS OF OTHER ORGANIZATIONS AND SOCIAL
GATHERINGS
1 The purpose for this rule is to permit the City to be represented by its
elected officials at meetings of other groups or organizations,
including, without limitations, intergovernmental organizations,
neighborhood organizations, business and service organizations, and
other organizations or groups with whom the City has a relationship
2 Any member of Council and the Mayor may attend meetings of other
groups without prior notice, provided however, that any such meeting,
if attended by three or more members of the Council, is open to the
public, pursuant to Section 24-6-401, et seq , C R S
3, Social gatherings, at which the discussion of public business is not the
central purpose, shall not be subject to any of the requirements of
Rule G
CHAIRMAN, MAYOR PRO-TEM, COUNCIL PRESIDENT AND THEIR DUTUES
A. CHAIRMAN:
1. The Mayor shall preside over the meetings of the Council
4
2, In the absence of the Mayor, the Mayor Pro-Tem shall preside
In the absence of both the Mayor and the Mayor pro-Tem, the
Council President shall preside
B. MAYOR PRO-TEM
1 At the first or second business meeting in November of each
year, the Council shall nominate, by paper ballot, and elect. by
motion upon a majority vote, a Council President and a Mayor
Pro Tem, who shall each serve until their successor is elected
2 If presiding, the Mayor Pro-Tem shall have the voting privileges
of a regular Council Member
C. COUNCIL PRESIDENT:
1 The Council President shall be elected at the same meeting as
the Mayor Pro-Tem and in the same manner as the Mayor Pro-
Tem
2. The Council President's duties shall include reviewing and
setting the Agenda on Wednesday prior to Council Meetings
and determination of emergency items at Council Meetings
The Council president shall have the authority to pull any item
off the Agenda with the exception of an item placed on the
Agenda by two (2) Council Members
3 In the absence of the Council President, the Mayor Pro-Tem
shall review the Agenda
4 The Council President shall arrange for, and coordinate, the
orientation of all newly elected officials, within two months after
their being elected
D. PRESERVATION OF ORDER:
The Chairman shall preserve order and decorum, prevent
personalities or the impugning of members motives, confine members
in debate to questions under discussion, be responsible for conducting
meetings in an orderly manner, assure that the majority opinion may
be expressed and that the majority be allowed to rule
5
E. POINT OF ORDER:
The Chairman shall determine all Points of Order, subject to the rights
of any Council Member to appeal to the Council
ORDER OF BUSINESS AND THE AGENDA
A. ORDER OF BUSINESS
The general rule as to the Order of Business in regular Council
Business Meetings is stated thus
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
APPROVAL OF MINUTES
PROCLAMATIONS AND CEREMONIES
CITIZENS RIGHT TO SPEAK
APPROVAL OF AGENDA
CONSENT AGENDA
PUBLIC HEARINGS, ORDINANCES ON 2ND READING, FINAL
SITE PLANS
ORDINANCES ON 1ST READING
DECISIONS, RESOLUTIONS, AND MOTIONS
COMMITTEE REPORTS
CITY MANAGER'S MATTERS
CITY ATTORNEY'S MATTERS
ELECTED OFFICIALS' MATTERS
EXECUTIVE SESSION (AS NEEDED)
ADJOURNMENT
B. AGENDA
1 The order of business of each meeting shall be as contained in the
Agenda prepared by the City Clerk.
2 For good cause shown, and by majority vote of the City Council
during any City Council meeting, the order of business for that
meeting may be changed The City Manager and City Attorney
may propose to add items to the Agenda under "Approval of
Agenda"
3 Agenda shall be listed by topic of subjects to be considered by the
Council and shall be distributed by noon on the THURSDAY prior
to the Monday of Council Meetings In the event of a holiday, the
material shall be distributed not later than noon on the FRIDAY
prior to the Monday meeting
6
4 The City Clerk's Office shall be notified of the sequence of the Agenda
items by noon on the WEDNESDAY preceding the Monday on which
Council meets All backup material and documents shall be filed with
the Clerk's office by 5'00 p.m on that day in order to be included in the
Council packet.
5 ORDINANCES TO BE WRITTEN BY THE CITY ATTORNEY, OR
STAFF, SHALL BE APPROVED BY A MAJORITY VOTE OF
COUNCIL MEMBERS PRESENT, BEFORE IT CAN BE INCLUDED
IN THE AGENDA.
6 If a Council Member asks that an item be added to the Agenda, it is
the responsibility of that Council Member to provide backup material
for the Council packet as to the subject or arrange for that backup
material to be prepared No item may be included in the Agenda
without proper backup
7 A majority vote of City Council Members present may also add or
delete an item from the agenda at the beginning of the Council
Meeting In Business Meetings, this must be done before Public
Hearings and Second Readings
8 The first option of introducing Agenda items at a Council Meeting shall
go to a representative of the Council District to which the Agenda Item
pertains Council Agenda items not specific to a Council District may
be introduced by any member requesting such privilege from the Chair
in advance of the meeting or requesting to introduce the item at the
meeting
C, AGENDA ITEMS
Each Council Member shall be allowed to originate only two (2) items per
month to be added to the Agenda of regularly scheduled Council Business
Meetings
1 Standing Council committees may place items on council Agendas
for further action or discussion
2 Motions made by Council Members, which are not in the Council
packet, must be submitted to the City Clerk and Mayor in writing
during the Council Meeting so it may be repeated, and included in the
minutes
7
3 City Council Meeting (either by Council Members or City Manager)
These items can be requested for scheduling under the elected officials
portion of the agenda
4 City Manager - administrative and operational items
D. PUBLIC HEARINGS
1 All speakers must sign up on the appropriate roster, indicating whether
they intend to speak in favor of, or in opposition to, a particular Agenda
Item The Council shall not entertain a motion for the final disposition of
the matter until the City staff and applicant have made their presentations,
if any, and the public hearing has been closed, provided, however, that
motions regarding the conduct, scheduling or continuation of the public
hearing itself shall be proper at any time
E. ORDINANCES ON FIRST READING
It is the goal and desire of City Council to allow all interested parties to
provide input during the Public Hearing/Znd Reading on all proposed
ordinances A full, complete, and open discussion of all proposed ordinances
is encouraged during the Public Hearing
Therefore, public comment and staff presentations will occur only during the
Public Hearing/2nd Reading First Reading will be for the purposes of setting
proposed ordinances for publication, and establishing a date for the Public
Hearing/2nd Reading Amendments to a proposed ordinance can be made
during a First Reading, following the guidelines for offering amendments in
the City Council Rules of Order and Proceed
F. TIME OF ADJOURNMENT
At 11 00 PM, the City Council shall complete action on the Agenda item then
under discussion and shall adjourn the meeting Prior to such adjournment,
the Council may take any or all of the following actions
1 Acting by Y. majority vote, complete all or portions of the remaining
Agenda
2 Acting by a majority vote, schedule any unfinished items for future regular
Council Business Meeting
3 Acting by majority vote, continue the meeting to a later date and time
certain
ORDINANCES, RESOLUTIONS, AND MOTIONS
A. RECONSIDERATON:
A motion to reconside- can be made only b:: a Council Member originally
voting with the prevailing side
8
2. Such motions shall be made only at that or the next regularly scheduled
Council Business Meeting A continued or rescheduled meeting shall be
considered at a next scheduled Council Business Meeting for the purpose
of Reconsideration
3 If not reconsidered at that time, the issue cannot be placed on any
agenda for six(6) months
4 A motion to reconsider shall require an affirmative vote of a majority of the
entire Council
5 A COUNCIL MEMBER WHO HAS BEEN ABSENT FROM A PRIOR
MEETING MAY VOTE ON A RECONSIDERATION PROVIDED SUCH
COUNCIL MEMBER HAS LISTENED TO THE TAPE OF THAT AGENDA
ITEM IN THE CITY CLERK'S OFFICE PRIOR TO THE MOTION FOR
RECONSIDERATION
B. CITY ATTORNEY TO APPROVE:
All Ordinances and Contracts shall be "Approved as to Form" by the City
Attorney
COMMITTEES
A. CREATION OF:
The City Council may create Committees to assist in the conduct of the
operations of the City
B. MEMBERSHIP AND SELECTION:
Membership shall be as provided for by Charter, Code of Laws,
Resolution or simple motion
C. STANDING COUNCIL COMMITTEES
1 Standing Council Committees will consist of one Council Member per
District. Council Members will choose which committee(s) they wish to
serve on Each committee will select a chairperson Conflicts over
membership or committee chairperson will be resolved by the Council
President.
2 Membership will be by majority vote of Council Members present at
the first regular business meeting in November
3 Standing Council Committees may place an item on the Council
Agenda by a majority consensus vote of council Members on the
Committee
4 At the first meeting of each committee, each Committee will determine
the purpose of their respective Committee
9
5 Committee agendas will be set and reviewed by the committee chair
The chair, two Council members or City Manager through the Chair
may add committee agenda items. The agenda shall be approved at
the beginning of each meeting by a majority vote of the committee
quorum
CITIZENS' RIGHTS
A. CITIZENS' RIGHT TO SPEAK:
1 Any person may speak for a maximum of three(3) minutes on any
item other than Agenda items
2. Speakers must sign the Public Comment Roster
3 Citizens Right to Speak shall always precede all other official
business except Call to Order, Pledge of Allegiance, Roll Call,
Approval of Minutes and proclamations or Ceremonies
4 There shall be no restriction on the number of citizens who wish to
speak.
5 The content of any speaker's comments cannot be censored
6 Persons in attendance shall be allowed to donate time to other
speakers to a maximum of nine (9) minutes, including the three (3)
minutes the original speaker has
7 The Chair will entertain no written comments unless a member of
the public is present to read them into the record A Council
Member may read written comments into the record With the
approval of the majority of the Council present.
B. CITIZENS' RIGHT TO SPEAK ON AGENDA ITEMS:
Any person desiring to speak on an agenda item must sign the
appropriate roster in Council Chambers and confine their remarks to
the relative item There shall be no time limit applied
C WRITTEN COMMUNICATIONS:
All written communications to Council must be signed If not signed,
the written communications may not be accepted
SUSPENSION AND AMENDMENT OF THESE RULES
A. SUSPENSION OF RULES:
Any provision of these Rules not governed by City Charter or
Code of Laws may be temporarily suspended by a three-
quarters (3/4) majority vote of Cou"'cil Members present.
10
B. AMENDMENT OF RULES:
These Rules may be amended, or new Rules adopted by a majority
vote of Council rv"embers, provided that the proposed amendments or
new Rules shall have been submitted in writing to Council at a
preceding meeting
C, REVIEW:
These Rules will be reviewed by Council within three months of an
election or filling of a vacancy of Member(s) of Council Council may
review these Rules at any time upon request of any member of
Council.
APPROPRIATIONS
Council cannot approve an appropriation under City Manager's
Matters, City Attorney's Matters, or Elected OffiCials' Matters
11
M EM 0 RAN 0 U M
DATE:
March 11, 2004
TO:
Council Members
Mayor
City Manager
City Treasurer
Administrative Service Director
Assistant to the City Manager
City Attorney
FROM:
City Clerk's Office
SUBJECT:
Council Rules of Order and Procedure
Please replace page 5 of your copy of the Council Rules of Order and
Procedure with the attached revised copy.
The change passed at the City Council Meetings on March 8,
2004 regarding:
B. Mayor Pro-Tern
If you have any questions please call the Clerk's Office at X2815.
2, In the absence of the Mayor, the Mayor Pro-Tem shall preside
In the absence of both the Mayor and the Mayor pro-Tem, the
Council President shall preside
B. MAYOR PRO-TEM
At the first or second business meeting in November of each \lJot
year, the Council shall nominate, by paper ballot, and elect, by \ t.-{)
motion upon a majority vote, a Council President and a Mayor ) CFQcY6
Pro Tem, who shall each serve until their successor is elected
1,
2
If presiding, the Mayor Pro-Tem shall have the voting privileges
of a regular Council Member
C. COUNCIL PRESIDENT:
1 The Council President shall be elected at the same meeting as
the Mayor Pro-Tern and in the same manner as the Mayor Pro-
Tem,
2 The Council President's duties shall include reviewing and
setting the Agenda on Wednesday prior to Council Meetings
and determination of emergency items at Council Meetings,
The Council president shall have the authority to pull any item
off the Agenda with the exception of an item placed on the
Agenda by two (2) Council Members,
3, In the absence of the Council President, the Mayor Pro-Tem
shall review the Agenda
4, The Council President shall arrange for, and coordinate, the
orientation of all newly elected officials, within two months after
their being elected
D. PRESERVATION OF ORDER:
The Chairman shall preserve order and decorum, prevent
personalities or the impugning of members motives, confine members
in debate to questions under discussion, be responsible for conducting
meetings in an orderly manner, assure that the majority opinion may
be expressed and that the majority be allowed to rule
5
ITEM NO:
~
REQUEST FOR CITY COUNCIL ACTION
COUNCIL MEETING DATE:
March 8, 2004
TITLE:
AMENDMENT TO COUNCIL RULES: ELECTION OF MAYOR PRO TEM AND
COUNCIL PRESIDENT
o PUBLIC HEARING
[8J BIDSfMOTIONS
o RESOLUTIONS
o ORDINANCES FOR 1ST READING (Date: March 8,2004)
o ORDINANCES FOR 2ND READING
Quasi-JudIcial: 0 [8J
~ y" No
....~
City orney .
~~~~
City Mana r
EXECUTIVE SUMMARY: Amendment to Council rules to permit paper ballot nomination of
candIdates for Mayor Pro Tern and Council President, with election by motion,
COMMISSION/BOARD RECOMMENDATION: N/A
STATEMENT OF THE ISSUES: The Council rules of order and procedure provide for electon
of the Council President and Mayor pro tern by secret ballot. In order to comply with Charter
SectIOn 5,9 (voting), it is necessary to amend the rules to reqUIre that the action to elect these
officers be by motion, with each councilmember's vote thereon publically recorded, The proposed
amendment provides for nomination of candidates for these positions by paper ballot.
ALTERNATIVES CONSIDERED: Eliminate the nommatlOn process entirely.
FINANCIAL IMPACT: None.
RECOMMENDED MOTION: "I move to amend the Council rules pertaining to election of
Mayor Pro Tern and Council PresIdent as distributed on February 23, 2004
Report Prepared by: Gerald Dahl, City Attorney (303) 376-5019
GED\53027\4670l6,l
Reviewed by:
Attachments:
1. Proposed Council rule amendment distributed on February 23, 2004,
GEDI53027\467016.1
Amendment to Council Rules
Election of Mayor Pro Tem and Council President
Amend Rule B, entitled Mayor Pro Tem to read:
1, At the first or second business meeting in
November of each year, the Council shall NOMINATE,
BY PAPER BALLOT, AND elect, by MOTION UPON a
majority vote, a Council President and a Mayor Pro Tem,
who shall each serve until their successor is elected,
Couneil President and Mayor Pro Tern will be elected by
seoret ballot.
ATTACHMENT 1
2, In the absence of the Mayor, the Mayor Pro-Tem shall preside
In the absence of both the Mayor and the Mayor pro-Tem, the
Council President shall preside
B. MAYOR PRO-TEM
1,
At the first or second business meeting in November of each'
year, the Council shall elect, by a majority vote, a Council
President and a Mayor Pro Tem, who shall each serve until
their successor is elected Council President and Mayor Pro
T em will be elected by secret ballot.
tfd
:' Vt>>(J
, ')I~~
/
2, If presiding, the Mayor Pro-Tem shall have the voting privileges
of a regular Council Member.
C. COUNCIL PRESIDENT:
1 The Council President shall be elected at the same meeting as
the Mayor Pro-Tem and in the same manner as the Mayor Pro-
Tem,
2, The Council President's duties shall include reviewing and
setting the Agenda on Wednesday prior to Council Meetings
and determination of emergency items at Council Meetings
The Council president shall have the authority to pull any item
off the Agenda with the exception of an item placed on the
Agenda by two (2) Council Members
3, In the absence of the Council President, the Mayor Pro-Tem
shall review the Agenda
4, The Council President shall arrange for, and coordinate, the
orientation of all newly elected officials, within two months after
their being elected,
D. PRESERVATION OF ORDER:
The Chairman shall preserve order and decorum, prevent
personalities or the impugning of members motives, confine members
in debate to questions under discussion, be responsible for conducting
meetings in an orderly manner, assure that the majority opinion may
be expressed and that the majority be allowed to rule
5
ITEM 2
City of Wheat Ridge
Office of the City Council
Memorandum
(C~7
~'
TO, Mayor and City Council; Randy Young, City Manager
FROM. Pam Anderson, City Clerk
DATE October 13, 2004
SUBJECT: Briefing for Board of Education Dinner meeting, October 21st
The following topics are on the agenda for the joint dinner meeting with the Jefferson County Board of
Education, Attached are applicable documents to inform members.
Strategic Plan 2004-2009' Goal #3- Strong partnership between City and community;
How do the schools fit in?
2. Capital Improvement Plan and Wheat Ridge Area Schools
3 Kids Night Out Program.
4 LMC Community Foundation. "Connecting Neighbors" Grant.
5 2004 General Election. Ballot Issues 2A, 3A and 3B
Item l. A-5.r JM.k 'Ill ~ 1l~7 .I r.e--~ 'f'Vtt.J- Me.. ~V11 Hemt.-w
lvoGut-te.-v -fu} tPlc{. of 1h~ a~ ,/-vrvvS.
A general diSCUSSIon about the Council goal of a strong partnership between the City and the community
and how the schools fit into that goal; i.e. the connections between a healthy community, good schools,
and attracting young families with children. Discussion! brainstorming of ways that Wheat Ridge and
Jefferson County can partner Please come with thoughts on the topic.
Item 2.
Capitallmprovement plan and Wheat Ridge Area Schools. (Board of Ed. Item) Attachment 2 are
documents pertaming to proposed capital investments and Proposed Building Investment plans for Wheat
Ridge
Item 3.
A brief discussion of the Kids Night Out Program and implementation. The awarding of the contract with
the Club Youth of Colorado was passed on October 11, 2004 (See Attachment 3).
Item 4.
The City Council by resolution m 2003 accepted "Connectmg NeIghbors" grant fundmg from Lutheran
Medical Center FoundatlOn m the amount of$IO,OOO The grant provIdes a one-hme gift of up to $3,000
to support the health and well-being of the commumty Tlus process fosters commumty spmt and
connectlOns and IS designed to shIft responsibihty for the health of the neIghborhood from busmesses,
schools, and governments to the grassroots efforts of the commumty Individuals come together as a
group to mitiate posItIVe change m theIr neighborhood. The process for the grant application IS as
follows
)- Applicant Identifies and describes the Issue or problem they wish to address
,.. Apphcant completes applicatlOn process and evaluatlOn.
,.. The City of Wheat Ridge admimsters the program on behalf of the Lutheran Medical
Center FoundatlOn.
(See attachment 4)
Item 5.
A discussion of the Issues on the November ballot concerrung the City of Wheat fudge and Jefferson
County R-I School Dlstnct. Ballot Issue 2A and Ballot Issues 3A and 3B
The Jefferson Board of Education sent the letter and packet mformatlOn on Ballot Issues 3A and 3B
(See Attachment 5) The letter IS requestIng that the City Council consIder a resolution of support for
Ballot Issue 3A and 3B The Golden City Council, Arvada City Council, Westmmster City Council,
Golden Chamber of Commerce, and Jefferson Economic Council have passed support resolutlOns.
Also, you will find the attached Proposed School Based Budget ReductlOns
The followmg IS a summary of the bond and mill levy issues
Bond Issue will
ProVide for the Capital Improvements In schools specIfically; renovatlOn and Improvement of
Wheat fudge High SchooL
Ballot language
Increase debt by $323 8 million wi repayment cost of $680 5 million
. Construction and renovatIon of 9 high schools
. One new elementary and replace a rruddle school
. RenovatlOn and repair of elementary and middle schools
Life safety Improvements with plumbmg, electncal, lighting, roofs, upgrading security and
Improving sIte conditlOns
Mill levy ovemde
Operatmg funds for teachers and counselors, maIntaIn or Improve class size
MaIntaIn or Improve student access to academics, arts, electives
Ballot language
Increase of$38 5 milhon annually In property taxes
· Reduce & maintain class size and student-teacher ratio
· Meet Increased costs to continue commitment to academic excellence and highest
quahty educatIOnal program
· Maintain high school electives such as mUSIC, art, languages
· Attract and retain teacher and support staff
I recommend that a few Council Members volunteer to be "pOint people" to facilitate diSCUSSIOn on the
following Items
Item I Partnership with the schools
Item 3 Kids Night Out Program
Item 4 Connecting Neighbors Grant
Item 5 Ballot Issue 2A
~ Il~L~~S~
HlI1Lhn:~ Hl1s)n FUIU7t-"
ATTACHMENT 2
Proposed Capital Investments for Elementary Schools
2005 through 2010
School
Adams
Allendale
Bear Creek K-8
Belmar
Bergen Meadow
Bergen Valley
Blue Heron
Bradford Primary
Brad, Intermediate
Campbell
Coal Creek K-8
Colorow
Columbine Hills
Coronado
Deane
Devinnv
Dutch Creek
Edgewater
Eiber
Elk Creek
Fairmount
Fitzmorris
Foothills
Foster
Fremont
Glennon Heights
Governor's Ranch
Green Gables
Green Mountain
Hackberrv Hill
Hutchinson
Kendallvue
Kendrick Lakes
Kullerstrand
Kvffin
Laslev
Lawrence
Description
Roof replacement, clock/bell, paging, controls
No capital projects recommended
Replacement school
Roof replacement, site utilities
HV AC/ controls system Improvements, safety
Lightning protection, air condition communication
room
No capitalprojects recommended
_ HV AC Controls, security, lighting
Air condition communication room, security
Structural repairs, HV AC, electrical upgrades
Site utilities, water/wastewater, equipment
Telecom, ''''AN, lighting, HV AC, air comm, room
Electrical, site lighting, roof replacement
HV AC, plumbing improvements and root
Furniture, equipment, an communications room
Kitchen range hood
Lighting, security, electrICal, plumbIng upgrades
Kitchen, HV AC, maintenance
HV AC, electrical improvements, telecom/ WAN
_ Building security, site drainage
Building addition to 650 students
HV AC and exterior improvements
Plumbing, HV AC, telecom/W AN improvements
Telecom/WAN, electrICal, HV AC improvements
P / A systems, clock/bell systems
Roof replacement, HV AC improvements
_ Lightning protection, electrical HV AC upgrades
Site lighting, HV AC and plumbing improvements
Lighting, electrical, clock/bell system
. Building addition/ partial replacement
. Site lighting, HV AC improvements
_ Site lighting, air conditioning, HV AC
. Telecom/WAN, lighting, plumbing improvements
, Air conditionIng, clock/bell system, telecom
_ Electrical and plumbing improvements
Kitchen improvements and roof replacement
Roof replacement
2005-2010
Budget
5> 506,500
o
19,870,000
100,000
315,500
15,000
o
2-16,000
6-1,500
209,000
77,500
181,500
~21,500
69-1,000
283,500
12,500
372,000
-13-1,300
798,500
122,500
5,310,600
192,500
1,719,000
426,000
52,000
273,000
4-10,500
3~7,000
178,500
6,200,000
30~,000
1,897,000
590,000
153,000
465,500
276,800
232,500
Revispd lul," 2lX)..l
School
Leawood
Little
Lukas
Lumberg
Maple Grove
Marshdale
Martensen
Mitchell
Molholm
Mortensen
Mount Carbon
Normandy
Parmalee
Parr
Patterson
Peck
Peiffer
Pennmgton
Pleasant View
Powderhorn
Prospect Valley
Ralston
Red Rocks
Rooney Ranch
Russell
Ryan
Secrest
Semper
Shaffer
Shelton
Shendan Green
Sierra
Slater
South Lakewood
Stem
Stevens
Stober
Stony Creek
Stott
Swanson
Thomson
Ute Meadows
Van Arsdale
Vanderhoof
Vivian
Warder
\\, eber
Description
Plumbing, electrical, HV AC improvements
Electrical, telecom/W AN, roof replacement
Telecom/WAN, electrical, roof replacement
Plumbing, electrical and kitchen improvements
HV AC and plumbing system improvements
, HV AC / controls system improvements
HV AC, lighting, plumbing improvements
Plumbing and pavement/ drainage improvements
Plumbing, HV AC, security, roof replacement
Air condItion communications room
Air condition communications room
Air condition communicahons room/ P A systems
No capital projects recommended
Lighting, security, PA system, telecom/\VAN
, Plumbing, electrical, telecom/WAN
LIghhng, pagmg, clock/bell system, site lighting
Electrical, HV AC improvements, roof replacement
Lighting, electrical, controls, telecom/ WAN
Code compliance and HV AC Improvements
Geotechnical/ structural, HV AC
, Lighting, plumbing, HV AC improvements
Addition, renovahon
Electrical, P A improvements, kitchen
Buildingaddition to S76 student capacity
HV AC, code compliance Improvements, roof
Building security enhancements, air comm. Room
Lighting protection, exterior improvements
No capItal projects recommended
Building security, air condition communication room
Au condition communications room
HVAC, electrical, plumbing, telecom/WAN
Replacement tacility - phase I
, Kitchen, HV AC, safety improvements
HV AC system improvements
Electrical, plumbing, clock/bell improvements
HV AC and art studiO improvements
, Plumbing, exterior, art studio safety improvements
. Roof replacement, electrical/ P A improvements
Roof replacement, lighting, plumbing
Electrical, plumbing, lighting improvements
Controls, electrICal, P A and roof replacement
Electrical, P A, clod,/ bell improvements
No capital projects recommended
Root replacement, clock/bell/PA systems, electricilj
Roof replacement, P A system, telecom/ WAN
Electrical, PA, HVAC, lighting improvements
Electrical, lighhng, code compliance, PA
2005-2010
Budget
96:\000
313,SOO
-ln7,OOO
403,8110
255,000
200,000
1,032,000
H2,SOO
44S,OOO
7,SOO
7,SOO
39,SOO
o
288,SOO
52b,000
I 71,SOO
4-l5,OOO
173,SOO
1-l0,OOO
"1,000
30n,000
3,2S0,OOO
97,SOO
1,7S0,000
ol02,000
27,SOO
S5,SOO
o
27,500
7,SOO
512,0110
3,000,000
:nO,500
100,000
309,800
lol7,000
ol16,000
911,SOO
1,034,000
16S,SOO
589,SOO
352,000
o
5S2,000
303,SOO
229,000
522,000
Re\'lseJ lulv 200-1-
School
Welch ester
West Jefferson
West \Yoods
\Vestgate
Westridge
h'ilmore- DavIs
Wilmot
Witt
Zerger
N\\' Area
Description
HV AC system Improvements
No capital projects recommended
Air condition communication room
~ Telecom/\VAN, clock/bell, plumbing, HVAC
Plumbing, electrical, P A, lIghting Improvements
~ Telecom/\'\' AN, roof replacement
No capital projects recommended
Telecom/W AN, clock/bell, electrical
HV AC, electrical. lighting improvements
New School- VIlla e at Five Parks
2005-2010
Budget
50,000
o
7,500
boS,OOO
:Nfi,OOO
:"gs,500
()
IbS,OOO
386,000
1 U75,0()()
Other
Other
Total
Construchon cost increases
Asbestos abatement, paving, security upgrades,
technology infrastructure, temporary housing and
contingency
7, I g5,OOO
:".228,000
$ 89,262,800
RC\'lSl'J lu!\' 2()(l-l
~ IJ2J;~~g
BII1Lill~:~ fh.,<!~l i-lmlll"
Proposed Capital Investments for Middle Schools
2005 through 2010
School
Arvada
Description
Roof replacement, kitchen, electrical improvements
Mechanical, fire/ security
No capital improvements recommended
Addition, renovation to 700 student capaCIty
HV AC plumbmg, electrical improvements
Kitchen, HV AC electrical Improvements
Replacement school and site redevelopment
Addition, renovation to 700 student capacit)
Electrical, safet)', gymnasIUm Improvements
No capital improvements recommended
Interior, electrical, plumbing Improvements
HV AC plumbing, intenor upgrades and roof replace
Electrical, safety Improvements and root replacement
Traffic circulaticlTI, parking improvements, safet)'
Partial renovation, plumbing, lighting upgrades
Bell
Carmodv
Creighton
Deer Creek
Drake
Dunstan
Evergreen
Everitt
Falcon Bluffs
Ken Can I
tv1andalav
I\10ore
North Arvada
Oberon
O'Connell
Safet)' improvements, exterior upgrades
Lighting, PA system, communications room
ElectrICal, plumbmg and roof improvements
Securitv and site upgrades
Summit RIdge
Vv est )etferson
Wheat Ridge
2005-2010
Budget
S 1,881,700
",R5,OOO
o
;-,250,000
:1,807,500
LmJ,tmo
19,000,000
10,500,000
;-R3,000
o
2,0:\7,000
3,544,500
880,500
240,000
2,704,500
50,000
257,000
1,327,000
377,500
tljrt~~11;t~:~J)':,~~i : .
Other
Other
5,157,000
Construchon cost increases
Asbestos abatement, pavmg, securit)' upgrades,
technology mfrastructure, temporary housing and
contingency
Total
2,313,000
$ 63,976,000
RC'v,,,,,J: \ulv 2lKU
~!l~E~S2
HllllilHl:\ );~ lsi~t rl,fl,m'.\
Proposed Capital Investments for High Schools
2005 through 2010
High School
Alameda
An'ada
Anada West
Bear Creek
Chatfield
Columbine
Coniter
D<lkota Ridge
Evergreen
Golden
Green Mountam
Jefferson
Lakewood
Pomona
Ralston Vallev
St<lndlev Lake
Wheat Ridge
Other
Other
Total
Description
Renovation, remodel, additlOn
Infrastructure, kitchen and HV AC upgrades
Completion of replacement
Replacement t<lcilitv and site redevelopment
AddIhon/renovation to 2,100 student capacih
Roof replacement, safeh' and security Improvements
Electrical, security and site ImprO\ ements
Planned addition to 1,750 student capacit:
Electrical, mechanic<ll, roof and secunh , gym floor
Replacement school and site redevelopment
KItchen, electrical, exterior, plumbmg, secunh
Kitchen, electrlCal, plumbing, mechanical, securih
AddItion, renovatIon to 1,750 student capaClt:'
Kitchen, mechamcal, electrical, roof, secunt:.
Planned addItion to 1,750 student capacit:.
Electrical, interior. root, securih'
Building addition/ <lnnex, securit:, kItchen, flooring
Construction cost increases
Asbestos abatement, pavmg, securitv upgrades,
technology infrastructure, temporary housmg and
contingency
2005-2010
Budget
510,254,QOO
2,:'\60,500
27,700,000
';S,500,000
2b,OOO,000
1,075,000
lll17 ,500
H,OOO,OOO
2,200,500
:'\:'\,000,000
1,2:'\0,:'\00
2,bl.!'000
2ll,5-lO,000
2,012,:'\00
10,500,000
2,089,500
1-4,714,800
19,134,000
8,586,000
$ 237,429,300
Re"ispd: luh' 200...~
t;'
Jefferson Neighborhood Schools
2011-2014
Proposed Building Investment Plan: $20 million to $25 million
Major Projects:
See "Capacitv/Enrollment Issues" and "Educational Adequacy Issues" below ComprehensIve
reno\ ation/ additions at Jefferson High,
CapadtyfEnrollment Issues.
Enrollment trends in the Jefferson Area need to be reassessed aHer 200f' to better Identit\ long-
range strategic facilitv options. Growth is projected to exceed capaCltv at EdgeV'. ater Elementan
and Jefterson High School.
Educational Adequacy Issues:
WIth the exception of Stevens Elementary and vVheat Ridge Middle constructed in IlJlJ-l, the
average age of facilities m the Jefferson community will reach 60 years dunng this penod,
SigmfIcant capital rnveshnent will be required to assure the continued vlab1llt\ at phvsical
learning environments, The combination of capacity, educahonal adequaC\, bu1ldll1g age, and
capltZll renewal issues will result in proposals for some combination at reno\ ZltlOn, replZlcement,
ZlnJ/ or adLhtions at a number of schools, particularly Edgewater, Lumberg, 1\lartensen and
\etferson High.
Capital Renewal/lnfrastructure Issues:
Ongoing age-related capital renewal needs will consume an increasrng share of future capital
lI1vestments rn the Jefferson neighborhood, Infrastructure such as heahng/ ventilahng,
plumbing, electrical, site utilities, building envelope, wmdow retrofit, intenor fimshes,
casework, cabrnets, and related systems and components will continue to require
rem'wal/ replacement. Complete renovations of substandard food service kitchens are proposed
at \1artensen and l\101holm, Replacement of old, inadequate turniture and equipment IS
proposed for Lumberg, Molholm and Edgewater.
Lumbl'rg Elementary will be due for parhal roof replacement and major HV AC upgrades,
Site Issues:
Site and dramage projects are anticipated at Edgewater. Lumberg, Martensen, Molholm and
Jefferson HIgh. Routine pavement improvements are proposed throughout the neighborhood,
Safety/Security:
Renovahons of older buildings will bring them into better alignment with current buildrng
codes. Some obsolete fire and security detection and alarm svstems may have to be replace
Traffic circulahon improve,.lents will be needed at Edgewater, Molholm and Wheat Ridge
High.
hl'\'ISl'U lulv 2004
QI~~~SQ
HUIUI1:~ lirl~ill ~II!J""
Jefferson Neighborhood Schools
Edgewater Elementarv, Lumberg Elementary, Martensen Elementary, Molholm Elementary,
Stevens Elementary, \'\Theat Ridge Middle, Jefferson High
2005-2010
Proposed Building Investment Plan: $6,172,600
Major Projects:
No major projects are proposed at this time,
CapacityjEnrollment Issues:
Student enrollment trends by school in the Jefferson Area presently range trom declining to
stable to increasing, Overall. the enrollment trend is increasing, but not to the point where
major capital projects can be justIfied during this period,
Educational Adequacy Issues:
Isolated minor improvements are proposed in most of the schools,
Capital Renewal/lnfrastructure Issues:
Age-related capItal renewal and infrastructure items constitute nearly the enhre list of capital
improvements proposed for the Jefferson Area during this period.
Heating/ventilating/cooling system work is proposed at Edgewater Elementary, Martensen
Elementary, Stevens Elementary, Wheat Ridge Middle, and Jefferson High.
Re- roofing projects are scheduled for Martensen and Molholm, Complete renovations of
substandard food service kitchens are proposed at Edgewater, Lumberg and Jefferson High,
Replacement of old, inadequate furniture and equipment are proposed for Martensen
Elementary and Jefferson,
An assortment of routine age- and performance-related capital renewal and infrastructure
improvements such as electrical systems, communications systems, plumbing, clocks and bells
are proposed throughout the Jefferson neighborhood.
Safety/Security,
Card access systems are proposed at all schools, A video surveillance system will be installed at
the high school.
J\eviSt'J lulv 20W
QI~t~S2
j,1,tld1n\~ Hnsr:~ hnw."
Wheat Ridge Neighborhood Schools
Kullerstrand Elementan , Maple Grove Elementary, Pennington Elementar;. , Prospect \ allev
Elementarv, Stober Elementary, Vivian Elementary, Wilmore-DavIs Elementan, Everitt i\1iddlc,
Wheat RIdge HIgh
2005-2010
Proposed Building Investment Plan: $19,875,300
Major Projects:
Purchase and development of off-site athletic fields for Wheat RIdge High School, as well as an
auxihar;. gymnasium and renovation,
Capacity(EnrolIment Issues:
Although stable to slightlv increasing enrollments are projected at some indIvidual schools, the
overall enrollment trend in the V,rheat Ridge Area is declining
Capital Renewal/Infrastructure Issues:
All nine schools m the VVheat Ridge area were constructed during a brief 12-vear span from
1955 to 1967 As a result, all will reach critical 40 to 50 vear anniversaries of contmuous serVIce
dUring this period, Building systems and components can be expected to require replacement or
major overhaul nearly simultaneously Heating/ ventilating/ air conditioning worl-. 1S proposed
at Kullerstrand and Maple Grove, Prospect Valley, Pennington and VVheat Ridge High. An
assortment of routine age- and performance-related capital renewal and infrastructure
improvements including electrIcal systems, communications svstems, and gvmnasium floor
replacement are proposed at Everitt Middle. Full or partial roof replacements are scheduled for
\'!\'ian and VVilmore-Davis, Replacement of old, inadequate furniture and equipment is
proposed for Stober and Vivian. The substandard food service kitchen at \Vheat Ridge High is
proposed to be completeh renovated,
Site Issues.
The Wheat Ridge HIgh site is inadequate to serve projected enrollments, major site
redevelopment is proposed usmg off-site fields at Pennington and Everitt Middle.
Safety/Security-
Card access s\'stems are proposed at all schools. Reconfiguration of the Wheat Ridge High site
IS expected to improve vehicular and pedestrian traffic satety, A video surveillance system will
be installed at the high schooL
Revised: lu!\' 200-l
~
Wheat Ridge Neighborhood Schools
2011-2014
Proposed Building Investment Plan: $10 million to $20 million
CapacityjEnroIlment Issues:
Enrollment trends in the \'\'heat Ridge Area need to be reassessed after 2008 to better identih
long-range strategic facility options.
Educational Adequacy Issues:
All nine of the Wheat Ridge Area schools deviate to varying degrees from current educational
specifications, particularly in core and support areas, Depending upon enrollment trends, some
combinahon ot major renovation, partial replacement, and/ or additions is warranted, Stober
Elementary, in particular, exhibits a challenging combination of educational adequacy,
intrastructure, and accessibility issues on a very confined site,
Capital Renewal/lnfrastructure Issues:
As Wheat Ridge Area schools approach 50 to 60 years of continuous serVIce, ongoing capital
renewal needs will consume an increasing share of future capital investments. Despite
numerous improvements made since 1992, mtrastructure such as heating/ventilahng,
plumbing, electrICaL site utilities, building envelope, window retrofit, interior finishes,
casework/ cabinetr~ ' and related systems and components will continue to reqUIre renewal or
replacement.
The substandard Food Service kitchens at Kullerstrand Elementary, Pennington Elementary,
VIvian Elementary, and Everitt Middle are proposed to be completelv renovated,
Replacement 01 old, inadequate furniture and eqUIpment are proposed for Prospect Valley
Elementarv and Everitt l'v1iddle.
Site Issues:
Limited sIte and liramage improvements are proposed at Kullerstrand, Pennington, Prospect
Valle\' and Stober Routine pavement improvements are proposed throughout the area.
Safety/Security:
Some obsolete fire and security detection and alarm systems may have to be replaced,
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Rl'V1Sl'U: lul.... 2014
City of Wheat Ridge
pqrks and Recreation
l'Vlemorandum
TO' Joyce Manwaring, Parks and Recreation Director
FROM, Julie Brisson, Recreation Managerry'Y1~./~
DA TE: June 10, 2004
SUBJECT: Kids' Nite Out Program information
The Kids' Nite Out (KNOAA) program is a drop-in program for teens, owned and operated by a pnvate
company, held in a recreation center setting, This program is currently operated in the following cIties at
commumty recreation centers, Aurora, Boulder, Broomfield, Castle Rock, Golden, Lakewood, LJttleton,
Longmont and Westminster The program originated in Westminster in 1993, it has a proven track record and a
pOSitive reputatIOn m the metro-area,
Frequently asked questions about the program:
What is the age limit?
Ages 9-14 years or typically 3 rd - 8th grade,
Do parents need to sign kids in?
An adult (age 18+) must bnng the youth mto the facility KNOAA prefers that an adult sign the
youth m and out and proVIde emergency contact mformation and who WIll be plckmg them up,
At the end of the evenmg the designated person needs to be the one to pick them up and that
person must also be 18 or older.
How many staff will be there?
KNOAA staffs at a ratio of 1-20 on average, There IS also a police office on duty Lifeguards
are also on duty and they are fully certIfied and the majonty are City employees The Recreation
Center would need to proVide a buildmg attendant who IS in the building throughout the program
and locks the buildmg at the end of the program, This mdividual will not have any program
responsibilities,
Is there food and drink?
There is food and dnnks available. The pncing IS Similar to a convenience store.
What activities and games are available?
This is an activity program, The focus of the program is to offer gym games, pool games and
dancmg, All momtored for safety and fun,
What is the cost per child?
$10 for admiSSion and that mc1udes al1 the actlvitief and prize giveaways, ConcessIOns are not
mc1uded m the entry fee, The RecreatIOn Center will receive $2 for each admIssion,
ATTACHMENT 3
City of Wheat Ridge
Office of the Parks and Recreation Director
Memorandum
FROM
Randy Young, CIty Mana~
Joyce Manwanng, Parks and RecreatIOn Duect~1\~
I
TO'
DATE
June 14,2004
j
SUBJECT
Teen Programmmg at the Recreation Center
Attached is a packet ofmformatlOn regardmg a program entitled "KIds' Nite Out" ThiS program IS
currently offered m recreatIOn centers in the metro area.
The program IS owned and operated by a pnvate company and was of mltlal mterest to staff last spnng as
a means of offenng a teen program that would be of interest to teens throughout the commumty
I
ITEM 3
What are the hours?
The hours are typically on a Friday night from 7 - 11 p.m, Fnday nights have histoncally proven
to be more successful than a Saturday nIght. The program runs throughout the school year,
September - May, The Recreation Center would be closed to the public dunng the program,
What is the Recreation Center commitment?
Typically a contract for one year is signed. It is too late in the year to start the program In the
Fall of2004, we could possibly have the opportUnIty to start the program III Januarv 2005
Instituting thiS program at the Recreation Center has several pros and cons,
Pros
· A wonderful opportunity to have kjds in the community involved III a positive/active program.
.., The City by Itself does not have the resources to provide this type of activity,
. KNOAA would pay for any damages incurred to the facility.
· Savlllgs would occur on Recreation Center staff costs for front desk, aquatics and fitness staff as thiS
staff would no longer be needed on Friday nights, since the bUilding is closed to the public. (Only need
I staff person to act as a building supervisor.)
· The contract with KNOAA would include payment to the RecreatIOn Center for additIOnal carpet
cleaning and for wood floor refinishing,
· Revenues received from KNOAA should offset the revenues lost due to being closed to the public,
Cons
.
Customer service impact on annual ~ass and punch card holders by closing one nIght a week
Revenue loss in regards to Community Room Rentals,
Increased wear and tear on the facility (carpet, walls, locker rooms)
Policy deciSIOn on staying closed on Friday nIghts throughout the summer even when the KNOAA
program IS not In seSSIOn,
POSSible schedule changes for the evening custodian and his cleaning schedule and Impact on the
contractual cleaning company,
.
.
.
.
The biggest concern associated with offering Kids' Nlte Out would be the customer service Impact on
partiCipants. Not only would It Impact annual pass holders and punch card holders by not allOWing them access
to the center, It would also affect daily visitors, To minImize the potential negative Impact a pOSitive marketlllg
strategy and educatIOn of the public would be necessary
The Wheat Ridge RecreatIOn Center will be completing ItS' fifth year of operation III February of 2005, Staff IS
continually looking for new and different programming ideas to bnng In new participants and proVide a vanety
for current participants, The Kids' Nite Out program IS a great opportunity to market to a populatIOn that is III
need of a program that allows them the chance to "hang out" with their friends In a safe and positive
environment. There is also the potential that these same individuals, their fnends and families would purchase
annual passes, punch cards, enroll in a class or rent a room.
Our statistics show that on a yearly average approximately $10,000 is received from daily visits on Friday nights
from 630 - 10 p,m, Community Room rentals average approximately $9,000 during that same time frame
totally $19,000 in revenue from the general public Contact with KNOAA indicates that if this program were
held at the WRRC we should easily see 250-300 partiCipants per night the program is offered, If the program is
, ~Id for 39 weeks at 275 participants x $2, revenue would total $21,450 ThiS revenue would offset the revenue
_Jss On daily VISItS and rentals from the general public,
Consldenng all of this informatIOn, I recommend that the City of Wheat RIdge pursue implementing the Kids'
Nlte Out program at the Wheat Ridge Recreation Center.
Every Friday Nite --Games, dancmg with a live disc
jockey, contests, basketball, gym games, Swimming*,
Special Themes & Guests. Win Prize Cards all nite!
j:-~__$~8i~
~ o>Uf ..
... -.. . -~,
~__'",-
· '_ J'-
EVERY Friday NITE September thru May 31st!
Friday nite 7-11 PM (9-14year olds)only!
$10 PER PERSON* Cash Only
Run in conjunction with the City of Westminster
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Januarv 10th
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Januarv 3
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We.\c..ome.
2-00'3H
Danc..e. 'Part~!
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(G~}I
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Januarv 17th
~ame the
(;ame
(i)
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24 foot slide in the
Extra Dance prizes gym
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Obstacle Course
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Obstacle Course
: Lucky 7 Dance Con-
. tests
Swimming Races
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Late Fee $5.00 after 11:15
($10,00 after 11 :30)
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. Dress Code: No Inappropriate messages or pictures on
t-slurts, No undergarments showing (bras, etc,), no
mim-sknts, no backless shirts, Staff reserves the right to
ask youth to change clothes or leave!
[)anw and p{)()1
ualnes
Januarv 24th .
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Super Bowl .-
Party! .
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Win football prizes .
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Extra prizes in the dance .
room .
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January 31st .
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Human Slingshot .
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3 v 3 basketball .
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Pool and Dance games .
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Adults must bring in each and every youth .
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they are responsible for and sign them in .
EACH WEEK! .
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RULES: No Drugs or Alcohol, No Fighting, No Dirty .
Dandng, No Profanity, No Blacksoled Shoes, No Gum,
etc. We will kick out kids indefinitely andjrr have the
officer on duty fine anyone who breaks the rules!
NACHOS, POP, CANDY FOR SALE ALL NITE!
The City of
750n WEST 29TH AVENUE
WHEAT RIDGE. CO 80215-6713
1303123..\-5900
~heat
<Ridge
City Admin. Fa, # 234 5924
Police Dept Fax" 235-29..\9
September 2004
Dear ResIdents,
The City Council has agreed to asSiSt Lutheran Medical In admInlstenng their Connectmg
Neighbors Grant Program. Connecting Neighbors IS a gdhng program deSigned to shift
responsibIlIty from bUSInesses, schools, and government to the grassroots efforts of
commumty members to improve the "connectedness" and the health of theIr commumty
The program provides a one-tIme gdt up to $3,000 to support an actIvIty or service that
enhances the health and well beIng of their commumty
The process to receive Connecting NeIghbors funding has been streamlIned to make
access as Simple and user fnendly as possible, To partiCipate, mdlvlduals come together
and detennme the commumty Issue they want to address, The group then sends a letter
to the which,
. describes the community Issue for which they have assembled,
. details the proposed solutIOn,
. lIsts participants mvolved In the actiVity,
. demonstrates how the solutIons buIld on the assets of the community, and
. prOVides a way to evaluate the success to the endeavor
To mcrease the long-term success of the project or activity, mdlvlduals are encouraged to
connect wIth eXlstmg commumty resources If possible,
Every neighborhood IS umque, By offenng the Connectmg Neighbors program, the LMC
Commumty FoundatIon IS giving people who best know their commumty - the ones who
lIve m It - the opportumty and support to make the positive changes needed, Connectmg
Neighbors also nounshes communIty spmt and connectIons, which are lastmg
components of a healthy commumty,
The City of Wheat Ridge IS proud to admmlster thiS program on behalf of LMC and
encourages the community to participate m this program,
For more mfonnatlon on Connectmg Neighbors, please contact Barbara Delgadillo at the
city between 8,30 a,m, and 5,30 p,m, at 303-235-2806 or email
bdel\!,adIllow CLV. heatnd\!,e.co,us,
ATTACHMENT 4
U RE:"C:...E=I PAPER
LMC Community Foundation
"Connecting Neighbors" Evaluation
Dear Connecting NeIghbors RecIpIent:
LMC Commumty FoundatIon was pleased to offer you the Connecting Neighbors small
gIft to support your community So that we can better serve the communIty m making
future gIftS, we ask that you complete this evaluatIon and return It to us no later than two
months followmg the event. Your input IS valuable to us and for the contmuatIon of
Connecting Neighbors; so please Include any other InformatIon that you feel wIll
contribute to the success of thIs program. Thank you In advance for your aSSIstance,
EVAULATION PROCEDURES
A bnef statement respondmg to the follOWIng questIOns would be most helpful to our
assessment. Responses may be returned by mail (see address below), FAX to 303-234-
5924, or bye-mail atbdelgadIllo@Cl.wheatndge.co.us.
1. Contact Person, Mailing Address, Daytime Phone Number.
(If home address is different than mailing address, please provide).
2. Can you describe how this program has helped to strengthen and
connect your neighborhood/community?
3. What has been the impact on your neighborhood through your
Connecting Neighbors grant?
4. How many people in the community did this project impact?
5. In what new ways have your neighbors worked to create a
healthier community?
6. Did you meet the objectives stated in your original Connecting
Neighbors application?
7. In your opinion, was this project successful? If you feel this
program was not a success, please explain why and what your
community could have done differently to change the outcome.
8. Is there anything else you would like to tell us about the impact
this program has had on your neighborhood?
If you have any questIOns about thIS form or need aSSIstance, please don't heSItate to
contact us,
Barbara Delgadillo
City of Wheat Ridge
7500 W. 2tjh Avenue
Wheat Ridge, CO 80033
303-235-2806
09/22/04
LMC Community Foundation
"Connecting Neighbors" Application
Dear Grant Seeker'
We are very happy that you have chosen to be an advocate for your community by applymg for a Connectmg
Neighbors Grant. Connectmg Neighbors IS committed to aSSisting those who help themselves, Groups of
mdlVlduals who IdentIfy a local neighborhood Issue or a problem along With a solutIOn of how to address thiS
issue Will be supported. In additIOn, thIS program IS deSigned to enhance connectedness, promote self-
responsibIlity, and multi-dimensIonal health through a grassroots approach to commumty
APPLICATION PROCEDURES
So that we mIght reVIew your request as qmckly as possible, please answer the followmg questions III a letter
to us, and state your responses mas bnef a statement as possible, Responses may be returned by mall (see
address below), FAX to 303-234-5924, or bye-mail to bdelgadtllo@ci wheatndge,co us.
1. Contact Person, l.,Jailing Address, and Daytime Phone Number.
(If home address is different than mailing address, please provide),
2. Community Liaison Person ( if applicable) , Mailing Address, and Daytime Phone /'v'umber.
3. Describe the neighborhood or community who will be the beneficiary of this grant.
4. List the people working with you on this proposed project or idea.
5. What is the opportllnity or area of concern in your community that your group has organized to
address?
6. How will this strengthen or connect your neighborhood?
7. How will you implement your idea and what is your time frame?
8. How many people in the community will this project impact?
9. What is the total cost of this project? What amount are you requesting from LMC Community
Foundation?
(List each item a.1 ",ell as a brief description. and amount of each item. i.e,. equipment, supplies, etc.)
10. 11 ill your proposal receive funding from other resources? If yes, from whom? When?
11. How will this program/project financially sustain itself beyond the initial start-up year?
(If)'our proKram is a one-time onl)' project or e,'enr, please skip to #12)
12. How will you evaluate the success of this program?
13. How did you find out about the Connecting Neighbors Program?
Feel free to contact us if you have any questIOns about thiS form or need aSSistance, Thank you.
Barbara Delgadillo
City of Wheat Ridge
7500 W. 19'h Avenue
Wheat Ridge, CO 80033
303-235-1806
RESOLUTION NO. 13
Series of 2003
TITLE:
A RESOLUTION AMENDING THE FISCAL YEAR 2003
BUDGET TO REFLECT ACCEPTANCE OF THE LMC
FOUNDATION CONNECTING NEIGHBORS GRANT
WHEREAS, the City of Wheat Ridge was gIVen $10,000 to assist LMC
FoundatIOn m admmistenng a neighborhood grant program; and
WHEREAS, the City Council desires to accept the funds m the amount of
$10,000; and
WHEREAS, the Wheat Ridge Charter reqUires that amendments to the budget be
effected by the City CouncIl adoptmg a ResolutIOn.
NOW THEREFORE BE IT RESOLVED by the City Council of the City of
Wheat Ridge, Colorado, as follows:
A. The City hereby accepts the funds,
B Upon receipt of the funds, that the funds be placed m the general fund,
C. The City of Wheat Ridge fiscal year 2003 budget be amended accordmgly,
speCifically adding $10,000 mto the Commumty Support miscellaneous
services and charges account #01-113-700-799
DONE AND RESOLVED THIS 28th day of July 2003.
Gretchen Cerveny, Mayor
ATTEST:
Wanda Sang, City Clerk
The Honorable Gretchen Cerveny
Mayor, CIty of Wheat RIdge
7500 W 291h Ave,
Wheat Ridge CO 80033
August 25, 2004
Dear Mayor Cerveny,
On August 19, 2004, the Jefferson County Board of EducatIOn approved placIng two questIOns on the November
2, 2004 general electIOn ballot regardIng a bond Issue and mill levy ovemde for Jeffco Schools. Thanks to the
support and encouragement of commumty leaders like you since May 2003, the Board of EducatIOn belIeves It IS
time to present our Jefferson County commumty With the chOlce of what our schools should provide for our
studcnts.
The bond Issue would provIde funds for capital Improvements In our schools. The total proposed program IS
attachcd. The City of Wheat RIdge will benefit from the bond Issue through the renovatIOn and Improvement of
Wheat Ridge High School Other school Improvements are described In the attached document.
The mIlllcvy ovemde would proVide operating funds to mamtaIn academIC excellence In Jeffcu Schools.
\Vlthout these funds, schools wIll lose teachers and counselors. High schools will lose electives and arts
programs If these funds are approved, class size wIll be mamtamed or Improved and high schools wIll mamtam
or Improve student access to academICS, arts and electlVes, AddItIonal InfOnnatlOn regarding reductIOns that WIll
Impact the famIlIes and children m Wheat Ridge IS attached.
If vou and the Wheat RIdge CIty Council would like to send a message to your communIty that you support Jeffco
~chouls' InItiatIves, we have also enclosed our resolutions and ballot language for questIOns 3A and 3B on thIS
No\'ember's ballot. We would welcome a resolutIOn of endorsement for both our measures from the City of
Wheat Ridge
All ofyuur schools would benefit from the approved funds from the mIll levy ovemde as descnbed m the
attached ballot language. If you would like more mfonnatlOn on any of this mfonnatIOn, please feel free to
contact Supenntendent Cmdy Stevenson at 303-982-6800 or Don Hazell. communIty volunteer at
dba/ell aearthIll1k.net, 303-297 -5960; cell) 303-618-4988, to arrange for a speaker at any commumty or City
CouncIlmeetmg,
\\'c so apprecIate all the support you have offered to Jeffco Schools In the past and look forward to leadIng the
school dl -tnct to prOVide a quahty educatIOn that prepares all students for a successful future
~~7YL~
Co-Chairperson, Volunteer Steenng CommIttee
3A3B Great Schools, Great CommunIty
Deb GUlduccl
Co-Chan-person, Volunteer Steering Committee
3A3B Great Schools, Great CommunIty
cc Randy Young, CIty Manager
encl
ATTACHMENT 5
J effco Schools
Proposed School Based Budget Reductions***
2005-2006
· Loss of approximately 159 classroom and special education
teachers resulting in increased elementary class size and the
loss of arts and electives programs in senior high schools
· Loss of all instructional coaches resulting in an extreme
reduction in teacher training
. ,Loss of approximately 19 middle school and senior high
school counselors resulting in fewer counsehng and college
preparation services for students
. Loss of student safety staff mcluding 6 campus supervisors
and approximately 13 elementary, middle school, and senior
high assistant principals resulting in less secure school
en vironmen ts
· Loss of support staff such as social workers, psychologists,
secretaries, custodians, and paraprofessIOnals resulting in less
support for classroom teachers
· Loss of 26 bus drivers resulting in limited high school
transportation
***This list does not include the proposed reductions in central
services and support systems for schools.
:\'ovember 2, 2004 General Election
'lil1 Levy 0, erride Ballot Language
"Shall Jefferson County School Dlstnct R-I 's taxes be mcreased 538 5 mIllIon annually, or such lesser amount
the Board of EducatIon may annually detemlme, by the collectIOn of ad \ alorem property taxes for the 2004-
-=\105 budget year and each budget year thereafter for deposIt m the dlstnct's general fund for educatIOnal
purposes, mc lud111g, but not l1l11lted to
. Reduce and mamtam class size and student-teacher ratIos to ensure that students are academleallv
,
prepared,
. :\leet the mcreased costs Il1curred by the dlstnet to eontmue the dlstnet's commItment to academIc
excellence and to provIde an educational program of the hIghest quallty,
. !\1all1tam hIgh school electl\TS such as musIC, art and world languages while Implementmg the
nc\\ college entrance reqUIrements, and
. Attract and retam hlgh-quallt) teachers and support staff;
\\ nh such taxes to he 111 excess of property tax revenues that would be pro\'lded by the general fund mil] Icvy permitted
under state la\\ \\'Ithout such Increase and, together With revenues from speCIfiC ownership taxes attrIbutable thereto and
the earl11ngs on such taxes and reYenues, to constllute a voter approved rev enue and spending change under, to be
colkcted and "pent each year \\'Ithout hmllatlon by the revenue and spending 11lnIts of, and Without affi:ctIng the dlstnct s
ahIlnv 10 colkct and spend other rewnues or funds under, Article X, Section 20 of the Colorado constllutlon or any other
la\\ ,'"
Bond Issue Ballot Language
'.hall Jefferson County School Dlstnet R-l's debt be mereased 5323 8 mllllon WIth a repayment cost of5680 5
-...1I111On or such lesser amount as may be necessary, and shall Jefferson County School Dtstnct R-l 's taxes be
lI1creased S4S S mllllon annually or such lesser amount as may be necessary for the payment of such debt, all
for the follo\\lI1g purposes
. Constructmg additIons, new classroom space and replacements for 9 dlstnet htgh schools, some
ohyhlch are approachll1g 50 years old,
. Construetmg one ne\\ elementary school and replaell1g one mIddle school,
. Reno\ atlllg and repaIrIng elementary and mIddle school butldlllgs,
. i\lakll1g Ilfe safety Improvements m dlstnct butld111gs by renovatlllg, repaIrIng and/or replacll1g
plumhll1g, electncal, Ilghtll1g and mechal1lcal systems and roofs, upgradll1g secunty and
ImprO\ Il1g site condItIOns,
.\nd othe[\\I,e equipping, Impro\'lng, expanding, repaIrIng and furnishing charter school and distrIct facIlItIes and grounds
a:; penmttcd b:- la\\. \\ Ith such debt to be m the form of general ohlIgatton honds, whIch bonds shall bear mterest at a
nUXllllUIll nel eftcctI\'e mterest rate not to exceed 6,500~, and mature, be subject to redemplion, \\'Ith or Without premIUm,
and bc I"ued, datcd and sold at, above or belO\\ par. and at such time or tnncs and m such manner and contammg such
kn11',. not 1I1conslstcnt hnc\\,Ith. as the Board of Educalion may determme and m conncctlon thereWIth (I) to mcrease the
dlqrIct s ad \'alorcm propert:- taxes m an:- ycar m an amount suffiCient to pa:- the prInCipal of and mterest on such bonds,
and (II) to collect and spend the proceeds ot thc bonds and the revenues from such taxes and the speCifIC o\\l1erShlp taxes
'Inbutablc thereto and any carnmgs from the mvestmcnt of such proceeds and revenues Wllhout IImItalion by the revenue
_ ,d 'pendmg Ilml(<, of and WIthout aftcctmg the distrIct's ahIllt:- to collect and spend any other revenues or funds under,
,\ltlclc:\ :,cclion 20 of the Colorado constItution or any other law')"
01-1 X,1\l\...l:-';:
ITEM 3
City of Wheat Ridge
City Manager's Office
Memorandum
TO'
Mayor and Council
FROM
GRandy Young, CIty Manager
DATE
October 13, 2004
SUBJECT:
City Council Study Session - Sales Tax Auditor Position
At the Monday, October 11,2004 CIty CouncIl Meetmg, a motIon to mcrease the authOrIzed staffing
level for Sales Tax Auditor from 1 0 full-tIme equivalent (FTE) to 2 0 FTE's m the Sales Tax DlVlsIOn
of the AdmimstratIve ServIces Department was moved for contmuation to the October 25,2004 CIty
CouncIl Meetmg, In addItIon, consensus was reached that the tOpIC of the Sales Tax AudItor pOSItIOn be
brought forward to an October 18, 2004 City Council Study SeSSIOn.
Attached IS background mformation for your reviev.
,/ October 11,2004 City Council Action Form, "A MotIOn to Increase the AuthOrIzed
Staffing Level for Sales Tax AudItor From I 0 Full-Time EqUIvalent (FTE) to 2 0
FTE's m the Sales Tax DIVISIOn of the AdmmIstratIve Services Department.
,/ Job DeSCrIptIon for Sales Tax Auditor Position
,/ Draft TranSCrIpt of Item #2 (Sales Tax Auditor Position) from October II th City
CouncIl Meeting
PatrIck Goff, Admimstratlve Services Director and Mary Cavarra, City Treasurer wIll be aVaIlable for
further consultatIOn regarding Sales Tax Auditor position at the October 18th Study SeSSIOn.
ITEM NO'
REQUEST FOR CITY COUNCIL ACTION
COUNCIL MEETING DATE'
October 11,2004
TITLE:
A MOTION TO INCREASE THE AUTHORIZED STAFFING
LEVEL FOR SALES TAX AUDITOR FROM 1.0 FULL- TIME
EQUIVALENT (FTE) TO 2.0 FTE'S IN THE SALES TAX
DIVISION OF THE ADMINISTRA TIVE SERVICES
DEPARTMENT
o PUBLIC HEARING
~ BIDS/MOTIONS
o RESOLUTIONS
o ORDINANCES FOR 1 ST READING (Date:
o ORDINANCES FOR 2ND READING
)
Quasi-Judicial
o
Yes
~
No
AdmInIstrative Services DIrector
City Manager
EXECUTIVE SUMMARY:
The CIty currently employs one full-time Sales Tax Auditor and contracts with an outSide firm to
conduct sales and use tax audits to ensure that businesses are complYIng with the City's sales and use
tax polICies, There are enough busInesses in Wheat RIdge and compliance Issues to JUStIfy contracting
out for sales and use tax audItIng services in addition to the full-time Sales Tax Auditor. The contract
with the City's current outside auditor expired on October 1, 2004 and will not be renewed, Staff
recommends that a second full-time Sale Tax AudItor be hued to assist with sales and use tax audIting,
to Inventory City businesses to ensure compliance with CIty business license reqUIrements and to
Implement a sales and use tax educatIOn program to ensure bUSInesses are complying with the City's
tax code If thIS position is filled before the end of the 2004 fiscal year, funds budgeted for contract
services WIll be used to fund the position, The current annual salary range for a Sales Tax Auditor is
$41,504 to $52,576 A sale tax auditor can potentially generate at least $200,000 each year In
additIOnal revenues from sales and use tax audits.
COMMISSIONfBOARD RECOMMENDATION:
The Blue Ribbon Panel, commissioned by CIty Council in May 2004, recommended that the City
"Enhance sales and use tax auditing and education", As part of the City Council's Strategic Plan, an
upgrade to the sales and use tax audit system was identified as an action the City should undertake to
address the goal of "CreatIng a Sustainable City Government"
ST A TEMENT OF THE ISSUES:
A bUSiness license is required by any business in the City of Wheat Ridge that charges money for ;ts
services, whether It charges sales tax or not. All sales, transfers or consumptIOn of tangible personal
~TTACHMENT 1
property within the City shall be subject to a sales and/or use tax and the vendor is responsible for
reportmg to the City and paying the necessary taxes, Current staffing levels in the Sales Tax DiVision
do not allow for proactive enforcement of these laws or for the proper resources to educate Wheat
Rtdge businesses concemmg their responsibilIties as taxpayers.
Staff recommends increasing the authonzed staffing level for Sales Tax Auditor from I 0 FTE to 2 0
FTE's to provide the necessary resources to mcrease the City's proactive enforcement activities and to
Implement an education program for Wheat Ridge businesses, Attached is an amended Job descnptlOn
for Sales Tax Auditor, which has added language to emphasIs the educational aspects of the essential
duties,
The major responsibilIties of thiS new position wIll be to complete an inventory of all City businesses
to determine which have not acquired a busmess lIcense with the City; develop educational pieces
through various means, and assist with sales and use tax audltmg, The goal of thIS proactive,
educational campaign WIll be to obtain voluntary compliance from Wheat Ridge busmesses of the
City's tax code
ALTERNATIVES CONSIDERED:
Contmue to contract for sales and use tax audIting services,
FINANCIAL IMPACT:
The current annual salary range for a Sales Tax Auditor IS $41,504 to $52,576 plus benefits, The 2004
budget Includes $25,000 for contract sales and use tax audltmg services, which will no longer be
budgeted if a second Sales Tax Auditor position IS hired, The financial impact to the 2005 budget will
be between $16,504 and $27,576 plus benefits, over the 2004 budget. However, a sales tax auditor can
potentially generate at least $200,000 each year m additIOnal revenues from sales and use tax audits,
RECOMMENDED MOTION:
"I move to mcrease the authorized staffing level for Sales Tax Auditor from 1 0 FTE to 2 0 FTE's,
effectIve Immediately"
or,
"] move to deny the motion to increase the authorized staffing level for Sales Tax Auditor from 1.0
FTE to 2,0 FTE's for the following reason(s) "
Report Prepared by,
ReVIewed by:
Patrick Goff, Administrative Services Director
Randy Young, City Manager
Attachments:
1. Sales Tax Auditor Job Description
Req....:st for City CouncilAction-report form
ritle:
City of Wheat Ridge
SALES TAX AUDITOR
DEFINITION:
Perform professional accounting work in sales and use tax areas; assist in various finance and accounting functions;
and, provide Information and assistance to the public.
ESSENTIAL DUTIES: The following duties are illustrative only and are not intended to be all inclusive
Conduct sales and use tax investigations and audits on taxpayers to insure compliance with City laws, collaborate and
confer with taxpayers before and after audit; explain audit procedures, Review and evaluate accounting records;
prepare detailed audit work papers and audit report narratives to document and substantiate audit procedures and
findings, prepare detailed reports and recommendations; monitor previously audited taxpayers for continued
compliance with City laws
Interpret and explain to any person engaged in business the legal provisions, regulations and procedures required for
business licensing, sales tax collections and use tax payments.
Assists In reviewing, drafting and revising tax codes and regulations, assists in drafting policies including ordinance
updates, make recommendations for changes or improvements regarding compliance policies, Interpretation of tax
code, and penalty/interest waiver procedures.
May work with the legal staff and Sales Tax Technician to resolve tax issues, impose distraint orders, resolve
delinquencies, and enforce collection activities, may be required to represent the City at hearings and appeal
proceedings as an expert witness in taxation.
Educate the local business community and public regarding tax code; make presentations to groups, conduct one-on-
one tax classes: assist In preparing educational material; provide information and assistance to customers in writing
and in person
~Jrovide assistance assist with accounting, budget, finance and sales tax related duties, execute internal cash audits as
required.
ADDITIONAL DUTIES:
Perform related work as required and assigned.
SUPERVISION RECEIVED:
Works under the general supervision of the Administrative Services Director
SUPERVISION EXERCISED:
None
INDEPENDENCE OF ACTION:
Work is performed in accordance with established procedures and well-defined standard practices requiring some
authority to select which methods are applicable in any given situation. Virtually all work is reviewed regularly while in
progress and upon completion for accuracy and quality Matters not specifically covered in operating instructions are
reviewed with the supervisor
WORKING CONDITIONS/PHYSICAL AND MENTAL EFFORT:
This position is primanly administrative in nature, working indoors completing tasks such as reading and reviewing
reports, papers and other documents, writing reports, papers, correspondence and other documents. This portion of
the job will require acute mental skills, a lengthy attention span. The ability to communicate in a clear and concise
manner both in writing and verbally are essential to this position. Work involves sitting, walking, and standing.
Occasional lifting of objects weighing less than 24 Ibs and rarely lifting of objects weighing 25-50 Ibs is required.
Frequent dust while in archives and occasional noise due to office machines is expected.
QUI~ ,\/lENT USED.
-The ability to properly operate or use the following equipment is necessary' telephone, computer terminals/printer, fax
machine, photocopier, calculator, and other office equipment.
~TTACHMENT 2
Title:
SALES TAX AUDITOR
QUALIFICATIONS:
Knowledoe - Accounting principles/practices, data processing techniques, office practices and procedures; data entry
and operations of automated data processing equipment.
Skills - Preparing written reports and projects; operation of equipment necessary to perform functions of the position.
Abilities - Establish and maintain effective working relationships with taxpayers, other employees and the general
public; understand, interpret and analyze financial records and statements; communicate effectively, verbally and in
writing; handle controversial matters in a professional and tactful manner; analyze and solve a wide variety of auditing
and accounting problems; develop efficient revenue collection procedures.
EVIDENCE OF QUALIFICATIONS:
Trainino - Bachelor's degree in accounting or business.
Exoerience - Two years related working experience
or
Any equivalent combination of training and experience that provides evidence that the applicant possesses the
required knowledge, skills and abilities.
SPECIAL REQUIREMENTS:
Possession of a valid and current Colorado driver's license or ability to obtain within thirty (30) days from date of hire
Incumbent will be required to use personal transportation in performing investigative work.
City of Wheat Ridge
Office of the City Clerk
Memorandum
~
~
DATE:
Mayor & City Council
Pam Anderson, City CI~
October 13, 2004
TO:
FROM:
SUBJECT:
Written Transcript for October 11, 2004 Regular Meeting Agenda Item 2.
For informational purposes, the following is a written transcript of Agenda Item 3: Sales Tax Auditor
FfE from the October II, 2004 City Council meeting:
Item 2.
Motion to increase the authorized staffing level for Sales Tax Auditor from 1 0 full-time
equivalent (FfE) to 2.0 FfE's in the Sales Tax Division oftbe Administrative Services
Department.
Mr, Gokey introduced Item 2. City Clerk Pam Anderson read the executive summary and the statement
of the issues.
Mr Gokey asked Patrick Goff why staff wanted to get a second full time staff auditor. Mr Goff stated
that the main purpose is to educate our businesses on our tax policies and business license requirements.
There are quite a few businesses out there that do not have a license for one reason or another. We
currently have a contract with an outside auditor firm, but that contract has ended and we will not renew
this contract, One small area oftbe City showed that 75% of the businesses located there did not have a
business license for the City One of the recommendations of the Blue Ribbon Committee was to beef up
the Sales and Use Tax auditing program
Mr, DiTullio understands that this item will pass tonight, but not with his vote. He completely
understands that this position may pay for itself by generating additional tax revenue as the position
audits businesses on their sales tax and use taJL Council has been (his opinion) spoon-fed only half of the
information. The administration has indicated that using a contractor for this position has been a
problem. His questions are, which were never answered at a study session, what's the problem? Can the
City engage another contracting company? How much money did they current contractor raise for the
City as a contractor? Do we really want to hire another full time employee with benefits at this time?
And why now, just before a sales tax election? Secondly, when former City Treasurer, Ron Patera, who
resigned last year, all the department employees, including the auditor, were moved from the City
Treasurer's Office to Administration. In his opinion, citizens have made it clear through the election
process that they support a check and balance with regards to taxpayer money An elected treasurer with
independent audit authority on businesses brings that check and balance to the table. An audit position
needs to be under the Treasurer's Office not under the Administration. Third, he disagrees that hiring
another full time auditor satisfies any of the strategic plans that support the Blue Ribbon Committee
recommendations. Four, while he does not condone anyone not paying their taxes, one more full time
auditor sniffing around businesses for additional tax does not appear to be business friendly It is just
more government. Lastly, he talked to the Treasurer and would like to have her take on this.
~TTA.CHMENT 3
City Treasurer Mary Cavarra thinks this position could work well under the City Treasurer She has
approached the position as an internal auditor Trus ties in with the whole audit functIOn Maybe trus
should be explored in more depth as to the structure of how they want both sales tax positions to work,
assurrung they will go forward with the second position. She sees this pOSitIOn as sort of a welcome
wagon giVing informatIOn to bUSinesses, taxes and the laws of the land. She endorses thiS position. We
have had expenence With Independent auditors that have not worked well. Council might want to take
thiS opportumty for a closer look at the structure and not think in terms of personalities, but think of how
the pOSitIOn should best be structured wltrun the framework of the City and WIthin the Charter and the
previous electIOns that have concerned the City Treasurer's Office. Maybe this can be tabled for a week
or two and get further Input from staff Due to the quantifiable nature of these Jobs, somebody who is
not here full time could certainly supervise these people
Motion by Mr DiTullio to continue Item 2 until October 25th, allOWing staff and the City Treasurer's
Office to diSCUSS the structure of the new audit position, seconded by Mrs. Sang; Motion tied 4-4 With
Ms Berry, Mrs. Adams, Mrs. Rotola, and Mr Gokey
voting no
A diSCUSSIOn followed on whether it was appropnate for the Mayor to vote to break the tie Mayor
Cerveny asked Council President Sang to rule whether it was appropnate to vote on thiS Council
President Sang stated the motion was to continue, and not a budgetary Item, and that It was appropnate
for the Mayor to vote
Mayor Cerveny broke the tie by voting yes Motion carned 5-4
pa.Cj
';;,"-'
____ mJ'!'[nUj,H1~LUll{y pnson
Garringer and Lang are currently in-
~. ~~ _ _~~~~......-,-'".Lildl
area and taken into custody by
the Department of Corrections.
Survey: Half of businesses
can't produce proper license
v
c
GOLDEN
BY NICOLE FREY
. Sentinel and Transcript Newspapers
^ business license is required
llby any business that charges
money for its services, whether it
charges sales tax or not. However,
it seems that many businesses don't
know that they need to have them.
Golden Financial Director Jeff
Hansen started a new program
using part-time employee Paula
Marcu to look for businesses
without the proper city business
licenses. In her first 38 hours of
work she visited 80 businesses
and found 50 of them did not
have a license.
"If they're not retail businesses
and don't collect sales tax, they're
not aware they need one: Hansen
said, "But anyone doing business
within the city limits is required
. iO have a license."
\ Some businesses that are some-
ti0es unaware they need a license
in~lude doctor's offices, insurance
compamt;s and attorneys.
Hanser', said the idea to start
checking for \lcenSes stemmed
from the city's h'l',anual situation
when he began wOlking for the
city in 2002
"When I started here, 1, didn't
feel that we had made as mLch
of an effort to ensure compliane(
with our code as we could have,"
he said.
The city approved an amnesty
----
period of three months in which
businesses could self-audit their
books and pay late sales use taxes
without penalty or interest.
last spring the city hosted
workshops to educate businesses
about sales use taxes, including
information about what is and
isn't taxable.
"We felt there was a need to
gain voluntary compliance,"
Hansen said.
Now that the amnesty period
is up and the workshops are over,
Marcu goes to various parts of the
city visiting businesses. She com-
pares the addresses of the busi-
nesses to her sales use tax list and
if she cannot affirm that it is al~eady
licensed she'll go into the business
to ask to see their license.
If the business can't produce a
licens,e, Marcu leaves behind an
application and educational bro-
chure. The business then has 20
to 30 days to apply for the license,
which costs $20 every two years.
Hansen called the search
"low key"
"It's a very low pressure, ex-
change of information process,"
he said.
Licenses are almost always
granted unless the business is op-
erating in an area that isn't zoned
for that type of business, such as
a large hair salon in a neighbor-
hood where the business would
be iumping an excess of chemi-
cals doWl sewer lines that aren't
equipped tuhandle them.
If~3.
Q'WiI
-' . 303.
-0 3486
1-70
No~.'J of Apple)
For the in
you need
exce
service yo
call or sto
I
BobD,
6472 'W
Arvad.
303-45t
www.edwardjone
Member SIPC
Edward
Serving Individ.ual I [ll
Lakl
Where: 18]
When: Sat
10:\
Sun
10:(
CALl
Ire11/~ Vt,
City of Greenwood Village
Tax Information
This brochure describes the different Greenwood Village taxes
and how they apply to businesses operating in the Villnge.
Information is also enclosed Oil the mrious services provided by the Village '.I' Tax Sectioll.
Telephone Assistance
A member of the Village's Tax
staff IS available Monday through
Fnday between the hours of 8 '00
a.m, and S'OO p.m, The Tax Help
Lll1e is (303) 486-8299 The
Village's mall1 phone number IS
(303) 773-0252
Walk-in Assistance
A Tax staff member IS always
available Monday through Fnday
between the huurs of 8'00 a.m.
and 5:00 p.m. at the Greenwood
Village City Hall. City Hall IS
located at 0060 South Quebec
Street, Grcenwuud Village,
Colorado 80 III
Per;;Gnali As~~~tm]Ce
A member of the Village's Tax
staff IS willing to VISit your local
office to answer ljuestlons or
provIde personalized aSSIstance to
you and your staff
Taxpayer Education
Classes
Taxpayer edueatIun classes are
available free of charge. Please
call (303) 486-8299 for class
schedules.
fJ5'!fj[D YOU ,KNOW?
:\:11t~:<\f?>';- ,. ':":"~
:#l!cVfrt;;fMltteiftJllel'~ di{i?r ,
ly tOal1tomobij'et.purchased
istere4;W 4.~ qd4tess in
. wOfJd'Villagtf.
mpurchq.se/! hllmgil order and
" , red to YOlfr (ifeeirW(}odVillage
tiiJwe'ft!(ly,tes.'ulti,n US'~ tax being due:
05~~;iJseTtU: ;))(lg"e 3:) .
~.}j.,
'ttfl#y;(;reenwood Yillaglfhusinesses
~e;9Jtell clWlJeian(i pqy a higher
'ffi;(!'Qrred Sales, Taxr!tie. (See Most
C'Oihrrwn Tax Mi.tt!1Ju:s- Page 2.)
Taklllg a few minutes to revIew this
brochure will help your busll1ess
stay 111 compliance WIth the
Village's tax laws. A few tax tIpS in
thIS brochure will also help your
busll1ess save tax dollars
The serVICes the Village proVides
are dependent on the tax revenue it
receives. Services such as street
mall1tenance, police protectIOn,
snm\' removal. parks, trails and city
beautificatIOn all depend on how
well businesses and residents
comply With the Village's tax laws,
ThIS tax revenue IS also critical In
dealing With current Issues such as
traffic Improvement and f1oodplall1
management.
It IS the Village's mlent to prOVide
the utmost serVIce III hclplllg
taxpayers comply WIth the Village's
tax laws. Therefore, If you ever
receIve unacceptable service when
dealmg With the Village's Tax
Section, please call (303) 486-8291
Page 1
Occupational Privilege Tax
The Greenwood Village Occupational Privilege Tax applies to all employers
in Greenwood Village. The tax consIsts of two portIOns, the employee portion
and the employer portIOn. Both portIons are $2,(){) per month ($400
combined) and both apply when an employee earns $25000 or more in a
calendar month. The employer is responsible for reporting and remlttmg both
portIOns of the tax. Owners, partners and officers who are not paid a salary or
commissIOn are subject to only the employer portion of the tax
The Occupational Pnvilege Tax has eXIsted in Greenwood Village since
January I 1980 The revenue from this tax IS used exclusively for capItal
projects such as street improvements.
LIcensing - An Occupational PrivIlege Tax License must be obtained by all
Greenwood Village husinesses and employers. A one-time applIcation fee of
$10 00 is required.
Sales Tax
The total Sales Tax rate m Grcenwood ViEage I~, 6 95,/,
City of Greenwood Village
Sfaff' of ('olorado
Arapahoe Countv
Regional TransportatIOn District (RTD)
Cultural DIstrict (CD)
Foothall District (FD)
Total
300%
~ 9(l"1r
0.25%
060%
010%
OlD,/(
6.95%
The -' 0% Greenwood Village Sales Tax must be remitted directly to the
Village's Finance Department. All other Sales Tax listed IS to be remitted to
the State of Colorado
Every person "engaged in busmess" of sellmg items at retail IS reqUIred to
obtam a Village Sales Tax License and collect the 3,0% muniCIpal Sales Tax.
A (me-time license applicatlOn fee of $10 00 is required. Sales Tax applies to
Items sold, leased and rented, It also applies to items debvered into the
Village, Services such as telephone service and lodging are also subject to
the Village's Sales Tax.
Items delivered outside of Greenwood Village should not have Greenwood
Village Sales Tax applied, If delivering into another city, that city should be
contacted for their Sales Tax requirements.
Examples of exempt sales include:
v automobiles registered to a Greenwood Village address
v food for home consumption (prepared food IS taxable)
V gasoline
v cigarettes
v' labor (when separately billed from materials)
v sales to exempt organizatIOns
v items sold for resale
Proper documentation is required for all exempt sales in case of an
audit. If not sure whether a product or service is taxable, please call the
Village's Tax Section.
Page 2
Most Common Tax Mistakes
J. Too much Sales Tax is paid.
Greenwood Village businesses and
reSidents often pay a higher, incorrect
Sales Tax. Many vendors do not realIze
they are making delIveries into
Greenwood Village because of the
"Englewood" name which typically
appcai" jjj Greenwoou Village malJllIg
addresses. As a result, the lugher
Englewood rate (7 45% Englewood,
State, County RTD, CD, FD) IS often
charged. DelIveries into Greenwood
Village should have a total of 6 95%
Sales Tax applied.
WHAT TO DO!
A Inform your suppliers that you are
in Greenwood Village.
B Use the "Greenwood Village" name
in your mailing address,
(Some businesses stamp
"Greenwood Village" on their
purchase orders.)
C Do not pay an incorrect Sales Tax, If
a tax rate other than 6.95% appears
on purchases delivered into
Greenwood Village, inform your
suppliers of the error.
2. Failure to report and remit
Use Tax.
ThiS often misunderstood tax is the
cause of numerous tax assessments.
Please call (303) 4S6-H299 If you still
have questions after reading this
brochure
Use Tax
Who pays Use Tax?
Virtually every business will have a Use
Tax liability at some time,
Why does Use Tax exist?
Use Tax protects local businesses from
losing sales to competitors located in an
area with a lower Sales Tax rate It is
also an important revenue source for
Greenwood Village,
Is Use Tax unique to
Greenwood Village?
No, the majority of cities or states with
a Sales Tax have a corresponding Use
Tax,
When is Use Tax not due?
. Any time the appropriate
Greenwood Village Sales Tax has
been paid to the vendor
o Any time the purchase is for resale.
. Any time another city or county's
lawfully imposed Sales or Use Tax
has been paid at a rate equal to or
greater than the Greenwood Village
Sales/Use Tax rate {3 0%)
How do you remit Use Tax
to Greenwood Village?
The most common method is by
obtaimng a Sales/Use Tax License, ThIS
establishes an account WIth the Village
and provides the taxpayer with reporting
forms. Use Tax is due the 20th of the
month followmg the month the purchase
was made,
Use Tax may also be submitted to the
Village by sending in the payment along
with a worksheet. Worksheets may be
obtained by calling the Tax Section at
(30,) 486-8299
VVhat is Use Tax?
(J,e Tax IS L'ljUI\;rkntl<) Sale, Tax With one dl.slmct (hfferen,'e illS
rClllilted dlrectl) to the taxlIlg JlIrJslhctmn b) the ClmSUl11er The ofJlclal
Cireenwooc! Village definJtlon of Use Tax IS
I isc fin is In Icd Oil "1111' filii pllrchasc II/HC paid for or IIUlulSitWII
( osl of tllll gill/l' pcrsolllll Prol'crt\ lllld laxahlc SI'/Til es hrollghl il1lo
Ihe ,it\ jilT Ihe 1i/IIf'Dse oj liS ill;';. stOrlll;';. dlSlrihu!ll/g or tIllIsumil/!:; slIch
proper/v lllld services The WI/OlIllI ollax In'll'd IS three
percellt of Ihe purchase price ,jlall;';lhle l'ersDllal property (II' taxable
sen'/( es
$~aPl.pl~~;. .
- , ~. "':,-, '
1. A:c'!~k:'
y~r
~~.
'~~tiIi~Q9d
Zi:~: ','. ~~;:;,~...: 'i:. ~'. ~"'t
..... .(~J'w:l1lftt!ver
" ~~~tii'q~~!1tY!R.rI>/CDJF.t>),
. ~4%>oflh.~;piifi:1i4$e ~fil;e.
..*~p~~jt'tP.?~ tJ~C!!Q.l9~~t)dt\r~pahoe
, .Y9~W'QtQce ~ ?reevwilop Village.
;-iijb~iiiIFfi;SlQes'1'a~ ll~sbeen
!.)f.1afg~d~rt~fli)~~I)$:%S~tilG<.uptYIRT,picDIFD ).
Use TaX>istluii.c::;;';JffiO~Wif4ili'ls~.6%'Qhh~iili,.~!JtiiijJrice.
4, A ~eskis~lJt~f.1as~....~,~ c )'(J!~~I)pe!lY~r.Jp$brl?ught I>ack
to-6u1""ffic~Jp.~Gr~ Deiir.. StateRTDCD liDd
iJs~tJ~'i~~~:':"c ':..~tb~:r;g~ij~. ~7;i~%
DeJ1.verIS~teIR::UD/9
Use'l'~.is...""lJt~i!e;jj;.h~p:~~f~~Jwail!(lifjitltY:iif!PQ~~iJ.44d,olfsNS fhe
(]r~~'J1o.9i/Jci?!.4~t}Jl.f$.~/f~oW:::." ,,';'
""i1F:~'Yjl!hlltl<'!ll/lt"'"
:R1d..etStiW~' .
"f',:.,~.".":..,,. .
lJ~!!'
3.
'tmd~~;ltjs bt9lI~t
, ~tRjdge2;O%
,T"' :>_, "",;.' .~. "':;'," .. .. ': .' ,'.. ~
-5:1o/~- Wheat .
. l;'s.i!Wriclf, The .lVh~at ,
'~:fi,wP"4i!Vilkige j
~,,>;: ,~~~t-,.",-:;/~,t~ 'i~~(~y'.'~ _ j
1
Lodging Tax
The 3% Greenwood Village Lodgmg Tax applies to alllodgmg
services furnIshed withm the CIty lImIts TIus IS m addItIOn to the
3 0% Greenwood Village Sales Tax Every funusher of lodgmg
servIces IS reqUIred to collect thIs tax and remIt It to the Village on a
monthly basIs,
Building Materials Use Tax
The Building MaterIals Use Tax applIes to anyone who is performing
construction work which reqUIres a Greenwood Village Building
Permit. The tax is estimated and paId prIor to the issuance of the
building permit. The estImated tax due IS 3% of 60% of the cost of
construction. The first $3,500 00 of buildmg materials IS exempt.
A taxpayer may submIt a written request for refund If it is believed the
lax paId exceeds 3'/r of the purchase prIce paId for buildmg matenals,
No mUnIcipal Sales Tax shall be payable on bUlldll1g materIal
purchases for whIch the BUlldmg Matenals Use Tax has heen paId.
Contractors should proVIde theu suppliers a copy of the BUlldmg
PermIt as proof the appropriate taxes have been paid.
Vending! Amusement Machines
AU)OHt U\\, HHJg i..h lUCiitlng a \'cf.ilhng fi1i.iclunc l-K (til1USC1nCll~ de\; ice iH
Greenwood Village is required to lIcense each machme. LIcense fees
are in lIeu of Sales Tax CIgarette vel1lhng machmes are not allowed m
the Village All mqumes regardmg lIcenses should be thrected to the
Village's Tax SectIon at (303) 4R6-lQl)l)
Property Tax
Greenwood Village Property Tax is collected hy the Arapahoe
County Assessor. Questions regardll1g Property Tax should be
directed to the Adnumstrallon OffIce of the Arapahoe County
Assessor at (303) 795-4651.
Page 4
Audits
Greenwood Village auditors review
the financial records of businesses
for compliance with the Village's
tax laws. A business may be
audited whether or not they arc
licensed with the Village.
In the event your husiness is
selected for audit, you will receive
written notification which
describes the records to be
revjewed. If the scheduled audit
time cannot be accommodated, you
SllOUld contact the auditor
immediately.
Audits are designcd to verify that
appropriate taxes have been paid.
Audits are also intended to help the
taxpayer understand the Village's
tax laws. If your business is ever
audited and you have any
questions, concerns or feel that you
were not given an adcqu;lte
explanation of audit results, please
call (303) 486-8291.
Penalties & interest:
Penalties and interest apply to
audit assessments as well as late or
nonpaYlIlent of taxes. Greenwood
Village realizes that some
situations warrant relieffrom
penalties and interest. Village
Ordipance allows thc. Finance
Director to waive portions of
ass~se4penalties and interest. If
you'~l~eve tfiafWU: h:we a valid
~ason for waiVer, please subIl1~t
your request in writing to:
City of Greenwood Village
Attn: Finance Department
6060 South Quebec Street
Greenwood Village, Colorado 80111
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