HomeMy WebLinkAboutStudy Session Agenda Packet 05-02-16STUDY SESSION AGENDA
CITY COUNCIL
CITY OF WHEAT RIDGE, COLORADO
7500 W. 29th Ave.
Wheat Ridge CO
May 2. 2016
6:30p.m.
Individuals with disabilities are encouraged to participate in all public meetings
sponsored by the City of Wheat Ridge. Call Maureen Harper, Public Information
Officer at 303-235-2877at least one week in advance of a meeting if you are
interested in participating and need inclusion assistance.
Citizen Comment on Agenda Items
~ Staff Reports
2. Active Transportation Advisory Team (ATAT) Update
~ Self-Storage Units
4. Long-term Fiscal Sustainability (Revenues/Fees, Expenses, Capital
Projects) Part 2
5. Elected Officials' Report(s)
ADJOURN to SPECIAL COUNCIL MEETING
TO: Mayor Joyce Jay and Wheat Ridge City Council
FROM: Wheat Ridge Active Transportation Advisory Team (A TAT]
Rachel Hultln, Officer
wratat@gmail.com I www.wratat.org
DATE: May 2, 2016
Thank you for your ongoing support of the 'Mleat Ridge Active Transportation Advisory Team. We are
delighted to share an update on recent activity as well as provide information on efforts in 2016 to connect
more people with opportunities to walk, bike and connect with transit.
About Us
The 'Mleat Ridge Active Transportation Advisory Team (A TAT] is a citizen-led volunteer organization that
works with residents, city leadership, businesses and partner organizations to increase opportunities to walk,
to ride a bike and to connect with transit in Wheat Ridge. We engage our community in education,
awareness and encouragement as well as advocate for funding, proper design and implementation of city
policies supporting active transportation.
Building on the 9 year LiveWell Community Investment Grant to improve Healthy Eating, Active Living in
Wheat Ridge, the A TATs formed in 2014 with the election of 4 officers. We envision a physically and
economically vibrant community where people of all ages and abilities can maintain safe, healthy and
connected lives through easy and equitable access to active transportation options.
Ongoing Activities
• A TATs hold quarterly meetings open to the general public to provide updates on current and
proposed initiatives in addition to bringing in speakers.
• We engage in social media and event outreach to inform our community about opportunities to
support investments In active transportation and to participate In healthy community activities.
• We actively track initiatives and budget items which impact active transportation within the city and
regionally.
• We communicate active transportation opportunities and city accomplishments to the community.
• Our Facebook group (www.WalkBikeRide.netl has 330+ members and averages 2 posts each day.
2015 AccomPlishments
In 2015, we received $1 ,000 in funding from the city to support outreach and activities. Highlights include:
1. Conducted outreach at 6 community events with information on Safe Routes to School, Shared
Road as well as local and regional initiatives.
2. Establis hed Action Teams including SAFE (Safe Avenues For Everyone), Events and Outreach.
3. Colorado Bicycle Summit. 3 ATAT officers and 1 supporting volunteer attended.
4. Hosted 2 Bike to Work Day Stations on The Ridge at 38 with support from several local
businesses, attracting over 140 people from 22 zip codes.
5. Organized National Bike Challenge Team with 57 community members ages 5 to 65+ to
encourage riding locally. We finished in the top 5% of over 2,000 teams from across the country.
6. Conducted 2nd Annual "Wheat Ridge Active Transportation Community Survey" with 202
respondents to solicit input from people who live, work, learn and play in Wleat Ridge; gain insight
from our community on their active transportation awareness, behaviors, challenges and
preferences: and use findings to guide Mure AT AT advocacy and advisory priorities and activities.
7. Bicycle and Pedestrian Master Plan update for 2016. Based on input from the community, we
successfully advocated for an update to the Bike/Ped Master Plan.
8. Organized "What Gets Counted, Counts" week. Supported by 9 volunteers, we conducted
bike/ped counts at 5 locations using data collection standards from the National Bicycle and
Pedestrian Documentation Project. The sites were located at under construction or recently
completed infrastructure projects as well as along the Clear Creek Trail.
9. Successfully petitioned the city to upgrade the crosswalk signal and create a school speed
zone at 44th and Miller after a student was hit by a car crossing in the crosswalk.
10. Hosted the Inaugural "Ride for Reading" in which 6 volunteers delivered 600 books to
Pennington Elementary by bike for a special "Literacy and Healthy Uving Assembly".
11. West Metro Active Transportation Collaborative. Created and co-hosted with Bicycle Colorado
the first ever "West Metro Active Transportation Collaborative· in October which convened
action-capable teams from 5 Jefferson County municipalities and Jefferson County.
12. Presented at the National Walking Summit in Washington DC.
13. Formed the C3 Coalition. Working with Bike JeffCo and the City of Arvada to form the C3
Coalition to collaborate on ways to improve active transportation connections between Wheat Ridge
and Arvada, connecting to Gold Une and Clear Creek Trail.
2016 Activities:
In 2016, we received $1 ,500 from the city to support ongoing efforts to engage, encourage, educate and
celebrate active transportation in Wheat Ridge. Our activities include:
1. Established a partnership with Localworka to allow supporters to receive tax deductions for
their generous support and to allow us to reach more community members and engage more
partners.
2. January: Hosted 2nd Annual State of the City. 40+ attendees gathered for an update on the
city's investment in walking and biking, the ATAT priorities for 2016 and a panel on "Thriving
Communities: Ages 8 to 88" featuring Jeff Gomez [Everritt Middle School Principal].
3. February: Colorado Bike Summit All 4 officers and 2 supporting volunteers attended. Rachel
presented on the "Retrofitting Roads" panel.
4. March -April: Bikes & Books 4 Kids Drive. Thanks to the generous donation of 22 bikes and
scooters by the Wleat Ridge Police Department, we hosted a month-long community drive to get 30
bike for 30 kids and 3 books each for 300 kids. We ended up with 55 bikes and scooters that will be
fixed up and redistributed through Wheat Ridge Schools and Family Tree. Thanks to generous
community partners, we're also able to provide helmets, lights and locks along with the bikes.
5. Apr 19: Open Streets Map Training with DRCOG to train residents on how to add bike routes to
an open-source web-based mapping platform. (19 participants)
6. Apr 26: Walk Audit Training with Jefferson County Public Health to conduct a walk audit of 38th
Avenue west of Kipling and future walk audits across the city. [5 participants]
7. May 13: Ride for Reading. Our 2nd Ride for Reading Event will be on Friday, May 13. Twelve
volunteers will deliver and distribute 900 books to Kullerstrand Elementary for a Literacy & Healthy
Choices event.
8. May -Sept: Be More Thrivey is our 5 month active living encouragement campaign. Building on
last year's success with the National Bike Challenge, this year, we are creating toolkits and prizes to
get schools to form teams to compete for most thrivey. We're also working with AT AT supporters to
finish in the top 2% of teams nationally.
9. Jun -Sept: Cruiser Crawls. Starting in June through September, we will co-host with Localworks
Cruiser CraWls every Thursday to connect people on bikes with local businesses and with one
another.
10. Jun-Sept: Event outreach at Ridge at 38 Criterium, Saints Peter and Paul Festival, Ridgefest
and Friday Night Live.
11. Jun -Oct: Bike Repair Trailer in partnership with Arvada to provide free bike repair, safety
education and encouragement to low SES neighborhoods.
12. Jun 17: West Metro Active Transportation Collaborative will meet again on June 17 to discuss
better cross-municipal and travel shed connectivity for people on foot and on bikes who need to
connect with transit.
13. Jun 22: Bike to Work Day. We will host Awaken with the Force breakfast station at 38th & Pierce
and the 3rd Annual Pedal to Patio at Right Coast Pizza in the afternoon.
14. July 4: Community 4th of July Parade Bike Parade Sponsor
15. Estimated volunteer hours January through April: 27 active volunteers for 225+ hours
16. Estimated leveraged donations
a. $3,700 financial underwriting for Bike to Work Day and Bikes & Books
b. $3,500 in-kind or donations: bikes, books, gift certificates, donated space, food and drinks
17. Community partners:
a. City of Wheat Ridge
b. Wheat Ridge Police Department
c. Localworks
d. Wheat Ridge Cyclery
e. Jefferson County Public Health
f. Jefferson County Public Schools
g. Right Coast Pizza
h. Colorado Plus
i. Rickolis
j. Fide's Grub-n-Tub
k. Twisted Smoothie
I. B&Fnre
m. Propp Realty
n. Genesee Commercial Group
o. Compass Construction
p. Steve Kinney [Remax]
... ~ • #
... ~ ., City of • ~Wheat&_dge ~OMMUN ilY DEVELOPMENT
TO:
THROUGH:
FROM:
DATE:
SU BJECT:
ISSUE:
Memorandum
Mayor and City Council N
Patrick Goff, City Manager~
Kenneth Johnstone, Community Development Director
Lisa Ritchie, Planner II
April 22,2016 (for May 2, 2016 Study Session)
Self-S torage Developments
At a study session on February 22, 2016, City Council discussed self-storage facil ities in Wheat
Ridge. Over the past months, staff received three land use applications for new self-storage
facilities and is seeking direction regarding possible future applications, including whether or not
additional facilities are desired in the City, and what revisions or additions to development
standards could be appropriate. This memo will serve to provide additional information in
response to questions raised by Council and will offer suggestions on possible approaches to new
standards and regulations.
PRIOR ACTIONS:
The zoning code has included mini-warehouses for inside storage as permitted uses in the
Commercial-Two (C-2) and Industrial-Employment (I-E) zone districts as far back as 1973. The
City's Architectural and Site Design Manual was updated in 2012 to address design requirements
fo r building types that are heavy commercial/light industrial in nature, but the applicability to
self-storage facilities was not specifically evaluated at that time.
FINANCIAL IMPACT:
No direct impact
BACKGROUND:
As di scussed in the first memo provided in February, there are currently two self-storage
facilities in operation in the City: a Public Storage located at 1235 1 W. 44th Avenue, and a
Public Storage located at 6 161 W. 481h Avenue. In roughly 2009, a self-storage facility was
demoljshed to make way for the relocated 1-70 on and off ramps near 44th A venue and Tabor
Street. Beyond the City itself, there are a number of self-storage facilities located in close
proximjty to Wheat Ridge, including a facility at 271h and Sheridan in Denver, and at least six
facilities between the City's northern border and 581h Avenue in other jurisdictions.
The Community Development Department has received three three land use applications for new
set f-storage developments since October 2015. One has since been approved at 490 I Marshall
Street, and the oth er two are still under consideration and will be reviewed by either Planning
Study Session Memo -Self-Storage Facilities
May 2, 2016
Page2
Commission or City Council at upcoming public hearings. Due to the quasi-judicial process that
is underway on these applications, this memo will not provide detai ls regarding these specific
proposals.
RECOMMENDATIONS:
At the previous Study Session. City Council identified the following items that should be
evaluated further with respect to self-storage facilities:
• An evaluation of what may be an appropriate amount of self-storage development within
Wheat Ri.dge and recommendations for possibl e means to regulate this
• Recommendations for new or revised architectural standards related to self-storage
facilities
The Council also considered operational standards. At this time, staff recommends not including
operational standards in any regulations as, to stafrs knowledge, there are no operational
concerns that warrant additional means of regulation in any of the current facilities.
Appropriate level of self-storage availability f or Wheat Ridge
One of the desires expressed by City Council was to try and determine an appropriate level of
self-storage for Wheat Ridge businesses and residents, and in tum, not exceed this in order to
become a regional provider of self-storage. Detennining the exact need for Wheat Ridge now
and in the future is difficult without the completion of a market study. Short of this, there are a
few options staff has utilized to begin to develop what may be an appropriate level of service.
The Self Storage Association, an industry non-profit trade organization, published a fact sheet in
July 2015 that provides infonnation about the industry. It is provided as an attachment. The
group indicates that there currently is 7.3 square feet of self-storage space for every American,
and that 9.5% of all households currently rent a unit. If all three appli cations are approved
( 195,375 square feet in total), in addition to what is currently built ( 144,558 square feet), there
would be approximately 339,933 square feet of self-storage. Based on an estimated population
of 3 1,000, this would result in I 0.9 square feet of self-storage space per Wheat Ridge resident.
This analysis does not conclude that the market need wi ll be met if all three are approved and
constructed, but it does provide one point of data to begin assessing the supply and demand for
self-storage.
lf additional analysis is desired in the future, following the approval and construction of the
proposed developments, occasional inquiries could be made regarding vacancy rates at each
project. Again, this would provide just one data point used in a bigger analysis, recognizing that
price point, hours of operation, type of storage units offered and other considerations play into
vacancy rates.
Separately defiuiug differellt types of facilities
In order to better craft architectural standards and to recognize that different types of facilities
may be more appropriate in certain areas than others, staff recommends separately defining the
two common types of self-storage facilities. The first category would be for the type of facility
that currently exists in Wheat Ridge which consists of a set of single story structures with
2
Study Session Memo -Self-Storage Facilities
May 2, 2016
Page3
exterior doors that have units with drive up access. This memo wi ll refer to this use as an
"exterior unit access faci li ty". The other category would be for a single or multi-story structure
that has all units accessed from interior hallways, is climate controlled, and commonly has higher
quality architecture, referred to in this memo as an "interior unit access facility".
Interior Unit Access Facility, representative photo:
3
Study Session Memo -Self-Storage Facilities
May 2. 2016
Page4
Zo11iug Regulatio11s
As noted in the February 22nd memo, self-storage facilities are pennitted by-right in the C-2 and
I-E zone districts, and potentially in other Pl anned Commercial or Planned Industrial
Developments. The C-2 zone district is established to provide for areas with a wide range of
commercial land uses which include office, general business, more intensive retail sales,
wholesale businesses, and light manufacturing. The intent of the I-E zone district is to allow
light industrial and commercial uses that support employment.
Staff has evaluated options for modifications to the zoning regulatio ns that could limit excessive
proliferation of self-storage facilities, and provides the following options for Council 's
consideration:
• Adopt a buffer distance that prohibits any new facilities from locating within a certain
distance of an existing facility. Consideration should be given if a buffer would appl y to
botll types of faci lities, and whether the measurement of the buffer is between any self-
storage facili ty or between facilities of the same type. Staff has provided an attachment
illustrating what this could look like.
In addition to the consideration of a buffer, staff requests direction related to the use charts in the
zoning code. The changes below could be done in addition to a buffer provision, or instead of a
buffer provision.
• Allow both facility types in the 1-E zone district, and allow onl y the interior unit access
facility type in the C-2 zone district. When evaluating the presence of C-2 zoning in the
City, staff notes that these parcels are generally smaller and are more commonly located
along the higher visibility commercial corridors, including 44111 A venue, Harlan Street,
and Ward Road. It may be appropriate to allow the interior unit access faci lity in C-2 as
the City could require higher quali ty architecture and it bas a more compact, efficient
footprint. It should also be noted that interior w1it access facilities generally are used to
store higher value content and greater business support services such as medical and legal
records, which is more consistent with other allowed uses in the C-2 zone district.
• Allow both facility types in the C-2 and 1-E zone districts (consistent wi th the zoning
code as it is currently).
• Prohibit both facility types in the C-2 zone district, but continue to allow both in the I-E
zone district.
Architectural Sta11dards
City Council expressed interest in improving the architectural standards related to self-storage
facilities. Currently, staff reviews development proposals fo r compliance with architectural and
site design standard s set forth in the Architectural and Site Design Man ual (ASDM). This
manual is a set of regulations adopted by the City by reference in the zoning code; and per
Section 26-224, the Community Development Director has the authori ty to update and amend it.
Staff evaluated the ASDM not only for o pportuni ties to improve the design of self-storage uses,
but also to improve the manual as it applies to all proposals.
The proposed changes outlined below respond to self-storage concems, as well as improve the
4
Study Session Memo -Self-Storage Facilities
May 2, 2016
Page 5
standards of architecture and site design for other projects the City would review. Staff provides
the draft changes for your review and will administratively amend the ASDM if it meets
Council's satisfaction.
Staff recommends changes to the ASDM in the following areas:
• Roo.f(orm requirements/or all building designs. Currently, the ASDM has no
architectural requirements for .rooffonn. Adding a requirement for variable rooflines
and parapet heights should improve the architecture for set f-storage, and all other
development proposals. The proposed regulation is actually consistent with higher
quality projects that the City has already approved, and the new regulation is not
considered overly onerous or difficult to achieve, in staffs opinion.
• Applicabiliry of Heavy Commercial/Light Industrial Standards. Currently, these
standards only apply to fayades that are within 50 feet of a public street, but bas no regard
for visibility of a fa~ade. Staff suggests expanding the threshold for whkh proposals
must comply with the ASDM to include all facades that face a public street, are adjacent
to residential properties, and/or to facades that are visible within 0 to I 00 feet of a public
street. Making these improvements will elevate the design of visible buildings and is
consistent with the City's goal of providing high quality development.
• /rnproved guidelines for overhead roll-up doors. The ASDM currently includes a
guideline, which means the regulation is preferred but not required, that overhead roll-up
doors not be visible from the public street or adjacent residential property. Staff suggests
adding language for architectural enhancement if overhead doors are visible. This could
include canopies, recessed entries, or material variation.
ATTACHMENTS:
I. Buffer map for consideration
2. Draft ASDM Update
5
City of Whelt Ridge
Geogr~phh:
lnform1tlon Services
Self Storage Facilities
.. Proposed
.. Approved
Buffer-in miles
0.25
0.5
0.75
Zoning
.. C-2
.. 1-E
.. PID
N ----A ---::-..=
:::.::::.-::-.::"".::..-=:::--...= ==-..!:::.•.::: .. ~.:.::-.. ~ ~ .:..= ---·---·------==:-..-=--=~----=:-.::.=--.:.: :::=-:::.=:.-=.:=-::_--::.-:.::
.• ~ .. Wtieal~oe
Ciflifl.,.... ..... a.n. .......... Jiilf\...._. .,._ ..... co -.aJ«<C» ...... _
O.a....tOll"-. ....
Attachment 1
CHAPTER 1 -INTRODUCTION
The Architectural and Site Design Manual (ASDM) for the City of
Wheat Ridge establishes a clear blueprint for site development and
architectural standards for commercial, industrial, mixed-use and
multifamily structures. The Manual contains principles, sta ndards,
and guidelines which will provide consistent yet flexible design
guidelines for the City of Wheat Ridge.
1.1 Historical Context
Wheat Ridge had its origins in the silver and gold rush days of
Colorado in the late 1800's. Miners traveled back and forth between
Golden, Black Hawk and Central City through what is now the City
of Wheat Ridge to Denver. Eventually, farmers settled Wheat Ridge
and the routes between Denver and points west became established
as the main thoroughfares we know today. Wheat Ridge became an
incorporated City in 1969.
Wheat Ridge, like many satellite suburban communities, does
not have an historical main street or town center. Residential
development radiated out from Denver and the commercial
activity developed along the main thoroughfares. Today these
thoroughfares remain as Wheat Ridge's main commercial corridors:
W. 38th Avenue, W. 44th Avenue, Sheridan Bouleva rd, Wadsworth
Boulevard, Kipling Street and Youngfie,ld Street.
The City's suburban development pattern has created a diverse and
eclectic character in the community. On the east side of Wheat
Ridge development followed the traditional Denver urban grid
pattern. The development pattern east of Wadsworth Boulevard
is more dense and compact and the structures are older. As
development moved west of Wadsworth, the pattern became
more suburban with curved streets, cu l·de-sacs and lower-density
development. Farther to the west, agricultural uses and a rural
setting and density remain.
Historically, many of the commercial corridors were pleasant, tree-
lined country lanes with smaller scale neighborhood-oriented retail
shops. The proliferation of automobile travel as the main mode of
transportation was at odds with creating pedestrian-friendly and
pedestrian oriented developments. The suburban development
pattern moved buildings from the street edge and placed large
parking lots between the building and street. What were once
small-scale buildings with intimate settings are now disorganized
streetscapes dominated by parking lots, over-scaled signs and
under-utilized or non-existent sidewalks.
Wheat Ridge's commercial corridors provide many benefits to the
Chapter 1 -Introduction
The Wheat Ridge float in a 1914 parade along an
early Denver streetscape.
Wheat Ridge's first post office, now preserved in
the Wheat R.idge Historical Pork.
Wheat Ridge Architectural and Site Design Manual
Attachment 2
Chapter 1 -Introduction
The Architectural and Site Design Manual
(ASDM) is intended to promote quality
new development, especially along major
commercial corridors such as 38th Avenue,
shown above.
City and surrounding neighborhoods. These corridors serve as
gateways into the City and establish the image of the City. They
provide service, shopping, dining, cultural and entertainment
opportunities for residents of the adjacent neighborhood, the city
and the region. Business activity along these corridors provides
a significant tax base for the City. Through thoughtful design, t he
corridors can connect the residential neighborhoods and add to a
sense of community pride.
1.2 Purposes of the ASDM
Much of the City's current zoning code is focused on ''greenfield''
development-development of open, undeveloped land. The size of
properties and proximity of the commercial corridors to residentia l
neighborhoods in Wheat Ridge, a City that has little undeveloped
land left, is not conducive to greenfield development. Today, the
major development opportunities in Wheat Ridge's commercia l
areas are redevelopment-oriented, making many aspects of the
current zoning regulations difficult to apply.
The purpose of the Architectural and Site Design Manual (ASDM}
is to provide effective design and planning guidance for the design
and physical appearance of Wheat Ridge's commercial, industrial,
mixed-use, and multi-family residential buildings and sites. If
this purpose is fulfilled, Wheat Ridge's commercial corridors will
become more attractive and successful and Wheat Ridge will
become a more desirable, livable city for residents, businesses and
visitors. Quality design and planning will provide a positive image,
vibrant environment, and increased revenue to the City.
The manual is intended to:
• Bring about greater consistency and predictability in the City's
design review process
• Build upon the rules and regu lations of Chapter 26 Zoning and
Development of the Wheat Ridge Code of Laws
• Implement the directions outlined in the City's Neighborhood
Revitalization Strategy and Comprehensive Plan, Envision
Wheat Ridge.
The ASDM is not intended to preclude an individual planner or
architect's creativity. This manual presents important, but general,
design concepts. It is intended to address site and architectural
design; two aspects of development which are largely ignored in
the City's traditional zone districts.
The City has adopted several subarea plans which address future
development for a particular area of the City. These subareas
are unique in cha racter, and present different development and
redevelopment opportunities. Subarea plans may suggest or
2 Wheat Ridge Architectural and Site Design Manual
recommend specific design themes or inclusion of an area into one
of the overlay districts shown on Figure 2-1. The requirements of
this manual may be modified in specific areas of the City through
additional overlay zones.
1.3 Goals of the ASDM
This manual is intended to encourage:
1. Creative site and building design that creates unique and
sustainable places.
2. Site and building design that balances traffic needs with those
of pedestrians and adjacent land uses.
3. Buildings and landscaping that contribute to the physical
definition of streets and sidewalks as civic places.
4. Building design that acknowledges that uses within buildings
may change over time, while the form of the building and
its relationship to the street is more enduring. Therefore the
placement, form and design of buildings are integral and
important aspects of regulating community development.
5. New buildings that relate to any positive established character
of adjacent existing buildings and streetscape design elements.
6. Building and site design that creates a consistent edge to the
street and sidewalk, thereby encouraging pedestrian activity.
7. Pedestrian-friendly site and building design and convenient
pedestrian access from the public right-of-way to each business.
8. Buildings with visual interest and human scale through the
use of architectural elements such as mass, bulk, height, entry
features, articulation and fenestration of facades, materials,
texture, detail, and color.
1.4 ASDM Contents
In addition to this introductory chapter, the ASOM includes the
following:
• Chapter 2 -Overlay Areas. Some design standards apply
to certain areas of City based on inclusion in a design overlay.
Chapter 2 establishes three design overlay districts.
• Chapter 3 -Site Design. Site design includes consideration of
building orientation, parking layout, open space design, and
screening. Many of the site design requirements in Chapter 3
are determined by the property's overlay district.
• Chapter 4 -Building Design. Building design includes
materials, facade design, transparency, and screening. Chapter
4 provides guidance on building design based on the building's
type, or use.
• Chapter 5 -Sign Design. Sign regulations are established
in the zoning code but Chapter 5 provides supplementary
guidance for freestanding signs, walls signs, and sign lighting.
• C hapter 6 -Definitions. Terms that are used throughout the
ASDM are defined in Chapter 6.
Chapter J -Introduction
Archftectural and Site Design Manual
(ASDM) encourages quality architecture and
site design thdt creates-o pedestrion1riend/y
environment.
Wheal Ridge Architectural and Sife Design Manual 3
Chapter 1 -Introduction
Design Principles: establish
des1gn goals that the standards
and guidelines are created to
ach1eve.
Design Standards: give specific
direction for fulfilling a design
principle. Compliance is
required.
Design Guidelines: suggest
additional measures for fulfilling
the design principle. Compliance
is encouraged.
Chapters 3 through 5 contain three levels of guidance:
Design Principles: the principles establish design goals that the
standards and guidelines are created to achieve. Compliance with
design principles must be achieved to gain approval of the site and
building design.
Design Standards: typically indicated by "shall," design standards
give specific direction for fulfilling a design principle and they
require compliance.
Design Guidelines: typically indicated by "may," design guidelines
suggest additional measures for fulfilling the design principle. The
guidelines are not required but are highly recommended.
This manual contains photographs and illustrations which should
provide direction and clarity. Where the text in the manual and
graphics conflict, the text shall control.
1.5 Applicability
This design manual applies to building and site design on private
property throughout the City. Specifically, there are three factors
that determine the applicability of the ASDM: project type, building
use or type, and design overlay district.
Project Type
The ASDM applies to the following three types of projects:
• New buildings
• Major additions
• Facade improvements
A major addition is defined as development or redevelopment that
increases existing building squa re footage by 50% or more. In the
case of major additions, the manual shall apply where practical. For
example, it may not be feasible to meet the build-to requirements
if the existing building is setback from the front property line.
For facade improvements and additions to an existing building,
the manual shall apply where practical. For example, it may not be
possible to meet all requirements for facade articulation or ground
floor transparency given the existing facade design.
Overlay District
Some of the site design requirements in Chapter 3 apply based on
the location of property within one of three design overlay areas:
• Traditional
• Contemporary
• Suburban
4 Wheat Ridge Architectural and Site Design Manual
The overlay areas recognize that the character of the built
environment varies throughout the City. Descriptions of the three
overlays are provided in Chapter 2..
Building Type
Building design requirements in Chapter 4 apply based on the
use or type of the building. For simplicity, this manual organizes
architectural requirements into three categories of building type:
• Commercial/Retail and Mixed Use
• Heavy Commercial/Light Industrial
• Multifamily Residential
Definitions of Building Types:
Commercial/Retail: buildings that house commercial or retail uses
such as office, restaurants, or any type of retail.
Mixed-Use: buildings that combine commercial/retail and
residential uses.
Heavy Commercial/light Industrial: buildings that house uses such
as car or truck repair, warehousing, mini-storage, or flex/office
space.
Multifamily Residential: buildings with three or more residential
units.
Cases Where the Manual Does Not Apply
The manual specifically does not apply to the following:
• Single-and two-family homes,
• Property in a mixed use zone district,
• Property in an agricultural zone district, and
• Property in a planned development zone district for
which the planned development contains standards
which explicitly supersede this manual.
Relationship to Zoning
The manual is intended to work in concert with a property's
underlying zoning. Where there is conflict between the zoning
regulations and this manual, this manual shall toke precedence.
For example, if the property is in an overlay that req uires a build-
to zone close to the front property line but the underlying zoning
requires a large front setback, the build-to in this manua l shall
apply.
Streetscape Improvements
The ASDM only applies to building and site design on private
property. For streetscape improvements that may be required in
the right-of-way adjacent to your property, please see the Wheat
Ridge Streetscape Design Manual, available on the City's website
and in hard copy at the Community Development Department.
Chapter 1 -Introduction
ASDM Applicability
This manual applies to the
follow1ng project types:
~ New build1ngs
~ MaJor additions
~ Facade 1mprovernents
Tim manual does not apply to the
follow1ng:
x S1ngle -and two-family homes.
x Property in a mixed use zone
d 1st rict,
x Property in an agricultural zone
clistnct, and
x Property in a planned
development zone d1strict
for which the planned
development contams
standards which explicitly
supersede th1s manual.
Wheal Ridge Architectural and Site Design Manual 5
Chapter 1 • Introduction
How To Use This Manual
Figure l .l -How to Use the Architectural
and Site Design Manual {ASDM).
1.6 How to Use this Manual
To use this manual, you will need to:
1. Determine Applicability • Does this Manual Apply?
The manual applies to the following project types:
• New buildings
• Major additions
• Facade improvements
Please refer to Section 1.5 above for the list of cases in which the
manual does not apply (such as single-and two-family homes and
properties with agricultural or mixed-use zoning).
2. Determine the Overlay Area -What is my Overlay Area?
Refer to Chapter 2 and the Overlay Map (Figure 2.1) to determine
which overlay area applies:
• Traditional
• Contemporary
• Suburban
3. Determine Applicable Site Design Requirements
Chapter 3, Site Design, applies to new buildings and major additions.
It does not apply to facade improvements. Most requirement s in
the site design chapter will depend on your project's overlay area.
4. Determine Applicable Building Design Requirements
Chapter 4, Building Design, applies to each of the three project
types -new buildings, major additions, and facade improvements.
Requirements will depend on the building type:
• Commercial/Retail and Mixed-Use
• Heavy Commercial/Light Industrial
• Multifamily Residential
5. Determine Applicable Sign Design Requirements
Chapter 5, Signage, applies to new signs that are part of any project
type -new buildings, major additions, or facade improvements -for
all building types except multifamily.
1.7 Review Procedure
In order to ensure compliance with this manual, all applications will
follow the below review procedure.
A. Pre-Application MeeHng
A pre-application meeting with the City's development review staff
will be required for all proposed development other than single-or
two-family residential homes. At the pre-application meeting, staff
will provide assistance to the applicant and clarify the principles,
goals, standards, and guidelines from the ASDM that are relevant
to their project. If staff determines that major adjustments to the
6 Wheat Ridge Architectural and Site Design Manual
concept design are needed, a follow-up pre-application meeting
may be required.
Staff will provide a written record of the pre-application meeting
and provide it to the applicant(s) or agent of the applicant(s).
The meeting and written record will include guidance as to
which subsequent submittals, such as Site Plan Review, land Use
Applications, and Building Permit Applications are required.
The following items must be submitted to City staff prior to the pre-
application meeting:
1. Generallnformation:
• Project title and location;
• Written request and description of project;
• Date of submittal;
• Contact information for applicant(s) and consultants.
2. Site plan:
• To-scale drawing of existing and proposed conditions;
• location of required setbacks for buildings and parking;
• location of all driveways, parking areas, and pedestrian
walkways;
• location (footprint) for all proposed structure(s) with
entrances identified;
• location and type of outdoor storage and/or trash
disposal facilities;
• location and dimensions of all signs including setback
dimensions;
• Location, size, and number of parking spaces to be
provided, including handicapped spaces.
3. Concept architectural elevations:
• Preliminary elevations of any proposed structure(s) or
additions to existing structure(s) with notations as to the
types of materials and colors;
• Preliminary elevations of any accessory structures
including trash enclosure s.
4. Concept landscape plan:
• General location of trees, shrubs, groundcover, screen
walls, fences, retaining walls or other site landscape
features.
5. Any other information as determined at the pre-application
meeting.
B. Application Review
At the pre-application meeting, staff will inform the applicant what
application(s) will be required for the proposed development in
order to ensure compliance with this manual. Most projects with
new construction or major additions will be required to complete
the Site Plan Review Process, which is outlined in Section 26-111
Chapter 1 -Introduction
Review Procedure
Figure 1.2 • Review Procedure. This diagram
shows the Steps In the review procedure to
ensure compliance with the Architectural
and Site Design Manual (ASDM). Depending
an the project, additional steps and/or land·
use applications, such as o subdivision or
rezoning, may also be required.
Wheat Ridge Architectural and Site Design Manual 7
Chapter 1 -Introduction
of the Wheat Ridge Zoning Code. The Site Plan Review will ensure
compliance with the ASDM and zoning prior to Building Permit
application.
Most facade improvements and some additions will only be
required to submit a Building Permit application and will not have
to complete the Site Plan Review process. For either a site plan or
building permit application, the applicant will be required to include
a written narrative explaining, in general terms, how the proposed
project complies with the ASDM design principles and standards.
1.8 Varying from the Requirements
The requirements listed in this manual shall not be completely
waived . The requirements are structured in a manner to provide
some latitude for site and building design. Only a few requirements
are exact, such as the build-to requirements in the traditional and
contemporary overlays. For these 'exact' regulations, and only
these 'exact' regulations, the variance process in Section 26-115
of the Wheat Ridge Code of Laws applies. A variance cannot be
processed for anything specifically prohibited in this manual. For
instance, a requirement exists which prohibits parking between the
building fa~de and front property line in the traditional areas. This
is not eligible for a variance.
8 Wheat Ridge Architectural and Site Design Manual
CHAPTER 2 -OVERLAY AREAS
The City contains three overlay areas: traditional, contemporary,
and suburban. Many of the design standards and guidelines in this
manual will vary depending on the overlay. Please refer to the
Overlay Map, Figure 2.1, to find the overlay area that applies to
your property.
2. 1 Traditional Overlay
The traditional overlay applies to those portions of the City where
a vibrant, walkable environment is most important. Traditional
areas are envisioned to have an attractive, pedestrian-friendly
environment. This overlay has the strictest build-to requirements
to encourage a consistent street edge where buildings line the
sidewalk and pa rking areas are located behind or beside the
building.
2.2 Contemporary Overlay
The contemporary overlay applies on commercial corridors where
a walkable environment is desired but where greater flexibility for
the placement of buildings and parking lots is sensible. It promotes
site design that makes buildings visible from the street but utilizes
a greater build-to range than the traditional overlay.
2.3 Suburban Overlay
The suburban overlay applies everywhere that t he traditional and
contemporary overlays do not. In these areas, buildings must meet
the required front setback pursuant to the property's zoning in
the Wheat Ridge Code of Laws. If redevelopment of a commercial,
industrial, mixed-use, or multi-family property occurs within the
suburban overlay, the owner may request to be included within
either the traditional or contemporary overlay and comply with the
build-to requirement for that overlay. If the property does not meet
the requirements for inclusion into one of the overlay areas and the
front setback required by the zoning cannot be met, the applicant
may request a variance pursuant to Section 26-115 of the Code of
Laws.
2.4 Inclusion In an Overlay Area
Properties are shown in a particular overlay area (traditional,
contemporary or suburban) in Figure 2.1. Where a property owner
wishes to apply the standards of a different overlay, a written request
must be submitted to the Director of Community Development.
Additionally, the Director can, at his or her sole discretion, include
a property in an overlay area. A property can be included into
an overlay area based upon adjacency to other areas, recent
development trends or recommendations in an adopted subarea
plan. The Director also has the ability to Interpret the overlay area
Chapter 2 • Overlay Areas
Traditional Overlay Example. This image
shows the pedestrian-friendly streetscape,
~ith buildings placed dose to the street, that is
encouraged within the Traditional Overlay.
Contemporary Overlay Example. This image
shows an example of a large-scale retailer where
the building is placed close to the str:eet with
parking to the side, which is encouraged in the
Contemporary Overlay.
Wheat Ridge Architectural and Site Design Manual 9
Chapter 2 -Overlay Areas
map (Figure 2.1) which identifies the separate overlay areas.
1 0 Wheat Ridge Architectural and Site Design Manual
CHAPTER 3 -SITE DESIGN
This Chapter contains design principles, standa rds, and guidelines
that pertain to site design. Standards or guidelines that apply to
a particular overlay will note t hat overlay in bold (e.g. Traditional
Overlay). All other design standards and guidelines shall apply in all
overlay areas. Please refer to the Overlay Map, Figure 2.1, for the
overlay that applies to your property.
3. 1 Pedestrian Connectivity
Sites shou ld be designed to accommodate a safe and convenient
system of travel for pedestrians. This includes connections within
the site as well as to adjacent streets. For requirements related
to sidewalks, streetscaping, and bicycle facilities on public streets
please refer to the Wheat Ridge Streetscape Design Manual and
the Wheat Ridge Bicycle and Pedestrian Master Plan.
Design Principle: A connected, continuous pedestrian sidewalk
system makes pedestrian activity more convenient and safe.
Pedestrian travel should be incorporated into the design of each
site with a network of walkways into, across, and through the site.
Design Stondords:
1. The streets, bikeways, paths and trails of adjacent
neighborhoods shall be extended into the proposed
development.
2. Continuous, wide pedestrian sidewalks shall connect to the
main entries of all buildings to promote a safe, pleasant
walking environment. Walkways shall connect the main
entrance of each building to sidewalks on the street .
3. Pedestrian walkways shall be continued across driveways and
drive aisles in parking lots. All pedestrian walkways shall be
clearly defined and separated from parking areas.
4. Pedestrian walkways shall be constructed to minimum
industry standards.
Design Guidelines:
5. Pedestrian walkways internal to the site are encouraged to be
at least five feet in width.
6. Detailed accents such as brick, flagstone, scored or colored
concrete are encouraged at main entrances of buildings to
delineate and accentuat e the pedestrian travel way into the
building.
7. Where pedestrian walkways cross parking lots or drive aisles,
enhanced paving, such as patterned concrete, is encouraged
to provide for pedestrian safety.
Chapter 3 -Site Design
Pedestrian Connectivity. Pedestrian walkways
ore require.d to continue across drive aisles and
driveways.
Wheat Ridge Arc hitectural and Site Design Manual 1 1
Chapter 3 -Site Design
Building Entry Placement. Building entrances
oriented to the street create o pedestrian-friendly
environment.
PRIMARY STREET FRONTAGE
= 0-12' Build-To Area
! :: :1 .,. Property Unes
Figure 3.1 -Build-To For Traditional Overlay.
At least 60% of the property's frontag_e on the
primary street must contain a building within
the required O·U foot build-to area.
3.2 Building Entrance Placement
Design Principle: Building entrances should be oriented toward
the street to create convenient pedestrian access and encourage
an active, attractive streetscape.
Design Standards:
1. Traditional Overlay: each building shall have at least one main
public entrance that faces an adjacent street or public open
space. For corner lots with more than one frontage, the entry
may be oriented toward the corner.
Design Guid elines:
2. Contemporary and Suburban Overlay: each building is
encouraged to have at least one public entrance that faces an
adjacent street or public open space.
3.3 Building Placement: Build-To Areas
Design Principle: Buildings should be placed close to the street to
promote an interesting and pedestrian-friendly street environment.
Build-to areas establish a zone close to the front property line within
which a building should be located. The build-to requirements shall
not preclude the ability to access parking to the side or rear of
buildings.
Design Standards:
1. Traditional Overlay: a 0-12 foot build-to area shall apply to
60% of the primary street frontage. This means that at least
60% of the property's frontage along the primary street must
be occupied by buildings within the 0-12 foot build-to area
(see Table 3.1 and Figu re 3.1).
-For sites with more than one building, the build-
to requirement may be fulfilled by one building or
multiple buildings. Not every building is required to be
in the build-to area as long as at least one structure
meets the build-to requirements.
-For corner lots with more than one street frontage, the
primary street frontage may be reduced to 50% If at
least 25% t he secondary street frontage is occupied by
buildings within the 0-12 feet build-to zone (see Figure
3.2).
-Within the 60% primary street frontage where the
build-to applies, any area between the building facade
and the property line shall be reserved for pedestrian
activity, outdoor seating, plazas, and/or landscaping.
2. Contemporary Overlay: a 0-20 foot build-to area shall apply
to 40% of the primary street frontage. This means that at least
40% of the property's frontage along the primary street must
be occupied by buildings within the 0-20 foot build-to area
12 Wheat Ridge Arc hitectural and Site Design Manual
(see Table 3.1 and Figure 3.3}.
-For sites with more than one building the build-
to requirement may be fulfilled by one building or
multiple buildings. Not every bu ilding is required to be
in the build-to area as long as at least one structure
meets the build-to requirements.
3. Suburban Overlay: there are no build-to requirements and
buildings shall be placed according to the setbacks for the
property's underlying zoning.
The following table depicts build-to requirements depending on (a)
the scope of the project and (b) the applicable overlay.
Traditional Does Build-to
Overlay Apply? Yes
Requirement:
0-12 feet for
60% of the
primary street
frontage (see
Figure 3.1).
Contemporary Does Build-to
Overlay Apply? Yes
0-20 feet for
40% of the
primary street
frontage (see
Figure 3.3).
Suburban Does Build-to
Overlay Apply? No,
refer to zoning
for required
setbacks.
Does Build-to
Apply? Yes
Requirement:
0-12 feet for
60% of the
primary street
(see Figure
3.1), where
Does Build-to
Apply? Yes
0-20 feet for
40% of the
primary street
(see Figure
3.3}, where
practical.
Does Build-to
Apply? No,
refer to zoning
for required
setbacks.
Does Build-to
Apply? No
Requirement:
N/A
Does Build-to
Apply? No
Requirement:
N/A
Does Build-to
Apply? No,
refer to zoning
for required
setbacks.
Chapter 3 -Site Design
i----------------------
J
= 0-12' Build-To At~a
~===!=Property Unes
Figure 3.2 -Build-To for Corner Lot in Traditional
Overlay. For a corner lot, the pl'imary street
frontage within the build-to area may be reduced
to 50% if at least 25% of the seaondacy street
frontage contains a building within the 0-12 foot
build-to area.
.,.._------------------------------I
I
PRIMARY STREET FRONTAGE
~ 0-20· Build-To Area
; --"1 =-Property Lmes .. ___ 41
Figure 3.3 -Build-To For Contemporary
Overlay. At least 40% of the property's frontage
on the primary street must COf!tain a building
within the required 0-20 foot build-to area.
Wheat Ridge Architectural and Site Design Manual 13
Chapter 3 -Site Design
Pari<lng
to side of
building
Pari<ing behind building
Figure 3.4 -Parking Lot Placement. Parking
areas should be placed to the side or bock of the
building.
Figure 3.5-Contemporary Overlay Parking and
Drive Aisle Location. Within the Contemporary
Overlay. vehicular areas are allowed between
the building and the primary street within the
0-20 foot bulfd-to area as long as all screening
requirements are met.
3.4 Parking Placement
Design Principle: Parking lots detract from the pedestrian
environment and should be placed to minimize their view from the
street.
Design Standard s:
1. Traditional Overlay: parking lots shall be placed to the side
or rear of buildings. Within the minimum 60% build-to area
along the primary street frontage, no parking area or drive
aisle is permitted. The remaining 40% of the primary street
frontage may have parking areas or drive aisles, subject to the
screening requirements in Section 3. 7.
2. Contemporary Overlay: parking areas and drive aisles are
allowed within the 40% build-to area, between the building
and the property line, subject to the screening requirements
below in Section 3.7 (see Figure 3.5).
Design Guidelines:
3. Parking lots should be arranged to maximize the connectivity
and continuity of pedestrian walkways and minimize the
distances pedestrians must travel between buildings.
4. Wherever possible, parking lots, drive aisles, and drive-thru
lanes should be placed behind buildings where they are not
visible from the street
3.5 Shared and On-Street Parking
Design Principle: Shared parking and on-street parking should be
utilized to minimize the size and presence of on-site parking lots.
Design Standards:
1. On-street parking on adjacent streets may count toward
minimum required parking. On-street parking must be
approved by Public Works.
Design Guidelines:
2. Shared parking is encouraged, especially within the traditional
overlay. Please refer to the shared parking regulations in
Section 26-SOl.C of the Code of Laws for shared parking
allowances. When adjacent to a City-owned parking lot,
required parking may be accommodated in that lot.
3.6 Parking Lot Design
Design Principle: Parking areas should allow for safe, convenient
pedestrian travel for clients, residents, and/or guests.
Design Standards:
1. Parking lots shall contain clearly defined pedestrian walkways,
differentiated by change in material and/or landscaping, to
14 Wheat Ridge Architectural and Site Design Manual
provide a safe means of travel by foot through the parking
area to the building(s) on site.
2. Parking access drives shall be consolidated to minimize curb
cuts along the street.
3. Within the same development, parking lots shall be
interconnected to allow users to circulate without re-entering
the street.
Design Guidelines:
4. Parking areas should be well Itt to provide security.
5. For residential uses, parking areas should be in safe,
convenient locations for residents and guests. Carports and
garages are encouraged for resident parking spaces.
6. Large parking lots should be divided into smaller segments
and generously planted with shade trees. Landscaped
islands should be used to delineate circulation for cars and
pedestrians.
3. 7 Screening, Buffers, and Transitions
Design Principle: New development or redevelopment should
minimize impact to surrounding properties. Parking lots and drive-
thrus should be de-emphasized and screened from view.
Design Standards:
1. Any parking lot, drive aisle, or drive-thru lane adjacent to
a public street shall be screened with one or more of the
following:
- A minimum 5-foot wide landscape buffer with grass or
other acceptable groundcover and regula rly-spaced
trees and/or shrubs to soften the parking edge.
- A vertical screening device, 30 to 42 inches In
height (and in compliance with the sight triangle
requirements in Chapter 26 of the Code of Laws). The
screening device may be a continuous masonry wall
constructed of stone, brick, or split-face concrete block,
a combination pier and decorative iron railing, or any
other decorative and durable screening device that is
consistent with the materials of the main building.
2. Where a parking lot abuts a property with a residential
use, a minimum 10-foot wide landscape buffer is required
between the parking lot and the adjacent property line. This
width may be reduced to 5 feet if an opaque 6-foot fence or
decorative wall is placed at the property line. In either case,
the landscape buffer shall contain grass or other acceptable
groundcover and trees and/or shrubs at a regular spacing.
Chapter 3 • Site Design
Parking Lot Design. Parking lots must incorporate
clearly defined pedestrian walkways, which should
be differentiated by landscaping and/or change in
material.
Parking Lot and Drive Aisle Screening. A low
screen wall, in combination with a landscape
buffer, demonstrates appropriate screening of
vehicular areas such as parking lots and drive-
thru Iones.
Wheat Ridge Architectural and Site Design Manual 15
Chapter 3-Site Design
Open Space Design. High-quality materials and
amenities create attractive and well-used plazas
and parks.
Open Space Design. Seating areas should be
incorporated into site design.
Design Guid elines:
3. The edges of commercial development should provide a safe,
quiet, and visually pleasant transition to adjacent residential
neighborhoods. large buildings should be located adjacent
to commercial corridors and transition to smaller buildings
closer to residential, low-density neighborhoods. landscape
buffers and screen walls may help ease the transition between
commercial and residential properties.
4. Buildings should be placed so as not to impact the supply of
light to adjacent properties. Building height and scale should
relate to neighboring properties.
3.8 Open Space Design
Please refer to Section 26-502 of the zoning code for minimum
landscape requirements. The standards and guidelines listed below
shall serve as additional requirements, beyond the minimum zoning
requirements, to ensure quality design.
Design Principle: Open space should feature high-quality amenities
and encourage pedestrian activity.
Design Standards:
1. Traditional Overlay: at least two of the following design
elements shall be Incorporated.
2. Contemporary Overlay: at least one of the following design
elements shall be incorporated.
Open space design elements:
-Areas of Congregation: Plazas or courtyards that
contain open eating areas, landscaping, and/or
fountains. Where possible, buildings should be placed
to enclose these spaces on three sides. These areas
shall count toward the minimum required landscaped
area established in Chapter 26 of the Code of Laws.
-Pedestrian Amenities: pedestrian amenities such
as seating areas, arcades, bike racks, benches and
seat walls should be placed on site, close to building
entrances.
-Exterior Art: exterior art may be in the form of
sculptures, statues or fountains. Art should be located
where it is visible form the pu blic right-of-way. Only
approved art objects may be placed in the public right-
of-way.
3. For multi-family residential properties, open space shall
incorporate amenities for play or congregation. Acceptable
amenities include play structures, picnic tables, benches, or
sporting a rea/fields.
4. Subject to approval of Community Development and Public
Works staff, detention areas may be used as open space
16 Wheat Ridge Architectural and Site Design Manual
provided that they are designed to be usable and do not allow
standing water.
Design Guidelines:
5. All open spaces should be designed with quality hardscape
and planting materials. Ornamental trees and other plantings
that provide seasonal interest are encouraged.
6. Open spaces should be oriented to take advantage of
views and sunlight and, where possible, should visually and
physically connect to the adjacent sidewalk.
Chapter 3 -Site Design
Open Space Design. Art such as sculptures and
fountains help to create quality open space.
Wheat Ridge Architectural and Site Design Manual 17
This page is intentionally left blank.
18 Whea1 Ridge Architectural and Site Design Manual
Chapter 4 -Building Design (Commercial/Retail/Mixed-Use)
CHAPTER 4 -BUILDING DESIGN
This Chapter contains design principles, standards, and guidelines
that pertain to buildings design. The applicable design standards
vary by the type of building. The following table outlines how to
identify which standards apply to your project:
Table 4.1 -Building Design categories
Use the type of building to locate the applicable building
design requirements
Building Type Applicable Building Design
Requirements
Commercial/Retail Section 4.1
and Mixed-Use
Heavy Commercial/
Light Industrial
Multifamily
Residential
Section 4.2
Section 4.3
Definitions of Building Types:
1. Commercial/Retail: buildings that house commercial or retail
uses such as office, restaurants, or any type of retail.
2. Mixed-Use: buildings that combine commercial/retail and
residential uses.
3. Heavy Commercial/Light Industrial: buildings that house uses
such as car or truck repair, warehousing, mini-storage, or flex/
office space.
4. Multifamily Residential: buildings with three or more
residential units.
4.1 Commercial/Retail and Mixed-Use
A. Facade Design
Design Principle: Building design should contain significant
interest, level of detail, and human scale. Where these elements
are already present on adjacent buildings, architecture should be
consistent with surrounding buildings.
Design Standards:
1. Facade detail: All building facades visible from a street or
public space shall provide a level of finished architectural
quality and be designed to the human scale. Each facade that
is visible from a street or public space shall incorporate at
least three of the following elements:
-Reveals
-Belt courses
-Cornices
Chapter 4 Applicability
Project Type
~ New buildmgs
~ MaJOr addttions
~ Facade improvements
Overlay
~ Trad itional
~ Contemporary
~ Suburban
Building Type
~ Commerctai/Retaii/Mixed-Use
~ Heavy Commercial/Industrial
~ Multlfamily
Commercial and Mixed-Use Facade Design.
Example of a facade on o mixed-use building
that utilizes articulation, changes In texture, and
other details to areate a quality, human-scaled
design.
Wheat Ridge Architectural and Site Design Manual 19
Chapter 4 -Building Design (Commercial/Retail/Mixed-Use)
Facade articulation. Offsets in the plane of
building facade create visual interest.
,
Facade variation. A large architectural feature
(cupola) creates variation in the facade and
emphasizes the primary entrance.
-Deep overhangs a minimum of 3 feet in depth
-Expression of a structural or architectural repeating
element of least one foot In depth
-Recessed windows and/or storefronts
-Color and/or texture differences
-Articulation of windows and doorways, which may
include sills, mullions, or pilasters that create a three-
dimensional expression
2. Facade articulation: Each facade that faces a street or public
space shall have at least one variation in plane depth, a
minimum of one foot for every 50 linear feet of the length
of the facade. Non-permanent features such as canopies or
awnings will not qualify as variation. Plane depth variation
may be accomplished through elements such as:
-Upper level stepbacks
-Dormers
-Recessed entries
-Porticos
-Recessed windows and/or storefronts
-Offsets in the general plane of the facade including
columns, pilasters, protruding bays, reveals, fins, ribs,
balconies, cornices or eaves.
3. Primary entrance: The primary entry of each building shall be
emphasized through at least two of the following:
-Changes in wall plane or building massing
-Differentiation in material and/or color
-Higher level of detail
-Enhanced lighting
-Greater amount of transparency
4. Facade variation: For facades longer than 200 feet, at least
one major identifying feature shall be incorporated into the
building design. This feature shall be one of the following or a
similar architectural feature that creates visual interest:
-Cupola
-Rotunda
-Spire
-Dome
-Clock
5. Roofform: Roof forms and parapet heights should be varied,
and where appropriate, should emphasize the facade
articulation and variation of building materials. Roof forms
over 50 linear feet shall incorporate at least two of the
following:
-Changes in roof or parapet height
-Decorative cornice or eave treatment
-Differentiation in material and/or color
-Changes in roof type, such as hipped or gabled
rooflines and modulated flat roof lines
20 Wheat Ridge Architectural and Site Design Manual
Chapter 4 -Building Design (Commercial/Retail/Mixed-Use)
Design Guidelines:
6. For buildings taller than one story or setback 20 feet or more
from the street, changes in plane depth to achieve facade
articulation should be greater than one foot.
7. The character of the facade and overall building design
should relate to positive examples from the surrounding
neighborhood, including existing facades and rooflines.
8. The form and character of an addition should relate to the
form and character of the existing building.
9. Buildings that express a standardized corporate identity are
discouraged.
B. Materials
Design Principle: Buildings should utilize high-quality, durable
materials that create visual interest and give buildings a human
scale.
Design Standards:
1. Primary materials: buildings shall be constructed of durable
materials. Approved materials include, but are not limited to:
-Brick
-Stone
-Integral colored textured concrete block
-Hard coat stucco
-Synthetic brick and masonry materials
Terra-cotta
2. Secondary materials: the following materials are allowed in
limited amounts:
-Architectural metal panels may not exceed 40% of any
facade.
-Smooth-faced concrete masonry units (CMU) may not
constitute more than 25% of any facade.
-Exterior insulating finishing system (EIFS) may be used
as an accent materiat not to exceed 25% of the facade,
subject to the following restrictions:
• EIFS must have a textured finish.
• EIFS may not be utilized below the height of 8
fe.et on any building facade visible from a street
or public space.
• The allowable amount of EIFS may be
consolidated on a facade(s) that does not face
a street or public space provided that the total
amount of EIFS, calculated cumulatively for the
entire building, does not exceed 25%.
3. Prohibited materials: The following materials are not allowed:
-Plywood paneling
-Vinyl and aluminum siding
-Un-articulated large format concrete panels
Materials. Durable materials such as stone
or masonry should be utilized at the base of
the building with secondary materials such
as EIFS above.
Materials. This commercial facade demonstrates
the use of architectural metal as a secondary
material.
Wheat Ridge Architectural and Site Design Manual 21
Chapter 4-Building Design (Commercial/Retail/Mixed-Use)
Material variation. Changes in material and
masonry patterns create a quality building
facade.
Transparency. Windows at the ground level
create o pedestrian-friendly environment.
-Exposed raw concrete
-Solid metal roll-up doors
4. Material variation: All building facades visible from a street
or public space shall have at least one change in material for
each 12 feet (and portion thereof) of wall height. A change
in material must be at least one foot in height. Masonry
patterns, such as headers or rowlocks, can count as a change
of material. Windows, canopies, and doorways will not count
as a change in material.
5. Building additions: The materials used in an addition shall
relate to the materials of the existing building.
Design Guidelines:
6. Building materials should relate to positive examples from
adjacent buildings.
7. Materials with the greatest durability, such as brick or stone,
should be used on ground floor facades that face public
streets and public spaces.
C. Transparency
Design Principle: Facades at the ground level should incorporate
windows to create visual interest and enhance the pedestrian
environment.
Design Standards:
1. Retail or restaurant uses: Where a retail or restaurant use
occupies the ground floor, the facade facing the primary street
shall be at least 60% transparent. All other facades facing a
street or public space shall be at least 30 percent transparent.
2. All other non-residential uses (excluding retail/restaurant):
The facade facing the primary street shall be at least 40%
transparent. All other facades facing a street or public space
shall be at least 25% transparent.
3. Residential uses: Where a residential use occupies the ground
floor, windows shall be provided where appropriate to create
visual interest, while also balancing the need for residents'
privacy.
4. Transparency calculation for all uses: transparency shall be
calculated as the percentage of clear, non-reflective glass
within the area between 3 feet and 8 feet above the first floor
finished elevation.
-Transparent doors and window mullions shall count as
transparent area.
-Structural elements and opaque or reflective glass shall
not be counted as transparent area.
-Glass display cases may count toward transparent
area if they give the appearance of windows and are
maintained with items of interest, including window
22 Wheat Ridge Architectural and Site Design Manual
Chapter 4 -Building Design (Commercial/Retail/Mixed-Use)
display graphics that do not include advertisements.
-For retail or restaurant uses on corner lots, the
minimum transparency required for the primary street
facade may be transferred to the secondary street
fa cade provided that the primary street transparency is
not less than 30%.
Design Guidelines:
5. large areas of glass should be subdivided by mullions, joints,
or similar scaling elements to provide a reasonable level of
scale and detail.
D. Screening -Loading, Service Areas, and Utilities
Design Principle: Service, loading, and utility areas should be
screened from view and minimize impact to surrounding properties.
Design Standards:
1. All loading equipment and service areas shall be adequately
screened and located towards the rear of the building.
2. Rooftop equipment shall be screened with a parapet wall
or similar device that is at least as tall as the item being
screened. The screening element may be shorter than the
equipment only if the equipment is set back so that it is not
visible from the street or adjacent residential properties (to be
demonstrated by drawings by the applicant).
3. Trash enclosures shall be incorporated into the building
design and be fully screened with full wall enclosures or wing
walls that are consistent with the building's materials. Trash
enclosures shall not be located between the building facade
and right-of-way.
4. Screening elements and/or enclosures shall be composed
of forms, materials, and colors that are consistent with the
primary building.
5. All screening elements shall be at least as tall as the object
(e.g. trash enclosure, loading dock, or utility structure) being
screened.
Design Guidelines:
6. Where possible, exterior utility boxes and above-ground utility
installations shall be located to the side or rear of buildings,
and not visible from the street.
Transparency. An example of how o large-
format retailer con utilize windows and gloss
display areas to create on Interesting facade
along the street.
Screen wall. An example of o wing wall used
to screen o utility area on o commercial
building.
Wheat Ridge Architectural and Site Design Manual 23
Chapter 4 -Building Design (Heavy Commerciai/Ught Industrial)
Heavy commercial/light Industrial facade
design. This building, home to o truck repair shop,
demonstrates how quality materials, changes
in plane depth, and street-facing windows can
create an attractive facade.
Facade articulation. This mini-storage facility
uses setbacks In the building facade and
changes In texture and material to create
quality design.
4.2 Heavy Commercial/Light Industrial
A. Facade Design
The following requirements shall apply only to building facades
that meet one of the following conditions:
1. The facade faces a public street and is within 9 to 59 feet of
that public street.
2. The facade is visible to adjacent residential properties.
3. The facade is visible within 0 to 100 feet of a public street.
All other facades are encouraged to follow as many of the below
standards and guidelines as possible.
Design Principle: Buildings serving heavy commercia l and
light industrial uses should include variation and human-scaled
components to prevent monotonous and two-dimensional design
and to contribute to the character of the community.
Design Standards:
1. Facade detail: Each facade shall incorporate at least two of the
following elements:
-Reveals
-Belt courses
-Cornices
-Deep overhangs a minimum of 3 feet in depth
-Expression of a structural or architectural repeating
element of least one foot in depth
-Recessed windows and/or storefronts
-Color and/or texture differences
-Articulation of windows and doorways, which may
include sills, mullions, or pilasters that create a three-
dimensional expression
2. Facade articulation: Each facade shall have at least one
variation in plane depth, a minimum of one foot in depth
for every 100 linear feet of the length of the facade. Non-
permanent features such as canopies or awnings will
not qualify as variation. Plane depth variation may be
accomplished through elements such as:
-Upper level stepbacks
-Recessed entries
-Recessed windows and/or storefronts
-Offsets in the general plane of the facade including
columns, pilasters, protruding bays, reveals, fins, ribs,
balconies, cornices or eaves.
3. Primary entrance: The primary entry shall be emphasized
through at least two of the following:
-Changes in wall plane or building massing
-Differentiation in material and/or color
24 Wheal Ridge Architectural and Site Design Manual
Chapter 4 -Building Design (Heavy Commerciai/Ught Industrial)
-Higher level of detail
-Enhanced lighting
4. Roof form : Roof forms and parapet heights should be varied,
and where appropriate, should emphasize the facade
articulation and variation of building materials. Roof forms
over 100 linear feet shall incorporate at least t wo of the
following:
-Changes in roof or parapet height
-Decorative cornice or eave treatment
-Differentiation in material and/or color
-Changes in roof type, such as hipped or gabled roof
lines and modulated flat roof lines.
Design Guidelines:
5. Overhead roll-up doors should be placed on facades that are
not visible from the public street or visible from an adjacent
residential property. If roll-up doors are visible from t he
street, architectural enhancement shall be provided, such as
canopies, recessed entries, or variation in the surrounding
building materials.
8. Materials
The following requirements shall apply only to building facades
that meet one of the following conditions:
1. The facade faces a public street and is within e to se feet of
that pttblic street.
2. The facade is visible to adjacent residential properties.
3. The facade is visible within 0 to 100 feet of a public street.
All other facades are encouraged to follow as many of the below
standards and guidelines as possible.
Design Principle: Buildings should utilize high-quality, durable
materials that provide variation and visual interest.
Design Standards:
1. Primary materials: each facade shall contain at least 40% of
one or more of the following materials:
-Brick
-Stone
-Integral colored textured concrete block
-Hard coat stucco
-Synthetic brick and masonry materials
-Terra-cotta
2. Secondary materials: the following materials are allowed but
may not exceed 60% of any facade:
-Smooth-faced concrete masonry units (CMU)
-Exterior insulating finishing system {EIFS)
-Metal panels
Materials. Light industrial buildings may use
metal panels, up to 60% of the facade area, in
combination with higher-qua(ity materials such
as masonry.
Materials. Quality masonry creates an
attractive facade for this office-warehouse
building.
Wheat Ridge Architectural and Site Design Manual 25
Chapter 4 -Building Design (Heavy Commerciai/Ught Industrial)
Transparency. An example of windows that
create transparency in the facade of a flex office-
warehouse building.
Screening. An example of a trash enclosure
with materials that ore consistent with the
primary structure.
-Articulated concrete panels
3. Prohibited materials: The following materials are not allowed:
-Plywood paneling
-Vinyl and aluminum siding
-Un-articulated large format concrete panels
-Exposed raw concrete
4. Material variation: Each facade shall include at least three
different materials. A change in color or texture may count as
one material variation. Windows, canopies, and doorways will
not count as a change in material.
Design Guidelines:
5. Building materials should relate to positive examples from
adjacent buildings.
C. Transparency
The following requirements shall apply only to building facades
that meet one of the following conditions:
1. The facade faces a public street and is within 8 to 58 feet of
that p11blic street.
2. The facade is visible to adjacent residential properties.
3. The facade is visible within 0 to 100 feet of a public street.
All other facades are encouraged to follow as many of the below
standards and guidelines as possible.
Design Principle: Facades at the ground level should incorporate
windows to create visual interest.
Design Standards:
1. Each facade shall be at least 15 percent transparent.
2. Transparency calculation: transparency shall be calculated as
the percentage of clear, non-reflective glass within the ground
floor facade.
-Transparent doors and window mullions shall count as
transparent area.
-Structural elements and opaque or reflective glass shall
not be counted as transparent area.
D. Screening -Loading. Service Areas. and Utilities
Design Principle: Service, loading, and utility areas should be
screened from view and minimize impact to surrounding properties.
Design Standards:
1. All loading equipment and service areas shall be adequately
screened and located towards the rear of the building.
2. Rooftop equipment shall be screened with a parapet wall
or similar device that is at least as tall as the item being
screened. The screening element may be shorter than the
26 Wheat Ridge Architectural and Site Design Manual
Chapter 4 -Building Design (Multifamily Residential)
equipment only if the equipment is set back so that it is not
visible from the street or adjacent residential properties (to be
demonstrated by drawings by the applicant).
3. Trash enclosures shall be incorporated into the building
design and be fully screened with full wall enclosures or wing
walls that are consistent with the building's materials. Trash
enclosures shall not be located between the building facade
and right-of-way.
4. Screening elements and/or enclosures shall be composed
of forms, materials, and colors that are consistent with the
primary building.
5. All screening elements shall be at least as tall as the object
(e.g. trash enclosure, loading dock, or utility structure) being
screened.
Design Guidelines:
6. Where possible, exterior utility boxes and above-ground utility
installations shall be located to the side or rear of buildings,
and not visible from the street.
4.3 MuiHfamlly Residential
A. Facade Design
Design Principle: Building design should contain significant
interest, level of detail, and human scale. Where these elements
are already present on adjacent buildings, architecture should be
consistent with surrounding buildings.
Design Standards:
1. Facade detail: All building facades visible from a street or
public space shall provide a level of finished architectural
quality and be designed to the human scale. Each facade that
is visible from a street or public space shall incorporate at
least three of the following elements:
-Reveals
-Belt courses
-Cornices
-Expression of a structural or architectural bay
-Color and/or texture differences
-Articulation of windows, which may include sills,
mullions, or pilasters that create a three-dimensional
expression
2. Facade articulation: Each facade that faces a street or public
space shall have at least one variation in plane depth, a
minimum of one foot for every SO linear feet of the length
of the facade. Non-permanent features such as canopies or
awnings will not qualify as variation. Plane depth va riation
may be accomplished through elements such as :
-Upper level stepbacks
Multifamily facade design. Balconies, changes in
material, and o cornice help to create o quality,
human-scaled facade.
Facade articulation. Changes in plane of the
facade, balconies, rind details such as cornices
prevent monotonous design.
Wheat Ridge Architectural and Site Design Manual 27
Chapter 4 -Building Design (Multifamily Residential)
Facade articulation and building entries. This
building utilizes changes in height, changes in
material, and recessed entries to highlight unit
entries and to create a quality facade.
Materials. Quality materials such as masonry
should be used for multifamily buildings.
-Dormers
-Recessed entries
-Porticos
-Porches, patios or balconies
-Offsets in the general plane of the facade including
columns, pilasters, protruding bays, reveals, fins, ribs,
balconies, cornices or eaves.
3. Primary entrance: The primary entry of each building shall be
emphasized through at least two of the following:
-Changes In wall plane or building massing
-Differentiation in material and/or color
-Higher level of detail
-Enhanced lighting
4. Multiple unit entrances: For buildings with multiple exterior
entrances to multiple units, each unit's entrance shall be
defined through at least one of the following variations:
-Recessed entrance
-Projecting entrance
-Change in height
-Change in material
5. Roof form: Roof forms and parapet heights should be varied,
and where appropriate, should emphasize the facade
articulation and variation of building materials. Roof forms
over 25 linear feet shall incorporate at least two of the
following:
-Changes in roof or parapet height
-Decorative cornice or eave treatment
-Differentiation in material and/or color
-Changes in roof type, such as hipped or gabled roof
lines and modulated flat roof lines.
Design Guidelines:
6. The character of the facade and overall building design
should relate to positive examples from the surrounding
neighborhood, including rooflines, architectural themes, and
building character.
7. If the development contains more than one building, each
structure should be unique in size, height, shape, and roofline
to prevent standardized or formulaic design.
8. Wherever possible, garage doors should be placed so that
they are not visible from the street.
B. Materials
Design Principle: Buildings should utilize high-quality, durable
materials that create visual interest and give buildings a human
scale.
28 Wheat Ridge Architectural and Site Design Manual
Chapter 4 -Building Design (Multifamily Residential)
Design Standards:
1. Primary materials: buildings shall be constructed of durable
materials. Approved materials include, but are not limited to:
-Brick
-Stone
-Integral colored textured concrete block
-Hard coat stucco
-Synthetic brick and masonry materials
-Terra-<:otta
2. Secondary materials: the following materials are allowed as
accent materials. Cumulatively, one or more of the following
materials may not exceed 30% of any facade:
-Smooth-faced concrete masonry units (CMU)
-Cement board siding
-Architectural metal panels
3. Prohibited materials: The following materials are not allowed:
-Plywood paneling
-Vinyl and aluminum siding
-Un-articulated large format concrete panels
-Exposed raw concrete
-Exterior Insulation and Finishing System (EIFS)
4. Material variation: All building facades visible from a street
or public spa ce shall have at least one change in materials for
each 12 feet (and portion thereof) of wall height. A change
in material must be at least one foot in height. Masonry
patterns, such as headers or rowlocks, can count as a change
of material. Windows, canopies, and doorways will not count
as a change in material.
5. For any facade visible from a public street, at least 25% of the
facade shall contain stone, hard coat stucco, brick or a similar
mortar building material.
C. FenestraHon
Design Principle: Windows and openings in the facade provide
visual entrance and interesting facade design.
Design Standards:
1. At least 25% of each facade shall contain openings such as
doors, windows, or balconies.
Design Guidelines:
2. Large windows should be divided with mullions to provide
visual interest.
D. Accessory Structures
Design Principle: Accessory structures such as carports, garages,
and storage units should be designed to be consistent with the
primary building(s) and to avoid monotonous facades.
Materials. Windows create o visually-pleasing
facade.
Garages. Garages and accessory
structures such as carports should be
oriented to foce on alley or rear drive
where possible.
Wheat Ridge Arc hitec tural and Site Design Manual 29
Chapter 4 -Building Design (Multffamily Residential)
Screening. Utilities serving the building
should be fully screened from view.
Design Standards:
1. Accessory structures sha ll be made of materials similar to the
primary structure(s).
2. Accessory structures shall not be located in the build-to area
in the Contemporary or Traditional Overlays and shall not be
located In the front setback area In the Suburban Overlay.
3. When multiple garages or carports are attached as one
structure, there shall be a clear delineation between parking
stalls or garages.
Design Guidelines:
4. Where possible, accessory structures should be placed so
that they are not visible from the street and so that access is
gained from an alley or rear drive.
E. Screening -Loading. Service Areas. and Utilities
Design Principle: Service, loading, and utility areas should be
screened from view and minimize impact to surrounding properties.
Design Standards:
1. All loading equipment and service areas shall be adequately
screened and located towards the rear of the building.
2. All rooftop equipment shall be screened with elements, such
as a parapet wall, that are at least as tall as the item being
screened.
3. Trash enclosures shall be incorporated into the building
design and be fully screened with full wall enclosures or wing
walls that are consistent with the building's materials. Trash
enclosures shall not be located between the building facade
and right-of-way.
4. Screening elements and/or enclosures sha ll be composed
of forms, materials, and colors that are consistent with the
primary building.
5. All screening elements shall be at least as tall as the object
(e.g. trash enclosure, loading dock, or utility structure) being
screened.
Design Guidelines:
6. Where possible, exterior utility boxes and above-ground utility
installations shall be located to the side or rear of buildings,
and not visible from the street.
30 Wheal Ridge Archilectural and Si1e Design Manual
CHAPTER 5 -SIGNAGE
This Chapter contains design principles, standards, and guidelines
regarding the design of signs for retail, commercial, light industrial,
or mixed-use properties. Please refer to the sign regulations for
your zone district in Chapter 26 of the Code of Laws for all signage
requirements, including allowable size and location.
5. 1 Wall Signs
Design Principle: Signs attached to a structure should be human-
scaled and well-designed to contribute to the character of a street.
Design Standards:
1. Building wall signs shall complement the building's
architecture and fit within the architectural features of the
facade so that they do not overlap windows or columns.
Design Guid elines:
2. Innovative and unique sign graphics are encouraged.
3. Projecting signs: Projecting signs are encouraged in the
Traditional Overlay areas. Wall signs and projecting signs are
allowed on the same wall within the traditional overlay.
-Projecting signs that encroach into the right-of-way
must be approved by the Public Works Department.
-Projecting signs should not be located closer than
twenty-five (25) feet apart unless the signs work
together to make a unified and compatible design or
the sign group is integral to the building architecture,
reinforcing a significant building feature such as a
primary entry.
-The structural support of projecting signs should
be Integrated Into the design of the sign, either by
being simple and inconspicuous, or by being creative
in the use of structural elements, lighting, color and
materials.
5.2 Freestanding and Monument Signs
Design Principle: Signage should be scaled to the pedestrian and
minimize the impact of advertising.
Design Standards:
1. The materials of new freestanding signs shall be similar or
closely related to the materials of the primary structure(s).
2. For new development or total redevelopment, freestanding
signs shall be located in landscaped areas.
Design Guidelines:
3. Monument signs, rather than pole signs, are strongly
Chapter 5 -Signage
Wall signs. Pedestrian-scaled wall signs and
projecting signs ore encovraged.
Wheat Ridge Architectural and Site Design Manual 31
Chapter 5 -Signage
Monument sign. Monument signs, rather than
pole signs, ore encouraged to create a more
pedestrian-friendly environment.
Sign typography. For internally fit sign.s, the
typography should be fighter than the sign
background.
encouraged for all new development.
4. Pole signs are strongly discouraged with new development,
unless the development is located within X mile of the
interstate and a highway-oriented sign is proposed.
5. Consolidated monument signage is encouraged in multiple
use developments.
5.3 Sign Lighting
Design Principle: The lighting of signage should be well-designed,
minimize glare, and prevent light pollution.
Design Standards:
1. Flashing or pulsing lights are not allowed. Changeable
message signs shall only be allowed where permitted by the
property's zoning, per Article VII of the zoning code.
Design Guidelines:
2. Internally illuminated, translucent signs should have the
typography lighter than the sign background. Opaque sign
faces with internally-illuminated translucent typography
or internally-illuminated individual channel letters with
translucent faces are acceptable.
3. Sign lighting should be consistent with the lighting of building
elements and storefront lighting.
4. It is encouraged that sign faces be of a darker hue with light
colored text to prevent light glare emitted at night.
5. Signs adjacent to residential neighborhoods should be turned
off after business hours.
32 Wheat Ridge Architectural and Site Design Manual
CHAPTER 6 -DEFINITIONS
The following chapter defines terms used throughout the ASDM . In
the event of conflicts between these definitions and those of the
Wheat Ridge Code, those of the ASDM shall take precedence for
projects with the jurisdiction of the ASDM.
Amenity Zone
An area along the street curb, between the roadway and the
sidewalk, where trees, planters, furnishings and lighting are
arranged.
Architectural Bay
The area between two vertical elements, usually structural
supports, which are usually spaced in repetition.
Articulation
A juncture in the face of a building that generally provides relief in
an otherwise flat surface.
Belt Course
Usually referred to in masonry construction as a continuous row of
a pattern of masonry around the fa~ade of a building.
Build-to Area
An area established adjacent to the primary street frontage where
a building (or portion thereof) must be located.
Character
A viewer's impression of the elements which make up a particu lar
composition of the landscape, trees, buildings, space, furniture,
materials and colors.
Corner Lot
A lot which fronts at least two public streets.
Curb Cut
Any break in the street curb for a driveway which provides vehicular
access from the street.
EIFS
Exterior Insulating Finish System or a synthetic stucco building
material.
Elevation
The exterior face of a building. The north elevation is the north side
of the building.
Chapter 6 -Definitions
Amenity Zone. The area along the street curb
located between the sidewalk and roadway.
Curb cut. A break in the street curb
for a driveway to provide vehicular
access.
Wheal Ridge Architectural and Site Design Manual 33
Chapter 6 -Definitions
Groundcovers. Low-growing plant material
typically used in place of turf.
Hordscope. Exterior ground
surface areas paved with on
impervious material.
Fa~ade
The exterior of a building that faces a street or public space.
Fenestration
The openings (doors and windows) in a building.
Form
The three dimensional shape and structure of a building.
Groundcovers
Low growing plant materials which are typically used in place of
turf in tree lawns and as foreground plants in landscape shrub
beds. Ground covers usually do not exceed 6" in height.
Hardscape
Exterior ground surface areas which are paved with an impervious
material such as concrete or pavers.
Human Scale
Proportions of elements that relate to the size of a human body.
Large Format Retailer
A retail store in excess of 50,000 square feet, also known as a
'big box' store. These retailers often construct large, rectangular
structures which have a standardized design, high ceilings, and
generally little architectural interest.
Luminaires
The light source of a light fixture. Typically located on poles or are
wall mounted.
Mass
The exterior form and shape of a building.
M ajor Additions
Development or redevelopment which increases existing building
square footage by SO% or more.
M edian
A raised island of paving or planting located in the center of the
street dividing the two ways of travel along a street.
Mixed-Use
A development that has a mixture of different uses within its
boundaries. Mixed use developments typically contain commercial
on the ground floor and residential above, or if a one story building,
commercial in front with residential behind.
34 Wheal Ridge Archllecturol and Site Design Manual
Mullion
An upright dividing bar in a window.
Open Space
An outdoor, unenclosed area designed and accessible for recreation,
pedestrian access, or passive leisure. May be hardscaped or
landscaped.
Pedestrian Lighting
Human scale lighting that provides special effects in pedestrian
areas along the street. Typically, lighting fixtures are pole mounted
luminaries, lighted bollards or other low level light fixtures.
Pre-Application Meeting
A meeting between a potential developer, landowner or
representatives or combination thereof and City staff members
to discuss development or redevelopment. The meeting occurs
prior to the submittal of a land use application or building permit
application.
Primary Street
The street toward which a building is oriented. The primary street
for each site shall be approved by the Community Development
Director.
Primary Street Frontage
Th e property line of a parcel which is directly adjacent to and
parallel to the primary street.
Public Space
A physical place accessible to the public including sidewalks, rights-
of-way, parks, plazas, and other publicly-accessible open areas.
Public Street
A street that is owned by the City.
Reflective Glass
Glass that has a percentage of outdoor visible light reflectivity
greater than 19%.
Reveal
A space or an indention in the surface of a building that separates
materials or is used as an accent in the field of the same material.
Right-of-way
The area of the street that is in public ownership.
Chapter 6 -Definitions
Mullion. An upright dividing bar
in a window
Right-of-way. The area of the street under
public ownership.
Wheat Ridge Arc hitectural and Site Design Manual 35
Chapter 6 -Definitions
Sidewalk. A paved surface intended for
pedestrian use.
Scale
The proportions of elements that relate to the street in relation to a
human or automobile. Scale affects the arrangement of streetscape
elements to form spaces that are comfortable for pedestrians and
drivers alike.
Secondary Street Frontage
The property line perpendicular to the primary street frontage. The
secondary street frontage is only applicable for lots with multiple
street frontages.
Sidewalk
A paved surface expressly intended for pedestrian use.
Street
A publicly or privately owned street.
Street Trees
Trees that line the street in a regularly spaced row. They are typically
located within the tree lawn.
36 Wheal Ridge Arc hilec tural and Site Design Manual
Wheat Ridge Architectural and Site Design Manual 37
38 Wheat Ridge Architectural and Site Design Manual
. ' " ...... _ ., City of •
'"fP!'"WheatBi._dge ~OFFICE OF THE CnY MANAGER
Memorandum
TO:
FROM :
Mayor and City Council
Patrick Goff, City Manageslr
DATE: Ap.ril25, 2016 (for May 2, 2016 Study Session)
SUBJECT: Long-tenn F1scal Sustainability
INTRODUCTION:
On March 21, 2016, an initial discussion was held with City Council concerning potential new or
increased revenue sources including, but not limited to a stormwater utility fee. After a general
discussion, consensus was reached to continue the discussion at a future study session(s).
On April 181h the following topics were discussed:
1. A more detailed discussion on stonnwater utility fees including examples of fee
structures from other communities; a review of current unfunded stonnwater
infrastructure projects in Wheat Ridge; and questions for City Council to consider
regarding a potential stonnwater utility fee in. Wheat Ridge.
2. A review of an updated DIRT Taskforce project list
3. A review of asset maintenance expenditures as requested by City Council. Total
maintenance and equipment replacement and repair in 20 16 is budgeted at $6.6 million or
14% of tbe total budget.
4. A review of successful infrastructure ballot questions from other Denver metro area
cities.
At the conclusion of the meetiJlg, Council expressed a strong interest in pursuing this matter
further, and more specifically:
• Creating a "mini" DIRT (Drainage Infrastructure Roads and Trails) Task Force, based on
the past DTRT Task Force (2007) that created a list of projects and a priority ranking.
The purpose of the new task force would be to revise and update the 2007 list, reflecting
completed projects, projects remaining, and other project needs that have arisen since
2007. Council discussed this item fwther on April 25 , 2016, and outlined a process and
timeline for establishing the new task force and an updated list.
• Further discussion regarding the possible creation of a stormwater utility. More
specifically, bow a utility could be structured with regards to rates (i.e., flat rates vs.
tiered structures, etc.), how much revenue might be generated by specific rates and how
the utility would be administered.
On May 2nd, the agenda will include a discussion of the following items:
I. Continuation of the stonnwater fee utility discussion including a summary of the Phase II
Stormwater PrO!,'Tam Preliminary Cost and Utility Analysis conducted in 2004
2. A review of budget cost control measures implemented from 2002 to 2016
3. A review of budget input and education opportunities provided for the public and City
Council between 2002 and 2016
4. Discussion and approval of making appointments to and setting parameters for a new
DIRT Task Force
ATTACHMENTS:
1. Stom1water Utility Discussion memorandum, dated April 27,2016
2. 2002 to 2016 Budget Cost Control Measures memorandum, dated April 22, 2016
3. 2002 to 2016 Budget Input/Education spreadsheet
4. DIRT Task Force Recommendations
"' ~ ' " ... .,. City of .. fP!'Wheat_Ri_dge ~PUBLI C WORKS
Memorandum
TO: Patrick Goff, City ManageJi}
FROM: Scott Brink, Public Works Director
DATE: April 27, 2016
SUBJECT: Stormwater Utility Discussion-Continuation
Introduction
At the April 18, 2016 Study Session the City Council engaged in further discussion with regards
to general infrastructure deficiencies, including stormwater drainage issues and related funding
needs. At the conclusion of the meeting, Council expressed a strong interest in pursuing this
matter further, and more specifically:
• Further discussion regarding the possible creation of a stormwater utility. More
specifically, how a utility could be structured with regards to rates (i.e., flat rates vs.
tiered structures, etc.), how much revenue might be generated by specific rates and bow
the utility would be administered.
Prior to the recent discussions on April 18 and April 25, Council discussed citywide stormwater
and drainage issues and needs on March 2 1, 2016, including possible revenue sources such as a
storm water utiJity. This was essentially a fo llow-up to the study session held on September 14,
2015, where Council engaged in a discussion regarding overall drainage deficiencies and needs
in the City, including a lack of funding available to address these needs. That discussion was
motivated in part by above average precipitation and heavy rainfall events that occun·ed earlier in
2015, along with an overall history and awareness of this issue for many years. Staff
subsequently investigated stom1water utilities in ofher munjcipaJities, presented this information
to Council, and also began an initial process of updating tbe D.l.R.T. Task Force priority list.
Storm Water Utility-Proposed Approach
In order to address both issues (drainage and water quality), including funding needs, the City in
2004 retained the consulting finn of Carter-Burgess to prepare a report that included a list of
estimated project costs and a proposed capital improvement funding mechanism. The fund ing
mechanism proposed at the time was a storm water utility, which a significant percentage of
municipalities in the Denver metro area (and nationwide) have adopted. However, the City
Council at that time elected not to move forward with a utility.
Essentiall y, a stonnwater utiJity provides a means for assessing a monthly or quarterly fee to
properties (citywide), simi lar to other utility fees such as sanitary sewer, water, street lights, or
other services. The fee is typically caJculated on a formula that estimates the contributing runoff
from a property, including the size of a p roperty, su1face type (i.e., percentage of hard surface or
Attachment 1
Stonnwater Utility
May 2, 2016 Study Session
Page 12
turf, etc.). From thi s fonnula, a uni t rate is established and then factored for different rates for
residential, commercial. and other property uses.
When the City initially investigated options for a stonnwater utility several years ago, a monthly
stonnwater utility fee of $2.20 per residential property for over a 30-year period was detennined
necessary to fund essential stonnwater needs, referred to as minimum control measures, based on
meeting the City's obligations under regulations of the National Pollution Discharge Elimination
System (NPDES) and the Clean Water Act.
The minimum control measures are essentiall y as follows:
I. Public education and outreach
2. Publi c participation/involvement
3. Illicit discharge detection and elimination
4. Construction site storm water runoff control
5. Post construction stonnwater management
6. Pollution prevention/good housekeeping for munjcipal operations
Ln order to set a base for setting a fee structure, an extensive analysis of the City using high-
resoluti on satelli te imagery was used to understand the amount of impervious surface on various
types of property usage. A statistical analysis of the impervious area of residential parcels was
perfonned and a median value chosen as the Equivalent Residential Unit, or ERU. The ERU is
the basi s for the utility rate, with one ERU being equivalent to 3,402 square-feet of impervious
area. This is comparable to ERU rates established by other municipalities, based on research.
It was recommended during this analysis that every residential. condo and townhome property be
equal to one ERU. Commercial and other properties would pay a stonnwater utility fee based on
lhe square-foot size of their respective lot's impervious size. For example, a commercial lot with
6,800 sq uare-feet of impervious area would equal h~o ERU's (6,800/3,400 = 2 ERU's.). Based
on previous investigative work by staff, the following table provides a look at what specific ERU
unit fees might generate in estimated annual funds for stonnwater needs, based on present zoning
and land use:
Option Estimated Avai lable Capital Funds Monthly Fee
(In Addition to Minimum Control Measures)
I $500,000 $4.10
2 $1 ,000,000 $6.02
3 $2,000,000 $9.84
Being the overall land usage in the City has not changed significantly since the time of this study,
it is anticipated that these figures would still remain relatively val id. However, staff recommends
updating again should Council wish to continue moving forward. In addition, staff recommends
that non-residential rates be calculated based on the overall area of the property, rather lhan
detailed indi vidual calculations for reasons of consistency and avoiding excessive administrative
time and costs.
A relative cost to commercial properties is detailed below. Sample commercial prope11ies
representing both small and large parcels were chosen to portray what each might pay under this
Storn1water Uti lity
May 2, 2016 Study Session
Page 13
proposed scenario, based on the work earlier performed by Carter & Burgess, Inc. This earlier
work was essemially an es1ima1ed snapshot, and it was nor intended that these rates be used .for
these specific properties until after a more detailed swdy and work '"-'as pe1jormed.
~omrnercial Samples Impervious ERU's Option 1 Option 2 Option 3 Area -sq. ft.
~mall
Amoco Oil Company 23,263 7 $28 $41 $67
Print & Mail 6,150 2 $7 $1 1 $18
Large
Lutheran Hospital 1.718,065 505 $2,071 $3,040 $4,969
Medved Autoplex 348,11 4 102 $420 $616 $1,007
First Bank of Wheat Ridge 118,548 35 $143 $210 $343
The above analysis also required that non-taxable parcels, or "exempt" parcels, be billed a
stonnwater utility fee. AdditionaJ1y, no credits would be applied for Best Management Practices
(BMP's) on commercial lots. This approach was based on information shared by the City of
Lakewood at the time, and a similar approach used by other cities. The philosophy is that the
stonnwater fee is intended to support a variety of items, including managing storm water volume,
maintaining existing facilities, and maintaining a stormwater quality program. Many of these
expenses are independent of stonnwater detention. As a result. there were no accommodations
factored for BMP's or commercial stonnwater facilities.
Billing Costs
Administration of a stonnwater utility would require a billing program: Possible options for
collecting the fee are as follows:
A. ln-House Billing
The City could elect to establish an in-house billing program. ln doing so, all of the accounting,
mailing and receivables would be handled by a City employee. There are several utility billing
software vendors that are capable of providing the necessary product. However, the upfront
costs could be expensive, including utility billing software and license, setting up an account
database, and providing staff training.
B. Outsourced Billing
TI1e City could also elect to outsource its billing program. Companies contacted several years
ago indicated they could produce a customized statement and handle the utility bill mailings.
Fees for this service at the time ranged from $0.55 to $0.65 per account. A lock-box collection
account could also be set up with a bank of the City's choosing, and return payments could
then be collected and consolidated by the bank. Fees for a lock-box service range from $0.17
to $0.36 per account. If the City should choose to receive returned payments, sufficient staff
time would need to be budgeted for this task
C. Outsourced Billing -No Lock-Box
A variation to Option B is to set up the program so that tl1e City receives the returned payments.
This eliminates the Jock-box fee but requires considerable staff tim e to process the payments.
Stonnwater Utility
May 2. 20 16 Study Session
Page 14
D. Piggyback Billing
A fourth option the City couJd consider is to piggyback its stom1water utility onto each of the
various existing water and sanitation district's monthl y bills. No costs are available at this
time.
Based on the earlier in vesti gative work by staff in 2004, the matrix below lists costs relative to
each of the above o pti ons. However, these costs could be higher today and would need to be
adjusted accordingly.
Billing Option and In-House Outsourced Outsourced Piggyback
Estimated Costs Billing Bi lling Billi11g Billing
(w/lock-box) (no lock-box)
Start-up $20,000 $1.100 $1,100 Not A vailabte
Monthly Fee $0 $1,530 $1 ,063
Monthly Materials $899 $0 $0
Monthly Staff $7,000 liQQ $790
Annual Cost with
Contingency (15%) $109,006 $22,494 $25 571
Annual Cost
2016 Dollars $137,416 $28,356 $32,235
Conclusion and Recommendations
As previously stated, attempts to correct and improve drainage deficiencies in tJ1e City of Wheat
Ridge have occurred only as resources have been available and leveraging opportunities have
presented. A dedicated consistent fund ing source for implementing stonnwater and drainage
improvements does not exist despite previous discussions and considerations. Drainage issues
will continue. and even worsen as long as existing infrastructure continues to deteriorate and
critical capital projects addressing drainage are not completed.
At this time, Council is in the process of appointing a citizen committee to update tJ1e DlRT Task
Force priority li st and better assess citywide infrastructure needs (in addition to drainage);
including roadways, bridges, sidewalks. building facilities, parks, programming needs, and
others. Upon completion of this update, Council will have a better idea of overall capital needs.
This information will also enable the City to establish a longer term (I 0-20 year) capital
improvement program, including the identification of priorities and funding needs.
The proposed stonnwater utility fee system and structure as presented in iliis memorandum are
essentially much ofthe same information and investi gative work conducted by staff several years
ago. However, basic infonnation presented is still essentially valid, and is consistent with th e
methods utilized by several other cities. It is recommended that any structure if put in place, be
generally consistent and easy to understand by everyone, and avoid excessive admi ni strative
time and costs. The ERU unit as calculated and presented above is recommended, and a tiered
approach, based on specific zoning and/or land uses based on total acreage (flat rate) rather than
detailed impervious calculations for every non-residential property.
I
I
I
I
I
I
MCM'S AND $500,000 CAPITAL IMPROVEMENT
PROGRAM COSTS AND FEES
TOTAL PROGRAM COSTS
Year 2005 2006
Cost
CIP $500,000 $500,000
MCM's $550,677 $580,667
Billing $23,800 $24,721
lfotal $1 ,074,500 $1 ,105,400
TOTAL PROGRAM REVENUE
Commercial ERU's 12,502
Multi-Family ERU's 1,230
Residential ERU's 8,185
Miscellaneous 334
Total 22,251
Year 2005 2006
ERU's 22,251 22,318
Revenue
!Annual Fee $49.20 $49.20
Monthly Fee $4.10 4.10
Fee Generated $1 ,094,700 $1 ,098,000
Write-Off (98% collection rate) -$21,900 -$22,000
Fee Collected $1 ,072,800 $1 ,076,000
Fund Balance(+ 1% Interest) $0 -$1,700
Year End Ledger -$1,700 $218,900
18
2007 2008 2009
$500,000 $500,000 $500,000
$565,501 $545,173 $566,271
$25,678 $26,671 $27,704
$1 ,091,200 $1 ,071,800 $1 ,094,000
Four-Year Increase 0.0°/c
Annual ERU Growth Rate 0.3o/c
2007 2008 2009
22,385 22,452 22,519
$49.20 $49.20 $49.20
4.10 4.10 4.10
$1 ,101 ,300 $1 ,104,600 $1 ,107,900
-$22,000 -$22,100 -$22 ,200
$1,079,300 $1 ,082,500 $1 ,085,700
$221 ,100 $716,300 $936,300
$709,200 $927,000 $928,000
I
MCM'S AND $1,000,000 CAP IT ALIMPROVEMENT
PROGRAM COSTS AND FEES
troT Al PROGRAM COSTS
!Year 2005 2006
jeost
~IP $1 ,000,000 $1 ,000,000
IMCM's $550,677 $580,667
Billing $23,800 $24,721
~otal $1 ,574,500 $1,605,400
lfOT Al PROGRAM REVENUE
!Commercial ERU's 12,502
,..ulti-Family ERU's 1,230
Residential ERU's 8,185
Miscellaneous 334
~otal 22,251
!Year 2005 2006
ERU's 22,251 22,318
Revenue
!Annual Fee $72.24 $72.24
Monthly Fee $6.02 6.02
Fee Generated $1,607,400 $1,612,200
!Write-Off (98% collection rate) -$32,100 -$32,200
Fee Collected $1,575,300 $1 ,580 ,000
Fund Balance (+ 1% Interest) $0 $800
!Year End Ledger $800 $225,400
19
2007 2008 2009
$1,000,000 $1,000,000 $1,000,000
$565,501 $545,173 $566,271
$25,678 $26,671 $27,704
$1,591,200 $1 ,571 ,800 $1 ,594,000
Four-Year Increase 0.0%
Annual ERU Growth Rate 0.3%
2007 2008 2009
22,385 22,452 22,519
$72.24 $72.24 $72.24
6.02 6.02 6.02
$1 ,617,100 $1,621,900 $1 ,626,800
-$32,300 -$32,400 -$32,500
$1 ,584,800 $1,589,500 $1 ,594,300
$227,700 $728,500 $955,700
$721,300 $946,200 $956,000
n
~
~
~
I
m
I
I
I I
I I
I I
I I
I
I ,
I
I I
I I
I I
I
I i
I I
MCM'S AND $1,500,000 CAPITAL IMPROVEMENT
PROGRAM COSTS AND FEES
trOT AL PROGRAM COSTS
!Year 2005 2006
jcost
ICIP $1,500,000 $1 ,500,000
MCM's $550,677 $580,667
Billing $23,800 $24,721
!Total $2,074,500 $2,105,400
!TOTAL PROGRAM REVENUE
~ommercial ERU's 12,502
~ulti-Family ERU's 1,230
Residential ERU's 8,185
Miscellaneous 334
Total 22,251
Year 2005 2006
ERU's 22,251 22,318
Revenue
!Annual Fee $95.16 $95.16
Monthly Fee $7.93 7 .93
Fee Generated $2,117,400 $2,123,800
~rite-Off (98% collection rate} -$42,300 -$42,500
Fee Collected $2,075,100 $2,081 ,300
Fund Balance ( + 1% Interest} $0 $600
!Year End Ledger $600 $226,500
21
2007 2008 2009
$1 ,500,000 $1 ,500,000 $1 ,500,000
$565,501 $545,173 $566,271
$25,678 $26,671 $27,704
$2,091 ,200 $2,071,800 $2,094,000
Four-Year Increase O.Oo/c
Annual ERU Growth Rate 0.3o/c
2007 2008 2009
22,385 22,452 22,519
$95.16 $95.16 $95.1€
7.93 7.93 7.92
$2,130,100 $2,136,500 $2, 142,90C
-$42,600 -$42,700 -$42,90C
$2,087,500 $2,093,800 $2, 100,00C
$228,800 $732,400 $963,90C
$725,100 $954,400 $969,90(
I
.... ~ • 4
• _ , City of • .. ~Wheat&_dge ~OfFICE OF THE CTTY MANAGER
Memorandum
TO:
FROM:
Mayor and City Council
Patrick Goff, City ManagerDtJ
DATE: April 22, 2016 (for May 2, 2016 Study Session)
SUBJECT: 2002 to 2016 Budget Cost Control Measures
2002 Budget Reduction Program
• Mid-year reduction of General fund budget of approximately $1.4 million consisting
primarily of salary savings, office supplies, travel and meeting expenses and capital
equipment.
2003 Budget Reducti on Program
• General fund budget reduced by approximately $1.4 million compared to 2002 budget
primarily consisting of reductions in the following areas: staffing, employee training,
temporary personnel, overtime, conference and meetings, defennent of building
maintenance and technology improvements, crossing guard program, street sweeping,
right-of-way maintenance, forestry program, floral displays, etc.
• Elimination of 15 .75 full-time equivalent (FTE) positions increasing customer service
response times primarily in Public Works. Community Development and Parks and
Recreation.
2004 Budget Reduction Program
• General fund budget reduced by approximately $400,000 compared to 2003 budget,
primarily increasing building permit, building inspection, and land use case review times,
elimination and reduction of school resource officer program, traffic enforcement, park
security and patrol, general City Hall receptionist services, Senior Center services, teen
programming, tree program, etc.
• Elimination of 19.75 FTE positions, increasing customer service response times in all
departments.
2004 Blue Ribbon Panel
• Committee commissioned by City Council charged with providing an independent
analysis of the City's current fiscal challenges and fonnulating and making
recommendations to the City Council for fi scal stability. Eight primary recommendations
were made to increase revenues and control costs. An increase of I% to the City's sales
and use tax rate was proposed which was approved by the voters in November 2004.
Attachment 2
2009 Budget Reduction Program
• General fund budget reduced by approximately $1.7 million compared to 2008 budget,
primarily consisting of deferment of capital infrastructure projects, vehicle replacements,
technology upgrades, building maintenance, and reduction in WR2020 funding and City
planning efforts.
2009 Citizen Budget Oversight Committee
• City Council fonned the Citizens' Budget Oversight Committee to evaluate and make
recommendations on cost-cutting and future possible revenue streams.
20 I 0 Financial Checkup
• The financial checkup utilized eighteen indicators covering areas such as revenues,
expenditures, cash liquidity, and w1restncted fund balance ratio as well as other key
indicators to identify significant trends and "red flags" that may impede long-tenn
financial stability. The checkup analyzed the C ity's financial statements for the years of
2005 to 2009. The checkup concluded the City was managing its finances in a prudent
manner but recommend the development of a debt policy and an unrestricted fund
balance policy whjch were both subsequently adopted by City Council.
2012 Priority Based Budgeting
• A third recommendation from the financial checkup was for the City to take its budgeting
process to the next level. The City's former approach to budgeting was the traditional
incremental budget-each annuaJ budget is adopted based on the expenditure pattern
from the previous year. The philosophy of priority-driven budgeting is to prioritize
services; do the important trungs well; question past patterns of spending: spend within
the organizations means; know the true cost of doing business: provide transparency o f
community priorities; provide transparency of service impact; and demand accountability
of results.
Payroll and Benefit Expenses
• Total FTE count still below 2002 level
• Employee compensatjon adjustments were suspended 2009 to 20 I I
• Employee furl oughs were instituted in 2009
• Medical coverage through Kaiser only to reduce costs; high deductible plan offered to
control costs
• Pay-for-performance implemented in 2013
Fiscal Year 1996 2002 2016
Municipal Court 6 10.6 10.25
Parks and Recreation 23 50.125* 47.125
General Government 18 23.625** 25.5
Community Development 10 13 12
Public Works 32 39 30
Police Department 89 103.5*** 107
Total: 178 239.85 231.875
• *Increase in FTEs in Parks and Recreation related to the opening of the
Recreation Center In February 2000
• **Increase in FTEs in General Government related to the support staff required
to absorb the increase in parks and recreation staff along with Police Department
staff
• ***Increase in FTEs in the Police Department related to addition of crime
prevention program, school resource officers, and a traffic enforcement unit
ATTACHM ENTS
l. 2003 Budget Message
2. 2004 Budget Message
3. Blue Ribbon Panel Report
4. 2009 Budget Message
5. Wheat Ridge Citizens' Budget Oversight Committee Report, 2010
6. Financial Checkup Report, 20 I 0
BUDGET MESSAGE
Dear Mayor Cerveny and Council Members:
I am pleased to present to the Mayor and City Co unci I the 2003 Adopted Budget. This budget provides the
framework for providing services and programs to the citizens of Wheat Ridge for the year2003. This budget
document includes the General Fund, CapitaJ Lmprovemenl Program (C1P) Fund and all miscellaneous funds.
Whe.at Ridge's total General Fund operating budget for2003 is$17,693,00 I. The City 's totaJ 2003 operating
budget represents a 6.9% decrease compared to the adopted 2002 Budget and a 0.5% increase over the
estimated 2002 Budget. The projected 2003 ending fund balance is $4,031 ,348 or 22.8% of expendinu·es.
TI1e totaJ City budget for 2003, which includes the General Fund. CIP and all miscellaneous funds is$25,800,485,
excluding transfers.
The City has entered the 2003 budget cycle at a point when the Denver metropoli tan area economies have
been experiencing a significant decline in revenues. The Colorado economy is expected to remain weak during
the remainder of2002 and into 2003. The economic forecast for the coming years is uncertain and, at best, the
economy will experience only moderate increases. Colorado municipal finance analysts have reported that for
the first time since I 991. "adverse economic conditions,'· is one of the top fiscal problems facing muncipalities
today.
Although th e economic downtum has had an impact on the revenues that support this budget, the major
obstacle facing the city today is overcoming a $4.4 million General Fund spending deficit in 200 I and 2002,
which has depleted a healthy reserve fund by the same amount. The 200 I Budget included several large
transfers from the Genera I Fund to other miscellaneous fund s to support various projects and the 2002 Budget
included a 26.8% increase in expenditures in the General Fund compared to 200 I actual expenditures. The
outcome of these two budget years is a substantiall y reduced reserve fund and an inflated General Fund budget
that cannot be supported by the current revenue stream.
To address these budget constraints, several strategies were implemented to reduce the city's expenditures to
a level at which rev enues wo uld support. First of all, the Directors were instructed to reduce their 2002
department budgets by 2%. For the most part, the reductions were made in areas that would not directly affect
services and programs provided to the citizens of Wheat Ridge. Most ofthe savings in the 2002 Budget came
from salary savings, office supplies. travel and meeting expenses, and capital equipment. In the end. Directors
were able to reduce the 2002 General Fund budget by an estimated 7.4%. Secondly, the Directors were
instructed to produce a proposed 2003 Budget where expenses were 5% less than the adjusted 2002 Budget.
Alth ough the Directors worked diligently to trim as much as possibJe from their proposed budgets, more
drastic measures became necessary.
Attachment 1
Budget Message
BUDGET REDUCTION PROGRAM
At the December 9. 2002 City Council budget retreat. clear direction was given to staffto prepare a 2003
budget with a ending fund balance equal to 20% of expenditures and to project a 2004 ending fund balance
equal to I 0% of expenditures. In order to meet this goal, a budget reduction program was implemented which
included over$3.2 mil lion in cuts from the adopted 2002 Budget and the proposed 2003 Budget. The fol low-
ing reductions or cuts in service and program levels and the elimination of five (5) vacant positjons and the
layoR~of eleven (I I) fu ll-time equivalent (FTE) positions are included as part of the budget reduction program:
Eliminated Positions
0. 75 FTE Grants Coordinator (Administrative Services)
I .0 FTE Records Clerk (Pol ice)
1.0 FTE School Resource Officer (Po lice)
I .0 FTE Engineering Technician (Public Works)
I .0 FTE Maintenance Worker 11 (Public Works)
Layed Off Positions
I .0 FTE Pennit Coordinator(Community Development)
I .0 FTE Economic Development Director (Economic Development)
I .0 FTEAdm ini strativeAssistant (Economic Development)
I .0 FTE Small Engine Mechanic (Parks & Recreation)
I .0 FTE Forestry Assistant II (Parks & Recreation)
I .0 FTE Parks Maintenance Worker I (Parks & Recreation)
1.0 FTE Engineering Assistant (Public Works)
1.0 FTE Engineering Technician (Public Works)
1.0 FTE Trame Control Tec hnk ian (Public Works)
2.0 FTE Equipment Operator I (Public Works)
Citywide
• There are several intemal service accounts in the Budget that were cut across the board. Training budgets
in every Department were cut to minimal levels providing only crucial or mandatory training. All discretion-
ary temporary personnel and overtime expenses have been cut. A II ou t-of-state travel was cut in every
Department and conference and meeting expenses have been limited. The employee tuition program will
be frozen until further notice. Repl acement of the HVAC system has been postponed.
Legislative ervices
• The entire City Council budget has been eliminated except for Council salaries and most membership
dues. Significant impacts include the elimination of the District Liaison Program which pays for staff time to
support City Cou nci l First Monday meetings; Cou ncil conference and travel expenses for the National
League of Cities (NLC) and Colorado Municipal League (CML) meeti ngs; and membership to Regional
Air Quality Commission (RAQC).
Economic Development
The entire Economic Development budget has been eliminated except for $90,000 for the Enhanced Sales
2
Budget Message
Tax Incentive Program (ESTIP) and Urban Renewal Authority (URA) payments and $100,000 for eco-
nomic development purposes (consultants, publications, development incentives, etc.). Significant impacts
include the elimjnation of a 1.0 FTE Economi c Development Director and a 1.0 FTEAdministrative
AssistanL Ald'\Ough staffing has been eliminated, economic development will remain an important priority
for the City. The City 's economic development efforts wi II be coordinated through the City Manager's
Office.
City Manager's Office
• The City will no longer subsi dize the Jefferson County School District crossing guard program. Contribu-
tions to the Wheat Ridge Art League, the Metro Mayors Youth Award Program , the Neighborhood Re-
source Center, the Jefferson Symphony Orchestra and theAnnual Appreciation Dinner for the Boards and
Commissions have been eliminate,d.
Administrative Services
• A 0.75 FTE Grants Coordinator bas been eliminated which will require Departments to become more
active in the monitoring and reporting requirements for grants. An upgrade to the City's computer and
phone system wi II be postponed until a later date which will increase Information Technology (JD staff time
to maintain the current system. The Assistant to the City Administrator will be responsible for coordinating
the City's grant efforts.
Community Development
• A 1.0 FTE Permit Coordinator has been eliminated resulting in increased time for permit review and
approval of shed s, additions, fences, signs and increased workload for Staff Assistant and Property In-
spector in assuming clerical duties and monitoring and obtaining permit sign-offs.
Police Department
• Theel im ination of a 1.0 FTE School Re.source Officer (SRO) will place a larger burden on patrol caused
by new demands for police serv ices in the middle schools resulting in a reduction of patrol officers available
for enforcement activities. The elimination of a 1.0 FTE Records Clerk will increase the workload for
remaining staff and increase the wait time for records requests from citizens.
Public Works
• Layoff of a 1.0 FTE Engineering Assistant and a 1.0 FTE Engineering Tech I and the elimination of a vacant
1.0 FTE Engineering Tech II will result in an extended ClPdesign time, elimination of drainage improve-
ment projects for non impacted private properties, extended bid preparation time, the potential for reduced
project management and onsight inspections and extended pay request time. Layoff of2.0 FTE Equipment
Operators and the elimination of a vacant 1.0 FTE Maintenance Worker ll will result in an increase in
snow and sand remova l response time for residential streets, an increase in response times for City related
maintenance or repairs to infrastructure, reduction in amount of sand placement, reduction in street sweep-
ing, reducti on in right-of-way weed control services and trash clean-up. Layoff of a 1.0 FTE Traffic
Control Technician will result in an increase in maintenance and repair response time, street striping will be
painted rather than taped and a reduction in the number of traffic counts.
3
Budget Message
Parks and Recreation
• Layoff of 1.0 FTE Small Engine Mechanic will result in the outsourcing of small engjne repair wit h a
potential delay in tum around time.A reduction in overtime wi ll result in the skateboard park closing at 5
p.m. in the winter rather than 6 p.m. and the park will be painted two times a year rather than fou r times a
year. A reduction in seasonal employees will result in fewer trash barrels in parks and a reduction in the
number of days barrels are emptied. Layoff of 1.0 FTE Forestry Assistant II wi II resu It in the elimination of
all floral displays in the City except tor Richards Hart Estate and 38th Avenue streetscape and the elimina-
tion of flower planters between Harlan and Wadsworth. The Street and Park Tree Planting program wi II be
eliminated. Layoff of 1.0 FTE Parks Maintenance Worker I wi ll result ina decrease in thequalityofservice
provided for ballfield maintenance. The Middle School Sports Program wi ll be eliminated. A reduction in
temporary personnel wi U result in a reduction in the hours of operation for the outdoor pool from 6 a.m.-
8 p.m. to 12 p.m. -6 p.m.
REVENUESANDEXPENDITURES
The total2003 Budget is $25.800,485 excluding transfers of$3,577 ,000 between funds. The budget is based
on projected revenues of$23,3 73,035 excluding transfers. ln addition, the beginning fund balance for 2003 is
projected at $10.559,661 which brings the total available funds to $33.932,696. This will provide fo r a
projected ending fund balance of$8, 132,211. Detailed revenue and expenditure tables are presented in the
Revenue and Expenditure Summary section of this Budget.
General Fund
General Fund revenue is projected at $16,922.848, including transfers. which is a 2.0% increase over2002
estimated revenue of$16,593,497. The General Fund wi ll receive a one-time payback from the CIP Budget
in theamountof$900.000 and a $100.000 payback from the Open Space Budget in 2003. Without these two
transfers, the General Fund would actually experience a 4.2% decrease in revenues. In addition, the beginning
fund balance for2003 is projected at $4,80 I ,50 I which brings the total available funds for the General Fund
to $21 ,724,349.
General fund expenditures total $17.693,001. which is a 6.9% decrease compared to the adopted 2002
Budget and a 0.5% increase over the estimated 2002 Budget. This will provide for a projected endi ng fund
balance of$4,031 ,348 or 22.8% of expenditures.
Capitallmprovement Program Fund
CIP Fund revenue is projected at $5,543,603 which is a 12.0% decrease compared to the 2002 estimated
revenue of$6,209,973. Ln addition, the beginning fund balance for2003 is projected at $1 ,583,355 which
brings the total availab le funds for the CIP Fund to $7.126,958.
The 2003 Cl P Budget is limited to annual preventative maintenance projects with d1e exception of Phase II of
the Harlan Street Sidewalk and Pedestrian Lights project. Annual projects include: drainage and street im-
provements, street light installation. traffic signal improvements, landscaping, inftll curb and gutter and side-
walks. neighborhood traffic control program, and utility undergrounding. CIP expenditures total $6,205,500
which is a 5.6% decrease compared to the adopted 2002 Budget and a 12.8% decrease compared to the
estimated 2002 Budget. This wi ll provide for a projected end ing fund balance of$921 ,458.
4
Budget Message
Open Space Fund
Open Space revenue is projected at $1 ,036,000 which is a 33.6% decrease compared to the 2002 estimated
revenue of$1 ,384,071. In addition, the beginning fund balance for 2003 is projected at $118,2 19 wh ich
brings the total available fund s for the Open Space Fund to $1 ,154,2 19.
Open Space projects for 2003 include the acquisiti on of the Brauer, Neely and ARVEX properties and the
completion ofthe Anderson Ballfield fence, demolitions of the Denning and Neely property buildings, and
Clear Creek Trail replacement. Open Space expenditures total $1 ,132.260 which is a I 0.6% decrease com-
pared to the adopted 2002 Budget and a 50.1% decrease compared to the estimated 2002 Budget. This will
provide for a projected ending fund balance of$21 ,959.
Conservation Trust Fund
Conservation Trust revenue is projected at $279,000. which is a 60.5% decrease compared to the 2002
estimated revenue of$745,298. In addition, the beginning fu nd balance for 2003 is projected at $65,262
whkh brings the total available funds for the Conservation Trust Fund to $344,262.
Conservation Trust projects for 2003 include the installation ofball tield and parking lot lights at Creekside
Park and the resurfacing of the parking lot and tennis court at Randall Park. Conservation Trust expenditures
total $295,000, which is a 295% decrease compared to the adopted 2002 Budget and a 196% decrease
compared to the estimated 2002 Budget. This will provide for a projected ending fund balance of$49,262.
Recreation Center Operations F und
The Recreation Center Operations Fund received a one-time residual transfer of$2,000,000 after prepaying
the Certificates of Pruticipation issued to finance the construction of the Recreation Center. This transfer wi II
re1nain in d1e fund balance accruing approximately $40,000 in interest revenue annually which wi ll be set aside
for recreation center maintenance and capital improvements. Revenue fo r 2003 is projected at $1 ,939.223,
which is a 7.7% increase over the 2002 estimated revenue of$1 ,799,846 (not including the $2,000.000
transfer). In addition, the beginning fund balance for 2003 is projected at $2,310,587 which brings the total
available funds for the Recreation Center Operations Fund to $4,249,810.
Recreation center expenditures total $2,119,893. which is a 9.2% increase over the estimated 2002 Budget
and 4.2% increase over the adopted 2002 Budget. This will provide for a projected ending fund balance of
$2,129,917.
Miscellaneous F unds
Several other miscellaneous funds are also included in this Budget to track revenues and ell:penditures that are
legally restricted for specific purposes or to simpli'fY the budgetjng process. TI1ose funds include Park Acquisi-
tion, Police Lnvestigation, Municipal Court, Richards Hart Estate, Seniorffeen, Fleet Replacement Computer.
Baugh House, and HoteVMotel. Detailed revenue and expenditure infom1ation for tllese funds can be found in
the Miscellaneous Funds and the Line Item Accounts sections of the Budget.
STAFFING
Personnel-related expenses account for the largest portion of the City's budget, therefore. maintaining this
5
Budget Message
investment is a high priority. In 2002. a survey of the pay scales for all positions maintained by the City was
conducted for the purpose of detennining what wages are generally prevailing in similar cities wid1in the Denver
metropolitan area. As a result of the comparison. there was an indication that adjustments to the minimums and
maximums in the City's pay plan were needed in order to be competitive in the market. The 2003 Compensa-
tion Plan is designed to maintain competitive relationships with the market and provides an equitable relation-
ship in pay between positions and departments. The 2003 Compensation Plan can be found in the Staffing
section ofthe Budget.
The City implemented a hiring freeze in Ge.neral Fund positi ons in 2002 which will continue through 2003. 1l1e
2003 Budget contains no new positions. Vacancies will be reviewed on a case-by-case basis and on ly those
positions that have been detennined to be critical to operations wi ll be filled .
BUDGET TRANSFERS
Several budget transfers are made each year between funds to cover expenses incurred for special projects,
reimbursements or operating costs. The Computer, Fleet and General Funds wi II all receive revenue in the fonn
of transfers from other fund s. Listed below are the funds receiving transfers, the funds making the transfer, the
amountofthe transfer and a brief justification for the transfer:
Computer Fund-transfers in:
ClP-$100,000
Annual transfer to cover computer replacemenl.'i.
Fleet Fund-transfers in:
CIP-$400.000
Annual transfer to cover vehicle replacements.
General Fund-transfers in:
CIP -$1,277.000
Annual transfer to cover Public Works engineering and administrative cosls connected ·with
capital improvement projects.
CIP -$900.000
Reimbursement for the 38th Avenue Streetscape project.
Hotel/Motel -$200,000
Annual transfer to cover economic development expenses.
Open Space -$600,000
Annual transfer to cover operating expenses for park maintenance. This tram.fer was increased
by $100.000 over 2002.
Open Space-$100.000
Reimbursement .for the purchase of the Davis property This will be the first paymenltowards
the total payback of $259,650.
The 2003 Adopted Budget is presented in greater detail in each department section and in the Line Item
Accounts section of this document. Please refer to those pages fo r additional infonnation.
6
Budget Message
I would like to thank the Mayor, City Council and City Staff for their leadership. direction and patience during
this trying budget process. Many difficult decisions had to be made to present a balanced budget to Council.
Even after substantial cuts were made to the 2002 and 2003 Budgets, the City is still facing significant budget
obstacles which will have to be addressed during the 2004 and 2005 budget processes. Staff will start the
2004 budget process in January of2003. Directors have been instructed to begin the process of"thinking-out-
of-the-box" to develop strategies for delivering services and programs to the citizens of Wheat Ridge with
fewer resources. Strategies will include. but not limited to. analyzing every Department for possible reorgani-
zation, evaluating every fee-for-service for possible increases. investigating new revenue sources and researching
City functions for outsourcing.
The 2003 budget process was only the first step towards fiscal responsibility. It will take the leadership and
guidance of City Council and the tenacity and di ligence of Staff to continue this momentum . I would like to
especially thank the Directors and all of the Department budget contacts who participated in this budget
process.
Respectfully submitted.
40<_>'"1
Randy Young
City Manager
7
8
BUDGET MESSAG E
August 26. 2003
Dear Mayor Cerveny and Council Members:
I am pleased to present to the Mayor and City Council the 2004 Adopted Budget. This budget provides the
framework for providing services and programs to the citizens of Wheat Ridge for the year 2004. lllis budget
document includes the General Fund, Capital Improvement Program (C IP) Fund and all Special Revenue
Funds.
Wheat Ridge's total General Fund operating budget for2004 is proposed at $18,03 2,243. The City·s total
2004 operating budget represents a 1.8% increase compared to the adopted 2003 Budget and a 7.6%
increase over the estimated 2003 Budget. The General Fund budget will experience an increase in 2004
because seve ra l expenditures (computer replacements, fleet replacement. community improvement tree pro-
gram, and street maintenance materials) totaling $745,000 wi II be transferred from other funds to the General
Fund in 2004. The General Fund would have experienced a 2.4% decrease compared to the adopted 2003
Budget and a 3.2% increase compared to the estimated 2003 Budget without these new expenditures.
The projected 2004 General Fund ending fund balance is $3.826,372 or 21.2% of expenditures. The total
City budget for 2004, which includes the General Fund, CIP and Special Revenue Funds is $25.338.912
excluding transfers.
The City has entered the 2004 budget cycle at a point when the national economy is attempting to rebound
from the 200 I recess ion. The NationaJ Bureau of Economic Research claims the recession ended in Novem-
ber 200 I however, the national economy continues to remain sluggish. Economists predict that rising business.
investor, and consumer confidence combined with lower energy prices and new fiscal policy will invigorate the
economy in late 2003 and into 2004. The national economy is predicted to grow by 2.3% in 2003 and 3.7%
in 2004. The Color·ado economy reached its lowest point in 2003 and is predicted to rebound slowly as the
national economy improves. The unemployment rate in Colorado is predicted to decrease from 5.9% in 2003
to 2.6% in 2004. Economists predictthat personal income will increase by 5.4%. wage and salary income will
increase by 6.1 %, and retail trade sales wilJ increase by 4.0% in 2004.
The City of Wheat Ridge has experienced a significant decline in revenues since 2002. Total General Fund
revenues have increased on average 4.8% between 1997 and 200 I. In 2002 revenues increased by onl y
0.2% and are estimated to decrease by 4.4% in 2003 while increasing by only 0.90fc> in 2004. As the national
economy begins to improve in 2004 and 2005. Wheat Ridge should experience between 4.0% and 6.0%
increases in General Fund revenues.
Although the economic downturn has had an impact on the revenues that support thjs budget the major
obstacle facing the city today is overcoming a $4.4 million General Fund spending deficit in 200 I and 2002.
which has dep leted a healthy reserve fund by the same amount. The 200 I Budget included severa l large
transfers from the General Fund to other miscellaneous fund s to support various projects and the 2002 Budget
included a 26.8% increase in expenditures in the General Fund compared to 200 I actual expenditures. The
outcome of these two budget years is a substantially reduced reserve fund and an inflated General Fund budget
that cannot be supported by the current revenue stream.
Attachment 2
Budget Message
To address these budget constraints, several strategies were implemented to reduce the city's expenditures to
a level at which revenues would support. In 2002,the General Fund budget was cut by 6.1 %. For the most
part, the reduction s were made in areas that would not directly affect services and progra ms provided to the
citizens of Wheat Ridge. Most of the sav ings in the 2002 budget came from salary savings. office supplies.
travel and meeting expenses. and capital equipment. The 2003 budget was reduced by 6.8% compared to the
2002 adopted budget and 0. 7% compared to the 2002 actual budget. Phase I oft he budget reduction pro-
gram was implemented in 2003 which did include impacts to services and programs provided to the citizens. In
addition. the 2003 budget reductions included d1e elimination of5 vacant positions and the layoff of I I full-time
equivalent (FTE) positions. Between 2002 and 2003. approximately $2. I million dollars were cut from the
General Fund budget.
BUDGET REDUCTlON PROGRAM-PRASE II
Phase II of the budget reduction program wi II include deeper cuts into services and programs provided to the
citizens. The following reductions or cuts in service and program levels and the elimination of7 vacant positions
and the layoff of I 2. 75 full-time equivalent (FTE) positions are included as pan oft he budget reducti on
program:
Eliminated Vacant Positions
1.0 FTE Purchasing Technician (Administrative Services)
3.0 FTE Police Ofticer (Police Department)
1.0 FTEAnimaVParks Code Officer (Police Department)
1.0 FTE Emergency Services Specialist (Police Department)
I .0 FTE Engineering Assistant (Public Works)
Laid OffPositions
1.0 FTE Receptionist (A dministrative Services)
1.0 FTE Planner (Community Development)
1.0 FTE Building Inspector (Community Development)
1.0 FiE Probation Officer (Municipal Court)
0.25 FTE Deputy Court Clerk II
reduction from 1.0 FTE to 0. 75 FTE (Municipal Coun)
1.0 FTE Teen Coordinator (Parks and Recreation)
1.0 FTE Office Technician (Parks and Recreation)
reduction and reclass from (I) 1.0 FTE to (I) 0.5 FT E Recreation Clerk
reduction from (I) 1.0 FTE to (I) 0.5 FTE
I .0 FTE Forester (Parks and Recreation)
I .0 FTE Parks Horticulturist (Parks and Recreation)
replaced with a 1.0 FTE Parks Maintenance I
I .0 FTE Police Commander(Police Department)
0.5 FTEPawn Clerk (Police Department)
I .0 FTE Traffic Control Supervisor (Public Works)
1.0 FTE Fleet Supervisor(Public Works)
1.0 FTE EngineeringAssistant(Public Works)
1.0 FTE Street Superintendent (Public Works)
2
Budget Message
Administrative Services
• A reorganization oftheAdministrative Services Department was conducted which included the elimination
of a 1.0 FTE Purchasing Technician and a 1.0 FTE Receptionist. The reorganization also included the
transfer of the accounting, payroll and sales tax functions from the Treasury Department to Administrative
Services which will become the divisions of Finance and Sales Tax. The duties of the Purchasing Techni-
cian wiJI be absorbed by these divisions. The City Clerk's Office will absorb the duties of the Receptionist
which primarily include answering the main switchboard, performing mail services, greeting and directing
customers, and issuing garage sales permits. This reorganjzation will eliminate a statf person greeting cus-
tomers in the main lobby of the Municipal Center.
Murucipal Court
• The layoff of 1.0 FTE Probation Assistant will result in staff from the Court Clerk ·s office absorbing I imited
clerical duties for the Probation Division. This reduction will sti ll allow for adequate levels of staffing in
Probation. The reduction in hours of 1.0 FTECourt Cierk JI to a 0.75 FTECourtCourt Clerk II will result
in staff from the Court Clerk's o'ffice absorbing additional duties. Municipal Court will eliminate evening
traffic court sessions which will result in a reduction of court time by approximately 52 hours per year
increasing staffing levels for the day court sessions resulting in more efficient processing of cases.
Community Development
• The layoff of a 1.0 FTE Planner will result in delays of two to three days for simple permits like fences and
one to two weeks for more involved permits. Delays of one to two months in processing land use cases,
including ordinance amendments, can be expected as well as a potential decrease in prompt customer
service. The layoff of 1.0 FTEBuilding Inspector will delay inspections by 24 to 48 hours. The Chief
Building Official and an outside contractor will conduct inspections. Builders and residents wi II no longer
be able to request AM or PM inspections and will be assessed are-inspection fee if their work is not
completed by their scheduled inspection. Plan review time wi II increase by two to three weeks and wa lk in
customers may have to wait for answers to more complex building code questions.
Police Department
• The layoff of a 1.0 FTE Police Commander will eliminate the pyramiding effect of the Police Department
organization and will place a larger burden of decision-making at the lower levels in the organization. The
layoff of a 0.5 FTE Pawn Clerk will place a greater demand on the administrative staff to absorb those
duties. A significant backlog of pawn transactions cou ld result from this layoff ll1e elimination of3.0 FTE
vacant Police Officers will result in the elimination of the School Resource Officer Program and a reduction
in the number of officers covering traffic enforcement. The eUmination of a 1.0 FTE vacant Emergency
Services Specialist could result in staffing shortages in the Communications Center during vacations or
periods of increased turnover. The eli mination of a 1.0 FTE vacant AnimaVParks Code Officer will result
in a further reduction of park security and patrol services, particularly along the greenbelt.
Public Works
• IJ1 December 2002, a new Director ofPubl ic Works was hired.ln March of2003 a reorganization of the
department was implemented resulting in the elimination of a 1.0 FTE Engineering Assistant and the layoff
of a 1.0 FTE Traffic Control Supervisor, a I .0 FTE Fleet Supervisor, a 1.0 FTE EngineeringAssistant and
a 1.0 FTE Street Superintendent. The reorganization reduced the Public Works staff to a base personnel
3
Budget Message
level. Use of contractors to perfonn maintenance activities during peak demand periods will be utilized as
well as consulting engineering finns to design major improvement projects and provide assistance during
peak activity periods ofthe year.
Parks and Recreation
• Layoff of a 1.0 FTE Teen Coordinator position will result in the elimination of programming exclusively for
teens. General youth programming will still be offered as a service. The reclassification and reduction in
hours of(2) 1.0 FTE Office Technicians to (I) 0.5 FTE Office Technician and (I) 0.5 Recreation Clerk
will result in a lower level ofcustornerserviceavailable at the Senior Center in tenns of response time to
phone calls, registration and front desk inquiries. The Sen ior Center will close one afternoon a week
beginning on October I, 2003.
• The Parks. Forestry and Open Space Division has been restructured to achieve the goa l of greater effi-
ciency and added workload without adding additional positions. Two Crew Leaders have been reclassi-
fied to Park Maintenance II positions and two Crew Supervisor positions have been eliminated andre-
placed as an Operations Supervisor and a Projects Coordinator. A layoff of a 1.0 FTE Forester wi ll result
in the elimination of code enforcement for dead trees on private property, pri vate consultation regarding
arboriculture and horticulture, internal technical advise to Public Works and Community Development
related to streetscape plantings and landscape requirements. and code enforcement for site triangle analy-
sis where landscaping is identified. Although the Forester position wi ll be eliminated. the City wi II st iII
maintain a Forestry Program to maintai n the City's urban tree canopy. Layo·ffof 1.0 FTE Horticulturist will
be replaced by a Park Maintenance I position but wi II result in the elimination of in-house flower or shrub
bed design or planting.
REVENUES AND EXPENDITURES
The total2004 Budget is $25,338,9 12 excluding transfers of$2,595,467 between funds. The budget is based
on projected revenues of$22,897 ,41 1 excluding transfers. In additi on. the beginning fund balance for 2004 is
projected at $10,353,734 which brings the total available funds to $33,25 1,145. This will provide for a
projected ending fund balance of$7.912.233. Detaile.d revenue and expenditure tables are presented in the
Revenue and Expenditure Summary section of this Budget.
General Fund
General Fund revenue is projected at $16,300.289, including transfers, which is a 2.2% decrease compared
to 2003 estimated revenue of$16,669,735. ln addition, the beginning fund balance for 2004 is projected at
$5,558,326 which brings the total avai lable funds for the General Fund to $21,858,6 15.
General fund expenditures total $18,032,243. whi ch is a 1.8% increase compared to the adopted 2003
Budget and a 7.6% increase over the estimated 2003 Budget. Thi s will provide for a projected ending fund
balance of$3.826,372 or 21.2% of expenditures. The General Fund budget will experience an increase in
2004 because several expenditures (computer replacements, fleet replacement, community improvement tree
program and street maintenance materials) totaling $745.000 will be transferred from other funds to the
General Fund in 2004. The General Fund would have experienced a 2.4% decrease compared to the adopted
2003 Budget and a 3.2% increase compared to the estimated 2003 Budget without these new expenditures.
4
Budget Message
Capital Improvement Program Fund
CIP Fund revenue is projected at $5,255,968 which is a 3.6% increase compared to the 2003 estimated
revenue of$5,073.169.In addition. the beginning fund balance for 2004 is projected at $1,518,193 which
brings the total available funds for the CIP Fund to $6,774,161. The CIP Fund wiJ I experience an increase in
revenues in 2004 because the projected lodger's tax ($174,800) from the 40% portion of the Hotel/Motel
Fund will be deposited directly into the CIP Fund starting in 2004.
The 2004 Cl P Budget is I im ited to annual preventative maintenance projects with the exception of the 46th
Avenue/1-70 to Estes/Carr Street Improvement Project. Annual projects include: drainage and street improve-
ments, street light installation, traffic signal improvements, infi II curb and gutter and sidewalks, neighborhood
traffic control program, building infrastructure improvements and uti I ity undergrounding. Cl P expenditures total
$5,540,467 which is a 16.0% decrease compared to the adopted 2003 Budget and a 3.1% decrease com -
pared to the estimated 2003 Budget. This wi II provide for a projected ending fund balance of$1 ,233,694.
Open Space Fund
Open Space revenue is projected at $1 ,059,000 which is a 0.5% increase compared to th e 2003 estimated
revenue of$1 ,053,500.1n addition, the begi1ming fund baJance for 2004 is projected at $90,570 which brings
the tota l available funds for the Open Space Fund to $1.149.570.
Open Space projects for 2004 include trai I replacement open space improvements, park maintenance projects
and Davis property playground. Open Space expenditures total $1.025 ,000 which is a I 0.5% decrease
compared to the adopted 2003 Budget and a 2.2% decrease compared to the estimated 2003 Budget. This
will provide for a projected ending fund balance of$124,570.
Conservation Trust Fund
Conservation Trust revenue is projected at $279,000, which is a 19.8% decrease compared to the 2003
estimated revenue of$334,250. ln addition, the beginning fund balance for 2004 is projected at $259,836
which brings the total available funds for the Conservation Trust Fund to $538,836.
Conservation Trust projects for2004 include ball field and parking lot lights design, baH field fence at Prospect
Park, improvements to the parking lot at Randall Park and outdoor pool renovation. Conservation Trust
expenditures total $455,000 whjch is a 54% increase compared to the adopted 2003 Budget and a 453%
increase compared to the estimated 2003 Budget. This will provide for a projected ending fund balance of
$83.836.
Recreation Center Operations Fund
The Recreation Center Operations Fund received a one-time residual transfer of$2,251 , 170 after prepaying
the Certificates of Participation issued to finance the construction of the Recreation Center. This transfer will
remain in the fund balance accruing approximately $75,000 in interest revenue annually which will be set aside
for recreation center maintenance and capital improvements. Revenue for 2004 is projected at $2.139,821 ,
which is a 14.2% increase over the 2003 estimated revenue of$1 ,873,64 7. In addition. the beginning fund
balance for 2004 is projected at $2,509.520 which brings the total available funds for the Recreation Center
Operations Fund to $4,649.341.
5
Budget Message
Recreation center expenditures total $2,205,296. which is a 8.8% increase over the estimated 2003 Budget
and a 2.8% increase over the adopted 2003 Budget. This wi ll provide for a projected ending fund balance of
$2.444.045. of which $155.000 wi ll be set aside as a reserved maintenance fund balance for Recreation
Center equipment replacement and building mainrenace.
Miscellaneous Specia l Revenue Funds
everal other miscellaneous Special Re venue Funds are also included in this Budget to track revenues and
expenditures that are legally restricted for specific purposes or to simplify the budgeting process. Those funds
include. Police Investigation. Municipal Court. Rich ards Hart Estate, Senior. Baugh House. and Hotel/Motel.
Detailed revenue and expenditure inf01mation for these funds can be found in the Miscellaneous Funds and the
Line Item Accounts sections of the Budget.
everal miscellaneous funds will be closed at the end of2003 and incorporated into other funds. Remaining
fund balances in the closed funds will be transferred as a residual into the ne\ funds 2004 canyover balance.
The following funds will be closed:
Fund to Close
Fund II -Park Acquisition
Fund 57-Fleet Replacement
Fund 59-Computer
Fund 63-Hotel/Motel (40% portion)
Fund 53-Seniorffeen (Teen portion)
Transferred to
Open Space
General Fund
General Fund
Capital Improvement Program
Recreation Center Operations
Estimated Transfer
$24,741
$205,157
$2 12.451
$4 15.151
$15,076
The closure of these funds will eliminate unnecessal)1 transfers bet'-\een funds and will streamline the account-
ing and budgeting process.
STAFFING
Personnel-related expenses account for the largest portion of the City's bud gel therefore. maintaining thi s
investment is a high priority. In 2002. a survey of the pay sca les for all posi tions maintained by the City was
conducted for the purpose of detennining what wages are generally prevai)jng in similar cities within the Denver
metropolitan area. As a result of the comparison. there was an indication that adjustments to the minimums and
maximums in the City ·spay plan were needed in order to be competitive in the market. TI1e new compensation
plan. adopted in 2003, was designed to maintain competitive relationships with th e market and provides an
equitable relationship in pay between positions and departments. The compensation plan can be found in the
Staffing section of the Budget.
The 2004 Budget will maintain the compensation plan at the 2003 salary levels. An annual salary range adjust-
ment is not included in the 2004 Budget. Employees will be eligible for salary step increases on their anniver-
sary date of employment if they receive satisfactory perfonnance evaluations.
The City implemented a hiring freeze in GeneraJ Fund positions in 2002 which will conti nue through 2004. The
2004 Budget contains no new positions. Vacancies will be reviewed on a case-by-case basis and only those
positions that have been detennined to be critical to operations will be filled.
6
Budget Message
BUDGET TRANSFERS
The General Fund wi ll receive $2,595.467 in revenue in the form of transfers from other funds to cover
expenses incuned for special projects, reimbursements or operating costs. Listed below are the funds making
the transfers, the amount of the transfer and a brief justification for the transfer:
General Fund-transfers in:
CIP-$1,980,467
Starting in 2004, the one cent sales tax thai is accounted for in the Capital lmprovemenl Pro-
gram budget ·will be divided 60%for capital expenditures and 40% to subsidize General Fund
expenditures.
Open Space -$5 15,000
Annual transfer to cover operating expenses for park maintenance.
Open Space -$1 00,000
Reimbursemenl for the purchase of the Davis properly. This will be the second payment towards
the total payback o.f$259.650.
The2004 Proposed Budget is presented in greater detail in each department section and in the Line Item
Accounts section of this document. Please refer to those pages for addi tional infonnation.
I wouJd like to thank the Mayor, City Council and City Staff for their leadership, direction and patience during
this trying budget process. Many difficult decisions had to be made to present a balanced budget to Council.
Even after substantial cuts were made to the 2002.2003 and 2004 Budgets, the City is still faci ng significant
budget obstacles which will have to be addressed during the 2005 and 2006 budget processes. It will take the
leadership and guidance of City Council and the tenacity and diligence ofStaffto continue this momentum.!
would like to especially thank the Directors and all ofthe Department budget contacts who participated in this
budget process.
Respectfully submitted,
Randy Young
City Manager
7
Budget Message
2004 Adopted Budget
8
Blue Ribbon Panel Report
Table of Contents
I . Charter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
II. Member List and Biographies .......................................... 3
III. Meeting Schedule ....................................................... 7
IV. Process Information
A. What We Did .................................................... 9
B. Opinions Formed ................................................. 9
V. Summary of Recommendations ........................................ 11
Appendix A Blue Ribbon Panel Meeting Minutes
May 12. 2004 ....................................................... A-1
May 20, 2004 ....................................................... A-5
May 27, 2004 ....................................................... A-9
June 3, 2004 ...................................................... A-17
June 10, 2004 ..................................................... A-23
June 17. 2004 ..................................................... A-27
June 24, 2004 ..................................................... A-33
July 1. 2004 ....................................................... A-37
Attachment 3
II
I. Charter
Purpose of Blue Ribbon Panel
The Blue Ribbon Panel is a committee commissioned by the Wheat
Ridge City Council charged with providing an open forum for public
dialogue on matters related to the city budget, services and programs.
Responsibilities of Blue Ribbon Panel
1. Provide an independent analysis of the city's current fiscal
challenges.
2. Formulate and make recommendations to the City Council for fiscal
stability.
3. Keep an open mind and provide an open forum for public dialogue.
4. Educate themselves on city matters including but not limited to
revenue sources, expenditures, and service levels.
Resources
The Panel has the authority to request and obtain information from
Cit y Officials, as it deems appropriate in accomplishing its purpose.
Meetings
The Blue Ribbon Panel will meet as often as necessary to carry out its
responsibilities. Meetings may be called by the Panel co-chairs as
deemed necessary. All meetings of the Panel are open to the public.
2
II. Member List and Biographies
Dewey Bridge
Dewey is a graduate of Wheat Ridge High School and has lived in the city
for 6 years. He is the Principal of Stober Elementary, which is located in
the Wheat Ridge articulation area. Dewey is the past Chairman of the Board
of the Colorado Easter Seal Society and has served on the J effco Action
Center, the Friends of PAHA , serving Kids from the Inside Out, and the
Jefferson County Special Olympics boards. Dewey is also on Farmer
Foundation committee to create a foundation to financially support Wheat
Ridge High School.
Cheryl Couch Brungardt
Cheryl has lived in Wheat Ridge for 31 years and is owner of Thank Em
Promotions. She has a degree in Human Services with a concentration in
Non-Profit Administration. Cheryl is a Wheat Ridge Housing Authority
Commissioner, Secretary of Enterprise Wheat Ridge and past president of
Volunteer Connection of Jefferson County.
Curtis Gilmore
Curtis has been a resident of Wheat Ridge for 38 years. He has a degree in
Petroleum Engineering with graduate work at the Colorado School of Mines.
Curtis is President and Director of the Gilmore Production Company, Baseline
Production Company, and Educational Technologies , Inc. Curtis has served as
Director of the Jefferson Foundation, the Wheat Ridge Rotary and the
Arvada/Wheat Ridge Service Ambassadors for Youth. He has also served on
the Jefferson County Public School Strategic Planning Committee and
Citizens Budget Review Committee.
Mark Hall (Co-Chair)
Mark has lived in the City of Wheat Ridge for 4 years and has been involved
in the City of Wheat Ridge businesses for over 9 years. Mark is Bank
Manager for Washington Mutual Bank at Wheat Ridge Market Place. He is a
member of the Wheat Ridge Optimist, Enterprise Wheat Ridge, Junior
Achievement volunteer and Board Member of the BelAire Water
Association.
3
Eugene Kiefel
Eugene has lived in the City of Wheat Ridge for 29 years. In 1973, he
purchased a small business, Wheat Ridge Cyclery, which remains at the same
location today. Eugene is a principal in the business and serves as an officer
and board member on the 38th Avenue Business District.
Tom Ripp (Co-Chair)
Tom is an Attorney with Boatright, Ripp and Sharpe with offices located at
44th and Wadsworth. Tom's professional affiliations include Enterprise
Wheat Ridge, Executive Association of Denver, Clear Creek County Chamber
of Commerce, Leadership Jefferson County, West Chamber Foundation,
Jefferson County School District Budget Reduction Committee, Youth
Leadership Program and Habitat for Humanity.
Carol Salzmann (Co-Chair)
Carol has lived in the City of Wheat Ridge for 15 years. She is an RN and
currently employed as the Director of Community Development for the
Exempla Lutheran Medical Center. Carol's professional affiliations include
Tri-County Workforce Center, Links for Learning, Vivian Elementary Safe
School Initiative, Key Communicator's Business Partner, Career Advisory
Council , Medical and Insurance Advisory Board, VHA Inc. and Catholic
Health Association, Community Health Initiatives, and Colorado Coalition for
the Medically Underserved. Carol has also been involved with Leadership
Jefferson County, the Boy Scouts and Girl Scouts, and the Colorado Parent
Teacher Association.
Floyd Sasa
Floyd has lived in Wheat Ridge for 5 years. He is retired from Wells Fargo
Bank. Floyd is on the Parks and Recreation Commission and has served as
Director and member of the Metro North Chamber, Adams County Economic
Development, Adams Community Mental Health, Boys Scouts and
Westminster Rotary.
4
Jim Shpall
Jim is the Business Manager for Applejack Wine and Spirits the largest
wine, beer and spirit store in the country located in the Applewood Village
Shopping Center.
Juanita Sweeney
Juanita has lived in Wheat Ridge for 54 years. She previously worked for
the Internal Revenue Service and as school secretary in three local schools
for 28 years. Juanita was a former member of Wheat Ridge United
Neighborhoods. Juanita remains active today with the Jefferson County
School District Retired Employees group and Retired Secretary group.
Terry Womble
Terry has lived in Wheat Ridge for 12 years. He is an artist, graphic
designer, web designer, interior designer, network architect, event planner
and entertainer. Terry is a member of Wheat Ridge Enterprise, NAHREP,
CAHREP and was on the transition team for Mayor Hickenlooper. Terry is
also involved in numerous arts marketing and fundraising projects.
5
6
III. M~~ting Sch~dul~
May 12, 2004
• Welcome-Mayor Gretchen Cerveny, City Manager Randy Young
• Review of Blue Ribbon Panel Charter, purpose, role of Panel members
and outcomes -Steve Weichert, Weichert & Britz
• City of Wheat Ridge Budget Overview -Patrick Goff, Administrative
Services Director
May 20, 2004
• Publ ic Works Department Presentation-Tim Paranto-Public Works
Director
• Review of Revenue Sources -Patrick Goff, Administrative Services
Director
May 27, 2004
• Parks and Recreation Department Presentation-Joyce Manwaring,
Parks and Recreation Director
• Citizen Survey Presentation -Patrick Goff, Administrative Services
Director
June 3, 2004
• Police Department Presentation -Jack Hurst, Police Chief and Joe
Cassa, Deputy Police Chief
• Telephone Poll Presentation-Steve Weichert, Weichert & Britz
June 10, 2004
• Public Input Meeting-Wheat Ridge Senior/Community Center
June 17, 2004
• Public Input Meeting-Wheat Ridge Recreation Center
7
June 19, 2004
• Blue Ribbon Panel Meeting with City Council during City Council Study
Session
June 24, 2004
• Urban Renewal Authority Presentation-Alan White, Community
Development Director
• Blue Ribbon Panel Report Discussion
July 1, 2004
• Blue Ribbon Panel Report Discussion/Finalization
July 12, 2004
• Blue Ribbon Panel Presentation of Recommendations to City Council
8
IV. Process Information
A. What We Did
• Reviewed documents pertaining to the City's current budget and
future projections, telephone poll and citizen survey.
• Reviewed projections regarding passage of a sales tax increase.
• Participated in presentations:
1. On city revenues and expenditures and future economic
projections by city administrative personnel.
2. On the finances and operations of the Departments of Publ ic
Works, Parks and Recreation and Police.
• Held two public input meetings to solicit citizen opinions, ideas, and
concerns.
• Had discussions regarding the city's finances and operations with
individual friends, acquaintances and associates.
B. Opinions Formed
• Further reductions in City's services will:
1. Endanger the safety and well being of the citizens living in
the City.
2. Diminish the attractiveness of operating a business in the
City, working in the City or shopping or doing business in the
City.
3. Further increase urban blight with a resultant decrease in
property values in the City.
4. Negatively impact the quality of life.
5. Further erode the City's ability to attract or hold capable
employees.
• An immediate effort to raise additional revenues for the City by an
increase in the sales tax rate is needed.
• A sales tax increase should do more than preserve the status quo.
• An economic development program to attract new businesses whose
employees will become customers of local retail businesses is
needed.
• A comprehensive plan to improve the infrastructure and enhance
the appearance of the City is needed to work in conjunction with an
economic development program.
• Citizen education needs to occur around the "State of the City".
9
10
V. Summary of Recommendations
1. Increase sales and use tax by 1 cent for the following areas in order of
priority:
a. Restore police services to respond to citizen needs including school
resource officers and park and green belt patrols.
b. Maintain and invest in the City's public infrastructures.
c. Enhance economic development efforts.
d. Enhance youth and senior programs.
2. Balance the budget without using the reserve fund.
3. Market and promote the community using existing resources, boards and
committees.
4. Review the City's Comprehensive Plan.
5. Establish a formal volunteer program with a paid volunteer coordinator.
6. Enhance sales and use tax auditing and education.
7. Continue to encourage efficiency in city government, services and
programs.
8. Establish a citizen budget committee to perform annual budget review.
Program Reductions -If Sales and Use Tax Increase is not approved
If City Council chooses not to move forward with a sales and use tax
increase ballot question or if the citizens of Wheat Ridge do not vote for an
increase, additional budget cuts in 2005 and 2006 will become necessary to
address a deficit of approximately $1.7 million.
~ Any future reductions should be in the area of Parks and Recreation
that affect the quality of life but not necessarily the safety and well-
being of the citizens.
~ Consider closure of the following facilities or elimination of the
following programs if they cannot be self-supporting:
• Senior Center
• Outdoor Pool
• Anderson Building
• Athletic Program
• Recreation Program
• Forestry Program
~ If additional reductions are still needed, these reductions should be in
the area of Public Works, wh ich do not affect publ ic safety.
11
12
,"'' ~
WliCity of D ;;ln. eat.~.~e
Budget Message
December 9, 2008
Dear Mayor DiTullio and Council Members:
I am pleased to present to the Mayor and City Council the 2009 Adopted Budget. This budget provides
the framework for providing services and programs to the citizens of Wheat Ridge for the year 2009. This
budget document includes the General Fund, Capital Investment Program {CIP) Fund and all Special
Revenue Funds.
Wheat Ridge's total General Fund operating budget for 2009 is $26,801,731 which includes a$ 1,035,000
transfer to the CIP Fund and a $500,000 contribution to WR2020. The City's total 2009 operating bud-
get, excluding transfers and contributions, represents a 2.7% decrease compared to the adjusted 2008
Budget. When you include transfers and contributions the 2009 operating budget decreases by 12.2%
compared to the adjusted 2008 Budget.
The projected 2009 General Fund ending fund balance is $5,684,091 or 21.2% of expenditures. Th e total
City budget for 2009, which includes the General Fund, CIP and Special Revenue Funds is $35,650,277
excluding transfers.
WHEAT RIDGE GOALS 2014
The Mayor, City Council and staff have worked together over the last five years to develop and update
a strategic plan including a vision, plan and action agenda to define that"desired destination for Wheat
Ridge" and to draw the "map to Wheat Ridge's destination:'
The Mayor and Council identified five key strategic prioritized goals for the next fives years:
1. City Services
Develop and implement fiscal sustainability to support core services that proactively ensure the
health, safety and welfare of our citizens; attract, develop and retain a fully engaged workforce; and
fund internal infrastructure needs.
2. Sustainable Growth
Encourage and enhance lifestyle choices through mixed use, traditional neighborhoods and com-
mercial development. Promote the integration of multi-modal transportation systems and improve
public infrastructure. Support sustainable growth as a community value and develop the concept of
the city as a steward of public resources by pursuing activities that support environmental equity and
health for all citizens.
I
ATTACHMENT 4 Budget Message
3. Economic Vitality
Through collaboration and partnership with the community, public and private entities, support
economic development efforts that attract, retain, and create quality jobs to ensure a diverse local
economy, a resilient and growing city tax base, and thriving neighborhoods and commercial centers.
4. Quality of Life
We are a visionary community repositioning ourselves to preserve our environmental resources,
enhance our small-town values, provide a safe environment for our residents, provide diverse cultural
and recreational amenities, provide unique and diverse commercial and residential choices, and pro-
mote opportunities for our citizens to engage in a healthy and active lifestyle.
5. Civic Engagement
Engage citizens, businesses and other public and private entities to develop a shared vision and
sense of community.
ECONOMICS
Staff used these goals as a guide to develop strategies and priority projects for the 2009 Budget. Un-
fortunately, because of decreasing revenues, increasing expenses and uncertainty in the economy the
budget being presented to you was developed with a very "cautious outlook" to the economic future
of Wheat Ridge.
Although General Fund revenues are projected to increase by 5.3% in 2008, most of this increase can
be contributed to one time use tax, building permits, and plan review fees for the Exempla Lutheran
expansion project. Sales tax, the City's largest revenue source, continues to remain stagnant, increasing
by only about 1% per year. Total General Fund revenues for 2009 are projected to decrease by 5.1 %.
The 2009 Budget will provide for an ending fund balance of $5.7 million or 21.2% of operating expendi-
tures. If revenues continue to increase on average by only 2% and expenditures increase on average by
5% the City's fund balance will decrease to $3.0 million in 2010 and will be completely gone by 2011 .
The 2009 Budget includes a 2.7% decrease in operating expenses, compared to the 2008 Budget. The
total budget including transfers to the CIP Budget and the annual contribution to WR2020 is 12.2% less
than the 2008 Budget.
Specific budget cuts in 2009 include the following:
Out of $13.0 million in identified capital investment projects, $4.6 are included in the 2009 Budget.
Projects that were put on the back burner include $324,000 of drainage projects; $1.0 million of
minor street improvement projects; $5.0 million of major street improvement projects; neighbor-
hood traffic management program; continuation of the GIS project, Phase II of the emergency siren
system; construction of the Public Works and Parks Administration Building and other miscellaneous
municipal facility maintenance projects.
2
Budget Message
"\ . , :,y
-Ycity of Wlieat~e
Out of the $2.3 million of scheduled vehicle replacements due to high mileage or age, the 2009
Budget includes only $315,000 in replacement vehicles including (2) Police patrol sedans; (1) Police
Community Services Unit truck; (2) Parks pickups; (1) Public Works dump truck; and ( 1) Community
Development inspector pickup.
Employee medical benefit copays for doctor office visits and prescriptions will increase to offset the
increase in insurance premiums.
The annual $1.5 million contribution to WR2020 will be reduced to $500,000. Staff understands
the importance of WR2020 and the NRS and is fully committed to its success. Therefore, Staff will
reevaluate the City's budget situation at the completion of the 2008 year-end budget process to
determine the feasibility of contributing an additional allotment of the original $1.5 million to
WR2020 at that time.
Phase II of the City ofWheat Ridge marketing logo implementation will be suspended until funds
become available. Phase II includes new park and open space signage throughout the City.
$200,000 in miscellaneous information technology will be put on hold including a 311 Customer
Response Management system.
$180,000 of miscellaneous City Hall and Senior Center building maintenance projects, outdoor pool
improvements, and Town Center fountain repair.
S 150,000 for miscellaneous studies and reports including the Bicycle Master Plan, Street Corriodor
Design, Economic Development Strategy and 38th Avenue Subarea Plan.
$200,000 annual contribution to the Equipment Replacement Fund for the future replacement of
the Police Department CAD and RMS system and radio system.
REVENUES AND EXPENDITURES
The total 2009 Budget is $35,650,277 excluding a transfer of $1,035,000 to the CIP Fund. The budget is
based on projected revenues of $31,883,043 excluding transfers. In addition, the beginning fund bal-
ance for 2009 is projected at $12,634,926 which brings the total available funds to $44,517,969. This will
provide for a projected ending fund balance of $8,867,692. Detailed revenue and expenditure tables
are presented in the Revenue and Expenditure Summary section of this Budget.
General Fund
General Fund revenue is projected at $26,982,020 which is a 5.1% decrease compared to 2008 estimated
revenues. In addition, the beginning fund balance for 2009 is projected at $5,503,802 which brings the
total available funds for the General Fund to $32,485,822.
General fund expenditures total $26,801,731, which includes aS 1,035,000 transfer to the CIP Fund and a
$500,000 contribution to WR2020. General Fund expenditures, excluding transfers and contributions,
3
Budget Message
~ ' 1. ,iity of D ; ;I,.,. vv ueat:..~.~e
represent a 2.7% decrease compared to the adjusted 2008 Budget and a 2.4% increase compared to the
estimated 2008 Budget. This will provide for a projected ending fund balance of $5,684,091 or 21.2%
of expenditures.
Capital Investment Program Fund
CIP Fund revenue is projected at S 1,335,000 which is a 58.6% decrease compared to the 2008 estimated
revenue of $3,225,000.1n addition, the beginning fund balance for 2008 is projected at $3,445,167 which
brings the total available funds for the CIP Fund to $4,780,167.
The 2009 CIP Budget is very limited due to a projected decrease in available funds. The only major
capital project for 2009 is a major street improvement project at 32nd Avenue and Youngfield Street in
anticipation of the Cabela's development. In addition, limited funds are budgeted for annual CIP projects
including drainage and minor street improvements, street light installation, and building infrastructure
and parking lot improvements. CIP expenditures total $4,584,000which is a 39.4% decrease compared
to the adjusted 2008 Budget and a 3.0% increase compared to the estimated 2008 Budget. This will
provide for a projected ending fund balance of S 196,167.
Open Space Fund
Open Space revenue is projected at $1 ,610,000 which is a 56.0% increase compared to the 2008 esti-
mated revenue of $1 ,032,009.1n addition, the beginning fund balance for 2009 is projected at $316,505
which brings the total available funds for the Open Space Fund to S 1 ,926,505.
Open Space projects for 2009 include open space improvements, park maintenance projects, Prospect
Park water line, open space sign fabrication, wildlife viewing platform and Phase I of the 38th Avenue
and Kipling Street park. Open Space expenditures total $1,522,533 which is a 35.5% decrease compared
to the adjusted 2008 Budget and a 32.0% decrease compared to the estimated 2008 Budget. This will
provide for a projected ending fund balance of $403,972.
Conservation Trust Fund
Conservation Trust revenue is projected at $472,000, which is a 3.7% increase compared to the 2008
estimated revenue of $455,375.1n addition, the beginning fund balance for 2009 is projected at $380,225
which brings the total available funds for the Conservation Trust Fund to $852,225.
Conservation Trust projects for 2009 include Baugh House improvements, Phase I of the 38th Avenue
and Kipling Street park, Panorama Park playground and improvements and tennis court resurface in
Apei-Bacher Park. Conservation Trust expenditures total $725,000 which is status quo compared to the
adjusted 2008 Budget and a 23.9% increase compared to the estimated 2008 Budget. This will provide
for a projected ending fund balance of S 127,225.
Recreation Center Operations Fund
Recreation Center Operations revenue for 2009 is projected at $2,1 10,523, which is a 0.05% decrease
compared to the 2008 estimated revenue of $2,1 1 1,535. In addition, the beginning fund balance for
2009 is projected at $2,398,947 which brings the total available funds for the Recreation Center Opera-
tions Fund to $4,509,470.
4
Budget Message
:#.
.ft'cltyof Wneat~e
Recreation center expenditures total $2,573,851, which is a 3.9% increa5e compared to the adjusted
2008 Budget and a 13.3% increase over the estimated 2008 Budget. This will provide for a projected
ending fund balance of S 1,935,619.
Miscellaneous Special Revenue Funds
Several other miscellaneous Special Revenue Funds are also included in this Budget to track revenues
and expenditures that are legally restricted for specific purposes or to simplify the budgeting process.
Those funds include Police Investigation, Municipal Court, Richards Hart Estate, Equipment Replacement,
and Crime Prevention. Detailed revenue and expenditure information for these funds can be found in
the Special Revenue Funds and the Line Item Accounts sections of the Budget.
STAFFING
Personnel-related expenses account for the largest portion of the City's budget; therefore, maintain-
ing this investment is a high priority. Through a periodic compensation review process, a survey of the
2008 pay scales for the City's positions was conducted for the purpose of determining what wages are
generally prevailing in similar cities within the Denver metropolitan area.
The final analysis of the mid-year market comparison indicated the 2008 pay range minimums and
maximums for the majority of civilian positions and all sworn positions warranted adjustment in order
to remain competitive in the market. As approved by City Council, the City strives to remain at the
70th percentile of the market for law enforcement (sworn) positions and 55th percentile for all civilian
positions. The overall increase for these market adjustments was approximately 4.0% for civilian positions
and 4.5% for law enforcement (sworn) positions. Adoption of the 2008-2009 Compensation Plans was
approved by City Council on June 23, 2008.
The 2009 Budget includes S 177,456 in additional funds for employee step increases. Employees are
eligible to receive a step increase on their anniversary date if they receive at least a satisfactory per-
formance evaluation. A market adjustment analysis will again be conducted mid-year 2009 and any
recommendations for market adjustments will be brought to City Council for approval and implemen-
tation by July 1, 2009.
The 2009 Compensation Plan is designed to maintain competitive relationships with the market and
provide an unbiased relationship in pay between positions and departments. You may find the complete
Compensation Plan in the "Staffing" section of the Budget.
The 2009 Budget includes a staffing level of 223.880 FTE's in all funds; an increase of 1.0 FTE's compared
to the 2008 Budget. Staffing levels continue to remain well below the 233.755 FTE's authorized in 2002
before the budget reduction program and elimination of positions in 2003 and 2004 due to budget
constraints. The 1 .0 FTE is for the following position:
1.0 FTE Plans Examiner/Inspector (Community Development Department)
Currently the City contract s out a portion of its workload for plan reviews and building inspections.
5
Budget Message
2009 Proposed Budget
Staff recommends eliminating these contracted services and bringing them in house with a full-time
Plans Examiner/Inspector. The salary for a new position is less than the contract amount. In addition,
customer service will be improved.
Each year the Management Team updates a five-year staffing plan to manage staffing growth and to
plan for future staffing needs. The Staffing Plan is developed by evaluating several factors including
current staffing deficiencies based on current levels of service; staffing needs based on future growth in
levels of service; staffing needs associated with strategic plans, master plans, new programs or services;
and staffing needs identified in departmental organizational assessments. Although the Staffing Plan
has identified the need for additional FTE's, the 2009 Budget includes only a 1.0 increase in FTE's. Future
staffing levels will be evaluated very closely with City Council as needs arise.
BUDGET TRANSFERS
The CIP Fund will receiveS 1,035,000 in the form of transfers from other funds to cover expenses incurred
for special projects, reimbursements or operating costs. Listed below are the funds making the transfers,
the amount of the transfer and a brief justification for the transfer:
CIP Fund -transfers in:
From the General Fund -S 1,035,000
Annual t ransfer to cover capital expenses.
The 2009 Budget is presented in greater detail in each department section and in the Line Item Accounts
section of this document. Please refer to those pages for additional information.
I would like to thank the Mayor, City Council and City Staff for their leadership, direction and patience
during this budget process. I would like to especially thank the Directors and all of the Department
budget contacts who participated in this budget process.
Respectfully submitted,
G. Randy Young
City Manager
Budget Message
6
. .
Wheat Ridge Citizens' Budget Oversigh t Committee
Report to City Council
April 5, 2010
Introduction: The Citizens' Budget Oversight Committee has held 6 meetings to date in
2010. The second and third meetings focused on potential additional revenue streams, the
fourth session addressed potential cost reductions, and the final meeting was to put the
finishing touches on this report. At the second meeting, February 3, 20 I 0, the group
reduced the formerly identified revenue proposals to four, and members volunteered to
study three of the proposals further.
At the fourth meeting, the proposals were reviewed and refined. The proposals are listed
below along with illustrations of potential revenue provided by each. The Committee
also added recommended cost reduction measures. None of the recommendations is
unique. Each one has been implemented in another city.
The Committee thoroughly discussed the issues raised by thjs report. It is a genuine
committee based report with a hlgh level of consensus. This report truly provides the city
with opportunity to achieve a diversified set of revenues which could over the long term
lead to sustainability and also suggests practical techniques for reducing costs.
The recommendations are listed in no particular o rder; the committee has not ranked
them in any manner whatsoever.
ECO NOM IC DEVELOPMENT
Our city cannot be sustained through additional revenue sources and cost cutting alone.
Economic development is equally critical to maintaining high community standards and
services. We now have several entities and interests within the city pursuing economic
goals: City Manager, Economic Development, Community Development, Wheat Ridge
20-20, Renewal Wheat Ridge, Wheat Ridge Enterprise. Wheat Ridge Business District,
and the Applewood Business Association. While these entities now cooperate with and
tend to complement one another (For example, WR 2020 and Renewal Wheat Ridge are
working together at 44th and Wadsworth.) perhaps further synergy could be achieved
through a deliberate process or consolidation of these agencies' efforts. The Committee
recommends the City continues to strengthen the business mentoring function to maintain
an aggressive outreach effort, with regular reports to City Council.
REVENUE PROPOSALS
VEIDCLE T RANSFER FEEff AX:
Description: A fee or tax levied on every vehicle sold in Wheat Ridge to non-residents
-cars, motor homes, motorcycles, etc.
Attachment 5
I
Rationale: I. The City needs to diversify the tax base and reduce reliance on the sales
tax .
Revenue:
2. All sectors of our economy should pay their fair share. WR sales tax is
collected on dealers' parts sales, but that is a minimal amount.
3. Sales tax is levied on every vehicle sold in Colorado. but the city portion
goes to the city or county where the buyer resides.
4. Wheat Ridge residents would be exempt from the transfer fee because they
pay the sales tax to the City.
The City would have many options. One example that would be simple to
administer and to remit would be a percent of the sales price:
TRANSFER FEE SCHEDULE
Fee Fee Fee
Vehicle Cost 0.25% 0.50% 0.75%
$ 5.000.00 $ 12.50 $ 25.00 $ 37.50
$30.000.00 $ 75.00 $ 150.00 $ 225.00
$ 50.000.00 $ 125.00 $ 250.00 $ 375.00
Collection:
All businesses are required to file a monthly, weekly, or annual tax report
depending on the amount of sales or use tax owed.
Car dealers are required to show total revenue so the transfer fee could be
calculated on their returns.
This fee could be collected on the same basis and should not req uire additional
people to administer.
The paperwork impact to businesses should be minimal as they are already filing
a report.
Year Gross Non-Non-Fee @ Fee @ Fee
Resident Sales Resident .25% .50% @.75%
by Dealers Sales(Adj)
2007 $ I 02,631.62 l $87,236,878 $2 18.092 $436.184 $654,277
2008 $ 79,434.812 $67,519.590 $168,299 $336.598 $504,897
2009 $ 55,916,0 11 $47.528,609 $1 18.822 $237,643 $356,465
The table above indicates what the City's revenue might have been over the past three
years if a transfer fee had been in affect. The Comnlittee recommends the . 75% rate for
the tax or fee. As is evident from the table above, auto sales have been decreasing in the
City of Wl1eat Ridge over the past three years.
Comment: As a tax, this measure would require a vote of the people, and could be
put on the November ballot. There would be no impact on Wheat Ridge
residents, and hopefully, sellers would not be at a competiti ve disadvantage.
OCCUPATIONAL PRIVILEGE FEEffAX:
2
Description: This would be a fee/tax levied on everyone who works in Wheat Ridge and their
employers. Denver and Greenwood Village have had this fee in place for at least 20 years. Each
employee pays $2/month (withheld from paycheck along with Fed/State, FICA, and Medicare
taxes) and the employer also pays $2/month for each person employed.
Rationale: 1. Those who work and do business in Wheat Ridge use City services but
often do not contribute to the tax base.
2. The City needs to diversify the tax base and reduce reliance on the sales
tax.
3. All sectors of our economy should pay their fair share.
Collection: All businesses are required to file a monthly, weekly, or annual tax report depending
on the amount of sales or use tax owed. This fee could be collected on the same basis and should
not require additional people to administer. The paperwork impact to businesses should be
minimal as they are already ftling a report.
Revenue: According to an estimate from DRCOG, there are an estimated 21 ,655 people who
worked iJ1 Wheat Ridge in 2009. The combined fee of $4/per person per month would generate
$86,620 per month or $1,039,440 per year.
Impact on Wheat Ridge citizens: Per the DRCOG estimate, 15% or 3,248 people who work in
Wheat llidge are Wheat Ridge citizens. This represents I 0% of the estimated 2009 population of
31 ,183. By contrast, other measures proposed would impact 100% of the population.
Other information: As a tax, this would require a vote of the people, and could be put on the
November ballot. According to a representative from the City of Denver, there are no State
requirements. As a home rule city, Wheat Ridge could exempt tax supported entities such as the
school district. In Denver, every employee pays the $2 regardless of employer.
Note: The ratio of employed as a percent of population (21 ,655 to 31 , I 83) is 69%. It would be
interesting to know the numbers for surroWlding cities to see bow Wheat Ridge compares on a
job creation basis.
RESIDENTIAL RENTAL TAX:
Research in this area found that several cities in Arizona collect a tax on residential rents
paid. CasaGrande, Arizona Finance Director Diane Archer reported that they levy a
I .8% tax on rents received by landlords with 3 or more units. Auditing is by a contractor
who compares property tax records to tax revenue, and the revenue goes to the general
fund.
Also the City of Glendale, Arizona collects a 2% tax on all residential rental properties.
Glendale also levies tllis tax on rentals of commercial space including bare land.
What might a sales tax on residential rentals look like for Wheat Ridge?
Estimated households: I 5 127
3
Rental households: 6,588
Average Rent: $741.00 (Based on Colorado Division of Housing data)
Annual Average Rent: $8,892
Gross Annual Rent: $58,580,496
Tax @ 2%: s l ,17 1,609
Tax @ 3% $1,757,414
The Committee believes t!Us form of tax is appropriate for Wheat Ridge because we have
a high level of rental residences in the city and that due to occupant turnover the
rental/lease population requires greater city services than owner occupied residences.
Also, a portion of this income could be used to initiate a systematic inspection of rental
property inspection program. Under this proposal all landlords would be required to have
business licenses.
Street and Drainage Utility
The Conm1ittee considered and deliberated over the three presentations submitted to us.
These included a Street Utility, Storm Water Utility, and Public Safety Utility. All would
work in a similar fashion. with every landowner in Wheat Ridge charged a fixed monthly
amount based on property characteristics. Most munjcipalities use a similar mechanism to
support services shared by everyone.
The Committee reached consensus to recommend a Street and Drainage focus with either
a fee or tax structure to provide up to $3,140,000 in annual revenue. Revenue would be
used to maintain and improve streets, including drainage improvements wherever
possible.
The Citizen Budget Oversight Committee asked that the proposed Street Utility be
enhanced to also address some of the stormwater management needs in the City. Street
sweeping and maintenance of storm sewers that drain streets are operations that would be
eligible for funding with a street utility. Construction and improvement of storm sewers
that directly improve street drainage could also be funded with a street utility. The
following proposed Street and Drainage utility includes funding a yearly $2,000,000
street preventive maintenance program and $500,000 for a storm sewer improvement
program each year, plus additional related activities.
PRIMARY STREET MAINTENANCE ACTIVJTIES
Pavement patching
Gravel road and shoulder repair
4
Snow removal
Street sweeping
Signs, signal and striping maintenance
Street ljgbting
Preventive maintenance program (resurfacing, crack filling, slurry sealing)
Stonn sewer cleanjng
PROPOSED STREET UTILITY ACTIVITIES
Preventive maintenance program
Equipment replacement
Storm sewer cleaning
Storm sewer improvements
Billing
Total
ESTIMATED MONTHLY STREET UTILITY FEES
yearly costs
$2,000,000
500,000
100,000
500,000
40,000
$3,140,000
It is estimated that commercial (retail) business owners would pay over 50% of the street
utility fees, with residential property owners contributing approximately 33% of the
funding, and the remaining 18% by industry and non-profits. If the utility fees were
established to provide approximately $3,140,000 per year in revenue, single fami ly
properties would be billed approximately $5.70 per month. Examples of other typical
monthJy fees include:
Single family home
Fast food restaurant
Gas station
Bank without drive-up
Grocery supermarket
Automotive tire and repair store
1 0,000 sf office buiJ.djng
50,000 sf office building
Lutheran Hospital
CONCLUSION
$5.70
$535.00
$96.00
$65.00
$2,100.00
$40.00
$78.00
$3 14.00
$9,400.00
A Street and Drainage utili ty could provide substantial revenue to the City for
maintenance and improvement of the street system. As with all utiljties, users in the City
would support a street and drainage utility in proportion to their use of, or dependence on,
the streets. While o ur neighbor cities do not have street utilities in place, each does have
a stormwater utility.
Description
5
A monthly fee charged to all property owners and businesses to cover routine street
maintenance, street preventative maintenance and street improvements.
This applies to property owners and creates a lien possibility if non-payment occurs.
Rationale & Probability of Acceptance
The Street and Drainage Utility achieves sustainable fiscal stabili ty from a resource that
broadens our tax base and offsets a higher amount of our general fund.
Good al ignment of resource wi th priorities of citizens.
The utility follows objectives of elected officials.
A Street Utility relies solely on Wheat Ridge citizens/businesses.
Citizens may think that present taxes should cover street needs vs. a special need as in the
water quality utility. As a fee it would not be tax deductible. As an alternative, raising the
property mill levy could provide the same benefit and be tax deductible.
Revenue would be used to replace equipment (snowplows, street sweepers etc) that is
well beyond its serviceable life.
Revenue is based on type of activity, amount of traffic.
Collection:
Monthly or quarterly billing could be possible. Collection could be combined with
another utility to reduce overhead.
Revenue to be generated:
Fee is based on traffic to/from property. Relieves up to $300K from general fund and
could create $2M based on $3.60mo, per residence and proportionally higher for
business. Example: $200/month for a fast food restaurant.
Impact to Wheat Ridge citizens:
Creates another form of revenue, but generates a source of income for streets and
equjpment that is falling further into disrepair. Residents provide 32%-Commercial pay
50%, and Industrial and Non-Profits would pay the remairung 18%.
More lnfonnation: Could be done via ordinance. Streets and drainage issues are seen as
more important than storm water exclusively and are major concerns.
Impact to Storm Water Standards:
Regarding the Federal Government putting pressure on Wheat Ridge, it is VERY real.
6
Our city staff gleaned the Federal regulations and challenged every line. Staff thus
developed the minimum possible adherence compared to other cities, but we must have
that adherence. We are required to file an annual report to the Feds describing what we
are doing to adhere to stonn water control mandates. Ultimately we MUST comply or
face fines. One can say "Oh not now in this economy," but it is one more critical budget
item being ignored--especially since we have stressed our relationship to minimwn
compliance.
COST REDUCTION OPPORTUNITfES
Assumption: Requests to citizens for revenue increases should be accompanied by efforts
to ensure maximum efficiency and cost effectiveness to achieve cost reductions wherever
possible.
Reduce Staff Costs: Staff costs are the largest item in the budget, any meaningful
reduction in costs must address this topic.
Intergovernmental Agreements
Recommendation: Use a perfom1ance based system to compensate department beads and
managers to find ways to operate more efficiently. Interagency Agreements (lOA's) are a
possible tool.
Discussion: This option is currently being used in Wheat Ridge by the Police
Department. Tt is also used in other cities--Parker staff collects sales tax for Castle Rock
as well. Silverthorne handles all court matters for Dillon.
Impact/$: In addition, lOA's could be used to generate revenue by providing services to
smaller communitjes in the area. The success would depend on incentives from Council
and leadership by key personnel. Elected officials are not in a position to determrne
where lOA's could best be used.
Impacts to Service: Should be none. lOA's should be used in areas of support that have
no direct citizen contact.
Data/Staff Analysis: lnnovabve thinking and analysis on the part of key management
personnel
Reduce PavroU costs:
Recommendation: Some direct ways being discussed and/or implemented in other cities:
1. Eliminate positions by streamlining processes and increasing the use of
technology.
2. Job sharing within departments and among departments
3. Replace some positions with independent contractors, in both labor and
professional positions, who would work only during peak times.
7
4. Freeze hiring and wage increases
5. Use volunteers when economically beneficial -Rec Center, City Hall
Mayor and/or Council members could work with cities in the "similar cities group" to try
to prevent the leap-frog syndrome that the current system promotes. When possible,
similar City positions should be compared with the private sector.
Discussion: None of the above would be popular, but the alternative is the continuing rise
of personnel costs due to increases to staff, rising benefits and costs of additional space.
It must be noted that the population has increased by only 2,000 in the past 30 years but
the General Fund has increased from $4.3 mil to $26.8 mil.
lmpact/$: To be determined
Impacts to Service: There could be some impacts to service
Data/Staff Analysis: Department heads would have to detem1ine possible savings
Outsourcing: Similar concept to IGA's but would involve private and/or non-
municipal en tities
Recommendations:
1. Technology -Outsource data storage function
2. Sales tax collection-Research the possibility of State collected sales tax
3. Payroll-Used to have problems, but should be explored
4. Sales tax collection -Internal collection is costly with 3 full time staff, lockbox
fees. software maintenance fees.
Discussion: These examples rely on technology. It is very expensive to stay current witJ1
technology changing so rapidly. Large, specialty companies can achieve economies of
scale. Technology-many companies now in the business of data storage.
lmpactl$: To be detennined. Outsourci11g is only a viable alternative if it results in a
reduction of staff and/or capital costs.
Impacts to Service: Should be negligible as tl1ese are internal functions. State collected
sales tax could be a benefit to businesses that would only have to complete one form.
8
Committee Membership:
City Treasurer Larry Schulz and the followi11g: (Joyce Jay replace Lean Rotola after she
left Council.
Motion by Mr. Stites to ratJfy the Mayoral appointments of
Clw1es H~. Dtstrtc:t I Representative
Btfan Hanaen, District U Representative
Mary C.vana, District Ill RepntSentatiVe
Geotge JOI"{{etJ•en, Ofstrict fV RepresentaUve
to the Citizen Budget OVwalght Commlttee; tenn ending February 2010: seconded
by Mr. Womble; can1ed e.2 with Ms. Beny end Mrs Adams voting No.
I further move to ratify the Mayoral appointments of Council Members Rotola and
Langworthy to the Cltlz.n Budget OV..Ight Commlttae; tenn ending February, 2010,
unless either Councll Member leaves office: seconded by Mr. Womble; carried 8-0.
9
1m SU~rson LLP
Cft'tified Public Accountanb & Consulblnb
August I I , 20 I 0
City Council
City of Wheat Ridge, Colorado
Re: City of Wheat Ridge, Colorado -Financial Checkup
This report summarizes our analysis (Financial Checkup) related to the City of Wheat Ridge's (the City)
audited financial statements for the years ended December 31. 2005. 2006. 2007 and 2008. and the unaudited
financial statements for the year ended December 31, 2009. Specifically. we analyzed this audited and
unaudited financial information to evaluate the financial condition of the City. Financial indicators have been
used to analyze data over the five year period for the following purposes: (i) to determine financial trends of
the City, (ii) to assist the City in identifying warning trends. and (iii) to recommend solutions to help offset
negative trends and suggest further enhancements to positive trends.
Our Financial Checkup has been prepared by gathering data and calculating key indicators of financial
condition to aid in the diagnosis of financial stress. This evaluation process can help identify underlying areas
of previously unrecognized significant trends. Further, we have provided recommendations where we have
determined additional analysis may be beneficial to the City and where warning trends have been identified.
Our recommendations are being made solely upon the information obtained from the noted years· audited and
unaudited financial statements and we are not responsible for results obtained from implemented
recommendations.
Please find anached the results of our analysis and our recommendations to the City. We would be happy to
discuss and work with the City to move forward with implementing any of the recommendations provided
wi thin the Financial Checkup.
We were not engaged to. and did not conduct. an examination in accordance with generaUy accepted auditing
standards in the United States of America, the objective of which would be the expression of an opinion on
the financ ial statements of the City. Accordingly. we do not express such an opinion. We performed our
engagement as a consulting service under the American Institute of Certified Public Accountants· (''AlCPA'')
Statement of Standards for Consulting Services. Had we performed additional procedures, other matters
might have come to our attention d1at wouJd have been reported to you.
CLIFTON GUNDERSON LLP
Certified Publ ic Accountants & Consultants
Offices an 17 slates and Wnshin~;.rton., DC Attachment 6
City of Wheat Ridge
Financial Checkup
INDICATOR # 1: REVENUE & EXPENDITURE TREND ANALYSIS (R & E)
The R & E provides an overview analysis of total General Fund revenues and expendftures in order b determine if there are any trends
that the City may need to consider to ensure on-g:>ing fiscal sustainci)ilfty.
$32,000,000
$26,000,000
$20,000,000
$14,000,000
2005 2006 2007 2008
2005 4!>06
!General Fund Revenue 24 478832 25 056,087
!General Fund Expenditures 19 334 235 22 412.793
80.2% 2.4%
13.0%
Andings:
2009
Unaudited
2007
27 002.159
23 634176
7.8%
5.4o/c
-+-General Fund
Revenue
-.-General Fund
Expenditures
2008 2009 Unaudited
28,613148 26 389 925
25 705.083 23 417 792
-7.8%
-8.9%
The City's total General Fund revenues have increase:l during the last five years except in 2000 when the City experienced a 7.8%
decline from the priO" year. which is not unusual based on tre currert economic environment. General Fund revenues have, in each of
the past frve years , exceede:l total General Ft.nd expendftures.
Recommendations:
The City has proactively taken measures to reduce its total General Fund spendng in response to the economic cbwnturn as a res Lit
ci good budget planning and cost containment. Continued monftoring (i.e. in comparison b budgeted a-nounts} of reverues and
expenditures wil help ensure botl short-term and long-term sustaincilility. Addftionally, since the City has demonstraed ~s abaity to
be fiSCally responsible, pre~ring lcng-erm prqedions. v.tlich is a recO"nmended practice by tre Government Finance Officer's
Associaicn, CCil be hapfll in evaluating if the current fiscal philosophy can be sustained in the future. We understand the City
currertly JJ"epcr-es 5 yecr-projections -the City sholld be appauded for looking beyond 1 year!
We would recommend the City consider extendng to 20 year prqedions in order to ensure understanding of the long-term impact of
currert decisions. It should be noted flat the last five years reveal that in mo of fle years expenditure increases outpaced revenue
increases. Continued repetition of this patern mcrt not always result in tle accumllaion ci ft.nd balance wren factors such as an
aging population change fts spendng habfts <lld has a direct impact on tre City's sales tax revenue. Incorporating factors such as
these into long-term JJ"Ojections can help guide tre City in setting fiscal pdicies nON to meet long-term oojectives.
City of Wheat Ridge
Financial Checkup
INDICATOR# 2: REVENUE SOURCE ANALYSIS (RSA)
The RSA provides an analysis of General Fund revenue sources to determine if there are emerging trends and/or changes in
revenue sources that the City should consider.
Findings:
services
•Interest on
lnwstments
O lntergovernmental
•Fines and
Forfeitures
•Licenses and
Permits
The RSA shows a consistent reliance on taxes as the City's main revenue source. Taxes have comprised approximately 80% of
total revenue over the last five years. The other main sources of revenue are Licenses and Permits, Intergovernmental, and
Charges for services. Licenses and Permits revenue has increased approximately 92% over the 5 years presented .
Intergovernmental revenue has remained around 6.6% of total revenues despite an increase of 12% in 2006 followed by a
decrease of about the same in 2007. Charges for services has remained around 3.6% of total revenues and has increased 24%
from 2007 to 2008, but dropped 21% from 2008 to 2009. Moreover, while General Fund fund balance increased by 48% from
2008 to 2009, Interest on Investments decreased by 16% from 2009 in comparison to 2008.
Recommendations:
With the major component of revenues beng sales tax revenue, the C~y should actively conduct sales tax audits and review the
rotation of retailers the audits are performed on to ensure the City is maximizng its revenues and promoting compliance withn the
retail community. Sales tax audits can also provide a benefit to the 'Mleat Ridge Urban Renewal Authority (the "Authority'' -a
component unit of the City) as~ relies on strong sales tax collections for its operations and debt payments. See recommendations
regarding Interest on Investments in Indicator 6 -ASR. See recommendations regarding Charges for services in Indicator 8 -RCR.
(1) Other taxes includes property, use, admission, lodging, and other taxes.
City of Wheat Ridge
Financial Checkup
INDICATOR #3: SALES TAX REVENUE ANALYSIS (STRA)
The STRA provides an oveNiew of total sales tax revenue as well as sales tax revenue colected by the City's top
ten vendors to ascertain ifthere are trends and/or revenue dependency issues that the City should consider.
$18,000,000
$14,000,000
$10,000,000
$6,000,000
$2,000,000
Findings:
2005
54'11.
Sales Tax Revenue Analysis
2006 2007 2008 2009
Unaudfted
-.Total Sales Tax
-M-Top 10 Venoors
2009 Top 10 Vendors% of Total Sales
•Top 10 Vendors as % of
Sales Tax Revenue
•AD other Vendors
The City relies heavily on sales tax revenues (e.g., sales taxes represented 47% of the Cny's total revenue in
2009.) The above STRA analysis shows that the City's dependency on their top ten vendors for sales tax
revenues has been consistent over the last five years, representing on average 45% of total sales tax revenue.
Recommendations:
As noted in Indicator 2-RSA, sales taxes are the Cny's main source of General Fund revenues, and one of the
most susceptible to changes in the economy. With the economy entering into a "new normal" where it is
expected that sales tax revenues wiU continue to decline over the long-term (e.g., the baby boomer population is
expected to reduce their previous spending levels and also spend more on seNces vs. goods), it will be very
illl>Ortant for the City to thoroughly understand how these factors may impact the City's long-term sales tax
revenue projections. Furthermore, regular analysis of sales tax remittances as well as conducting audits wiU
become even more critical to ensure that the City is receiving all sales tax revenues it heavily relies on to provide
City services.
Addnionally, the Cny should prepare a quadrant analysis to break down where the sales tax revenue is being
generated geographicaUy. This analysis should be reviewed to determine if the activity is i1 line with where the
City antcipates the upgrades in infrastructure will be needed to support the tax base. With that in mind and
because 46% of sales tax revenues are generated by the top ten vendors, which make up less than 1% of total
vendors, the City may want to hold periodic meetings with these businesses (e.g., expressing appreciation that
they are located in the City and that the Cny values their presence). Furthermore, the City should ensure that
capital infrastructure replacement plans are given attention/priorny that will keep the primary sales tax generating
areas in optimal condition.
City of Wheat Ridge
Financial Checkup
INDICATOR #4: EXPENDITURE ANALYSIS (EA)
The EA provides an analysis of total General Fund spending by function to determine if there are emerging trends and/or
patterns that the City should consider in order to focus on cost-control strategies.
Findings:
Public works
14%
Public safety
34%
2009 Expenditures
General government
36%
Arts and Cultural facilities
12%
Corrmunity development
4%
The City's General Fund percentage breakdown of expenditures by function remained relatively consistent from 2005
through 2008. The majority of the City's expenditures are related to general government and public safety. In 2009,
overall expenditures decreased by 8.9% from 2008 with no significant shifts in the percentage breakdown among the
expenditure categories. The City should be applauded for its thought out measures to reduce spending in 20091
Recommendations:
The City experienced reductions of approximately 14% in 2009 as compared to 2008 in General government and Public
works expenditures which provide essential services to the City and its residents. The City should analyze these
categories to understand whether these reductions can be sustained. For instance, the reduction in General
government expenditures includes a reduction in costs as it relates to the City's contribution to a special project (e.g.
NRS implementation). While this cost reduction provides little interruption to its residents because it does not directly
impact essential services, the City should understand the other general government reductions and ho.v they can affect
the City's internal organization and operations on a short-term basis and a long-term basis. General government
functions that include the City treasurer, finance, technology, and human resources etc. provide the support needed for
essential services provided to residents. A thorough analysis of how long the reductions can be sustained will be
necessary to understand future expenditure levels for general government functions and other expenditure categories.
The City clearly takes a Jot of pride in its budgeting process and has given thoughtful consideration to expenditure
reductions (e.g. reduction in various operating supplies and expenses, not filling certain vacancies, etc.). We recommend
the City take their budgeting process to the next level. As such, the City may want to consider full implementation of
Budgeting for Outcomes (BFO}. BFO is an approach that is based on collaboration, transparency, and delivering
services that matter most to the public. BFO, or results budgeting, aligns resources with results produced.
City of Wheat Ridge
Financial Checkup
INDICATOR# 5: INTERGOVERNMENTAL REVENUE DEPENDENCY (IRD)
The IRD provides percentage tre1d infcrmation refle:::ting the City's reliance on reverues received from other
g:>vernmEJltal entities. Percent~e increases over time may indicate a greeter risk assl.ll1ed by the City due 1o
increased depe1dence on external revenues.
13.00%
11.00%
9.00%
7.00%
2005
Findings:
Intergovernmental Revenue Dependency
2006 2007 2008 2009
Unaudited
~IRD
The IRD srows a slight increase fran 2005 to 2006 in intergoverrmental deperdency followed by a decline until
tie IRD rose to 10.08% in 2009. The City has oone an excellent job in applying for and receiving gra1ts (e.g.
GOCO grant, Jeffco Joint Vent~re grant, Bryne, gant. Histcric gran~ etc.)!
Recommendations:
Intergovernmental revenues ere a noteoorthy part r:i the City's revenue sources and should be brd<en down b
tuly understand how the turds are utilized. Specifically, the City shoold analyze the funding source r:i its
revenue as well as the uses of funds to understand ho.v pctential decreases in intergovernmental revenue will
ctfect fut~re projects and providing essentia services. Further, as the State deals with budget concerns and the
p:>tential passing ci ballot initiatives 00, 61 , and 101, the City should be proactive in determining v.tlat impact
these vcriables will have oo intergovemmenta revenues (e.g. Highway-User revenues) and incorpo-ate the
assumptions into its long-term projectioos.
Conttnued p~rsuit of grant funding srould remain a priority for the aty. To the exte1t the City can seek furdirg
~portunities that will cootirue to emance the Oty, (for instance -in coonectioo with the "'Mleat Ridge 2020"
strategic vision), it will provide resources that directly benefit its residents and the overall appeal of tie City. An
exampe of such grant oould be the New Erergy Communities Grant sponsored by DOLA and the Governcr's
Erergy office that rewards communities that enhance community livablity and that promote economic
d:!vel~ment trrough energy efficiencies.
City of Wheat Ridge
Financial Checkup
INDICATOR# 6: ASSET SUFFICIENCY RATIO (ASR)
The ASR identifies whether the City's total urTestricted cash and irrvestments are adequate to cover its current
ooligctioos or amol.l'lts owed. Percentage decreases OJ~ time may indicae the Oty has overextended itself in
lhe long run or may be having difficulty rasing the cash reeded b meet its current needs.
14.0
11.0
8.0
5.0
2005
Findings:
Asset Sufficiency Ratio
2006 2007 2008 2009
Unaudtted
-+-ASR
The ASR show.; a declining trend from 2005 through 2007 followed by gra:lual increases from 2007 through
2009. The City has maintained a very favorable ASR and has shoVvn that they have more than enough
resources to cover thar short-t~m obligations in all of the 5 yecrs presented. Credit irdustry benchmar1<.s view
a ratio of less than 1 as a negative factor a'ld a rctio less than 1 for three years is considered a decidedly
reQative factor.
Reconvnendations:
There is sufficiert cash to co;er obligations of the City at a given time. The City should review its irrvestmeri
JX)Iicy and current irrvestmert strategy to analyze whether or not the strplus cash is being irrvested in a manner
lhat maximizes investment earnings wlile pres~ving the initial investment when necessary. The current, low
interest rates makes it challenging to have a slbsta'ltial return on srort-term investments (that is recessary for
liquidity purposes) so it is important that the Oty explore all options, including investments with longer maturities
(e.g. CDARS progrcm), allowable und~ State statutes and under their existing investment JX)Iicy. In order b
successfully impement an investment strateg,t that maximizes investment earnings, a monthly cash flow
a'lalysis shoold be prepCI'ed so that sufficient liquidity is avalable to meet the cash needs of the City throughot1
lhe year.
City of Wheat Ridge
Financial Checkup
INDICATOR# 7: UNRESTRICTED FUND BALANCE RATIO (UFBR)
This UFBR demonstrates the City's abifity to m~igate current and future risks (e.g., revenue shortfalls and
unanticipated expenditures) and to ensure stable tax rates . The Government Finance Officers Association
recommends , at a minimum, that general-purpose governments, regardless of size, mantain an unrestricted
fund balance in their General Fund of no less than 5% to 15% of regular General Fund operating revenues or
General Fund operating expenditures. Percentage decreases over time may indicate the City's inability to
handle unforeseen risks (e.g., downturn in economy).
50%
40%
30%
20%
10o/o
0%
Findings:
2005
Unrestricted Fund Balance Ratio
(General Fund)
2006 2007 2008 20 09
Unaudited
The City has maintained an UFBR above the GFOA recommended 5%-15% range over the last five years-
excelent job! The City achieved its highest UFBR in 2009 through cost containment while experiencing a
decrease in general fund revenues which is a notable achievement as well.
Recommendations:
The accumulation of unrestricted fund balance illustrates sound financial practice exercised by the City. It is our
understanding that the City may be adopting an Unrestricted Fund Balance policy in the near future. In order to
preserve the unrestricted fund balance, the City should estabish an understanding of what the unrestricted fund
balance may be used for. Setting guidelines that outline uses of the unrestricted fund balance will encourage the
City to focus on current resources as the source for funding operations and maintenance costs. Rnally, the City
may want to consider additional "reserves" that can be established (e.g., reserves for insurance daims payable)
in order to provide for future funding of specific projects and potential increases in costs.
City of Wheat Ridge
Financial Checkup
INDICATOR# 8: REVENUE COVERAGE RATIO (RCR)
(Govern men tal Activities)
The RCR demonstrates the City's abilities to cover governmental activities' expenses with related ~ogram revenues and
~s reliarce on general revenues to subsidize certan function/program expenses. As cover~e declines, the burden on
general revenues to suprx>rt these services ircreases. Since the typical municipa accounting system does not employ
cost-a:counting techniques, it is easy for inflation anc:.Vor other fa: tors to erode revenue coverage witt-out being notic~.
50%
40%
30%
20%
10%
0%
Findings:
20 05
Revenue Coverage Ratio
2006 2007 2008 2009
Unaud tted
The RCR reveals the City's atility to generate suffteient rE:Nenue t> cover its governmental activities has fluctuat~ over
the last t'M:l years v.tlen compared to the relatively consistent coverage levels of 2005, 2006 and 2007. During 2009, the
City experienced its highest RCR for the last five year period of approximately 35% (i.e. the aty's pr~ram revenues
related to gc:wemmenta activities cc:wered ap~oximately one-third of its expendtt.res; "no~covered' portion was
subsidized by other general revenues such as sales taxes). Further analysis reveals that Commurity development
revenues have covered over 100% of expenditures in each ci the last five ~ars-excellent!
Recommendations:
Revenue coverage is a key component to forecasting as ~is necessary to understand how much reliance a Oty may
have on general revenues to support operations. A fluctuating coverC9e raio can mci<e it challenging to estimate the
a~ a lability of future revenues to cifset expenditures. Along 'Mth periodcally corxfucti rg rate studes, the City may wart to
set rx>licy statements to establish the desired level of rE:Nenue coverC9e and procedures for analyzirg cc:werage in the
ft.ture. For instarce, a policy that states "For each service associat~ with a user fee or charge, a set percentC9e of
drect and indirect coots 'Mil be covered by fees and charges." Fees and charges ..-.111 be set to ensure that the specific
level ci coverage is met and since often times charges for services are typically expected to cover a buk rx>rtion of the
related coots, these types of increases are generally more acceptable and Lllderstandable 1:¥ those benefiting from the
~ograms and/or services in comparison to increases to sales and/or property tax rates.
City of Wheat Ridge
Financial Checkup
INDICATOR# 9: ASSESSED VALUE ANALYSIS (AVA}
The AVA indicates trends in the City's property values. A decline in property values 'Mil result in less reverues collected
t:1j the City (i.e., both property taxes as v.€11 as other revenue sources that are computed as a percentage of assessed
value). Whether or rot a g>vernmert relies heavily oo JrOperty tax revenues, pr~rty value provides a useful sign of the
health of the local economy.
Assessed Value Analysis
$430,000,000
$405,000,000 ~Assessed value
$380,000.000
2005 2006 2007 2000 2009
Findings:
The AVA sho~ an increasing trend from 2006 through 2008 fdlo\Wd t:1j a min mal decrease in 2009 'Mlich was caused
Jrimarily by the decrease in residential proj:erty values. The overall increase from 2005 to 2000 is a~roximately 6.2%.
Recommendations:
The Oty's r:roperty tax revenue generated from the assessed value over the last five years has averaged approximately
$750,000 per year or ""proximately 2.4% on average of total revenues; the recent drop in assesse:f value will nct have a
large impact on total revemes available to the City. HONever, the assessed value provides key insight b the local growth
and development within the aty. The Wheat Ridge Urban Renewal Authcrity, relies on sales and J:fOperty tax increases in
redevelope:f areas to finance its dett. The trend in assessed value (i.e. property values) is tremendously imJX>rtart as
these increases are the soorce of funds for the debt financing the Authcrity currently has in place. Further, the City has
the lowest mill levy of all the to'Mls and cities within Jefferson County. If JX>SSible, the Oty sholJd continue to keep the mill
levy at a ION level wtich helps make the City more attractive for prospective buyers and can help property values recover
mere qlickly.
Nevertheless, by compiling and periodically updating long-term projections, the City will be in a position to tetter
tnderstand any underlying strucb.Jral JrOblems that may need to be actiressed (e.g. shoold the City mill levy be raised in
the future in order to ensure the Oty can maintan fiscal solvency). The City may also want to consider performing a lot-by·
lot analysis to ensure all taxable properties are ind uded in the City's tax base. This analysis may help the City in its efforts
b collect all revenues it is entitled to. Finally, the City may want to request information from the Coll"'ty regarding the level
ct foredosure ~tivity (i.e. requesting Information regarcing what proj:erties have ha:l a lien filed against them) to tetter
l.l"'derstand what impact foreclosures might have on property values and if any ooe area has seen heavy activity.
Rnally, we recommend that the City incorporate in its lorg-term projectloos 'Mlat imp:~ct the 2011 l:iemual reassessment
(for collectioo year 2012) wUI have on fl1ure Jl"Operty tax revenues collected by the Oty.
City of Wheat Ridge
Financial Checkup
INDICATOR# 10: POPULATION TREND ANALYSIS (PTA)
The PTA analyzes the City's populatK>n trends to identify possille financial impacts on the City. Although the
specific relatK>nship between population changes and other economic and demographic factors is not usually
certain, population changes can directly impact certain revenues (e.g., some revenues are colected on a per capita
basis and many intergovernmental revenues and grants are distributed accordng to population). Sudden increases
in population may resuk in immediate pressures for new capital outlay and/or higher levels of servce. On the other
hand. decreases in population can have adverse effects on employment, housing, and business activity.
36,000
32,000
28,000
2005
Findings:
Population Trend Analysis
2006 2007 2008 2009
Unaudited
~ Population
The City has experienced a relatively stable population base with a slight dedine of 2.6% over the last 5 years.
Recommendations:
Not only is population trend important from the standpoint that increasing or decreasing numbers can affect the
amount of services needed to by provided, but it can help a City understand the types of services its residents may
desire. By breaking down population into categories such as age, race, and where geographicaRy located, the City
can use these factors to help develop a municipal plan that will meet the needs of its residents over time. For
example, an aging population generaly will decrease its spending habits, while a younger population may demand
more recreational services.
City of Wheat Ridge
Financial Checkup
INDICATOR#11: UNCOLL ECTED PROPERTY TAXES RATIO (UPTR)
The UPTR inustrates the percentage trend of uncollected property taxes . Percentage increases over time may
indicate overall decline in the City's economic health. AdditK>nally , as uncollected property taxes rise, the City's
lquidity is decreased, resulting in less cash on hand to pay current obligations and/or in the City's opportunity to
invest.
2.0%
1.0%
0.0%
-1 .0%
Findings:
Uncollected Property Taxes
-+-%of
Uncollected
The UPTR reveals that the City's abifity to collect property taxes over the last five years is strong. Even though
there is a spike of 1.8% in 2007, this is a reasonable amount of uncollected property taxes since cred~ rating
firms assume that local governments normally will be unable to colect from 2% to 3% of its property taxes.
Recommendations:
The percentage of uncollected property taxes should be monitored closely because ~ is a strong factor in
determining the credit worthiness of a municipality should the City ever consider entering into a long-term
financing arrangement. AdditK>naUy there are other economic indicators such as foreclosure and unemployment
rates that can indK::ate the timing of cash flows and colectability of property taxes. The Authority also relies on
the cash flows generated from property tax collections to make monthly debt service payments and strong
collections are necessary for the success of the Authority. The City should compare the collection rate on a
monthly basis to the prior year collection rate to identify variances which could signal collection issues.
City of Wheat Ridge
Financ ial Checkup
INDICATOR# 12: REVENUES PER CAPITA (RPC)
The RPC displays the relationship between the City's revenues and its population. Decreasing results indicate
that the City may not be able to maintain existing service levels with current revenue so urces .
Revenues Per Capita
1,200
1,000
800
2005 2006 2007 2008 2009 Unaudited
Findings:
The City's RPC reveals increasing results from 2005 to 2008 and declining resu~s in 2009. As noted in the
population trend a nalysis (PTA), populatbn declined slightly, but when combined with the drop n revenues,
lowers the RPC.
Recommendations:
The RPC provides a relationship between populatbn and revenues to illustrate the amount available to provije
essential services on a per person basis. The recent decline in RPC should prompt the City to analyze their future
populatbn growth projections and their bng-term revenue projections to determine what RPC level is anticipated
in future years. The projected RPC can help the City determine if future revenues are at a level that wil be
suffk:ient to provide the funds necessary to continue to provide essential services for the projected population
growth pattern.
City of Wheat Ridge
Financial Checkup
INDICATOR# 13: EXPENDITURES PER CAP IT A (EPC)
The EPC shows the relationship between the City's populatbn and expenditures. Increasing results may indicate
that the cost of providing services is exceeding the City's ability to maintain services at current levels.
1,500
1,000
500
0
2005
Findings:
Expenditures Per Capita
2006 2007 2008 2009
Unaudited
-+-EPC
The EPC shows a fluctuating trend between expenditures and population over the last five years. Most recently,
the City has lowered the EPC as a result of cost containment efforts in 2009.
Recommendations:
The City has reduced the cost per resident to provide essential services in 2009. The EPC should be analyzed in
connection with services provided to residents; if the EPC can be bwered without reducing the level of services
provided to residents, the City will be achieving savings through efficiency and strategic adjustments. Further,
another goal of the City would be to have an RPC that is higher than the EPC. In the last five years the RPC
exceeded the EPC by the following amounts in the respective years: 2005, $143; 2007, $50; 2009, $41 .
Conversely, the EPC exceeded the RPC as follows: 2006, $93; 2009, $41 .
City of Wheat Ridge
Financial Checkup
INDICATOR# 14: FULL-TIME EQUIVALENT EMPLOYEES PER CAPITA (FTEPC)
(PER 1,000 POPULATION)
The FTEPC illustrates the relationship between the City's total number of employees compared to the City's total
population. Due to the fact that personnel costs are typically a major portion of a governmenrs operating budget,
analyzing changes in the number of employees per capita is a good way to measure changes i1 expenditures.
Increases in employees per capita may indicate that expenditures are rising faster than revenues, that the
government is becoming more labor intensive, or that personnel productivity is declining.
8.0
7.5
7.0
6.5
6.0
2005 2006
Findings:
Employees Per Capita
2007 2008 2009
Unaudited
The FTEPC has increased slightly over the last ftve years while the City has experienced a relatNely stable
population base as Noted in Indicator 10 -PTA In 2005, the City had 214 employees and in 2009 had 224
employees.
Recommendations:
Continued monitoring of this metric is recommended so that as changes in population occur, the City can evaluate
the number of employees needed to serve residents . The objective is to strive for optimal personnel productivity.
Since population has remained relatively consistent, the City has an opportun~y to evaluate employment trends and
why there has been an ilcrease. Further. this overall snapshot could be broken down by examining changes i1
employment patterns by department or service area. Such analysis wil assist the City in determining whether
other resources (e.g. volunteers, cross-training with other departments, and outsourcing) can be utilized to he_,
achieve greater results without alteri1g the number of employees. It should also be noted that the City has
conducted comparative market compensation reviews for its employees and we recommend they also analyze their
benefits package in a similar manner.
City of Wheat Ridge
Financial Checkup
INDICATOR# 15: DEBT PER CAPITA (DPC)
The DPC measures the City's Cll'rent loog-term debt amoont allocate:! by resident. Increasing res~ts over time may
indcate that the Crty has a de:reasing level of flexibility in hON resources are apJX>rtioned or a decreasing ability to pay
its long-term debt
$50
$40
$30
$20
$10
$0
Findings:
2005 2006
Debt per Capita
2007 2008 2009
Unaudited
-+-OPC
The DPC l"as been increasing from 2005 through 2009. The amount of DPC In the 5 years presented is at low levels
OO<;arse the City's long-term debt Is limited to compensated atseoces and ins trance claims payable.
Reconmendations:
The City has manage:! to fund its caJ)ta infrastru:ture P"Ojects witholi debt financing in the last five years which is
commerxlablel The increase in the DPC is mainly due to the increase in the aocrua of compensated absences that will
be paid out to employees if the balance of ccmpensated absences is not utilized by the end ct their employment with the
City. The baaoce of compensate:! absences in 2005 was $572,911 and has risen to $1 ,011 ,826 in 2000, an increase of
75%, over the frve year period The City should revie.v its ccmpensated absences JX>Iicy to determine if it can sustain
such increases in this obligation st-ould the City experience a high amount of turno.ter and be n:l~uired to make
signifrcart ~youts in a given year. Also, analyzing employee benefits in comparison to other munici~lities may provide
a:lditiooal insight to the City.
AcX:Iitionally, they City may want to purste the GFOA Excellence in Financial Repating award which can be useful should
they look to bond for future proje:ts. For example, inch.ding the statistica section within a CAFR, Yklich is require:! to
earn this award, is very much vie.ved as a favora~e level of financial reJX>rting bf rating agencies.
City of Wheat Ridge
Financial Checkup
INDICATOR# 16: LONG-TERM DEBT SERVlCE RATIO (LTDSR)
The LTDSR measures 1he City's flexibility to respond to economic changes by comparing de~ service expenditures as a
percentage ci tdal expendttres. Percentages increasing over time may indicate declining flexibility the City has to respond to
economic do.vntums.
4.00%
3.00%
2.00%
1.00%
0 .00%
2005
Findings:
Long-term Debt Service Ratio
2006 2007 2008 2009
Unaudited
-+-LTDSR
The L TDSR shows a sigrificant increase from 2000 b 2007 and an increase of apJroximciely 37% to 2009 as compared to 2008.
The increase is the resu~ of the City implementing a self-insurarce JX>Iicy for general liability, automobile, property and physical
damage, and wakers compensation in 2007 and making payments on processed claims.
Recommendations:
The City has established maximum pay-out amounts fa setted insurance claims which is impatant to help control costs and
mitigate drastic increases in costs. However, the City canna as easily determine the amaJnt of dams fded and processed in a
gven year. The City should continually analyze their insurance cost by comparing the self insurance policy to the cost of using an
outside agent. Evaluciirg the amual cost will help the City evalucie the benefrts derived from the self-insurance poftcy.
Ack:fitionally, we recommend the City adq:~t a debt management debt policy. A debt policy will glide the City shoud they decide to
use long-term debt financing in the future to fund certain prqeds. The JX>Iicy may include setting limits and rutlining specific
targets such as what percentage d expenditures can be utilized fa debt paymerts CJl an anrual basis.
City of Wheat Ridge
Financial Checkup
INDICATOR# 17: MAINTENANCE EFFORT RATIO (MER)
The MER indicates whether capital assets are being maintained at a sufficient level to insure their useful life. Capijal
assets are constructed at significant cost and their dedine can have far-reaching effects on business activity, property
value, and future operating expendijures. Deferring maintenance of these assets can also create significant unfunded
liabilijy. Generally, maintenance expenditures should remain relatively consistent relative to the amount and nature of the
assets. Dedining ratiOs between mamtenance expenditures and capital assets may be a sign that a governmenfs assets
are deteriorating. Trends persisting over time will cause deteriorated capital assets to increase future maintenance
expendijures.
Maintenance Effort Ratio
10.0%
8.0%
6.0% -+-MER
4.0%
2.0%
2005 2006 2007 2008 2009 Unaudited
Findings:
The MER has fluctuated over the last five years, but in small intervals. From 2006 to 2007, the City increased its fixed
assets (net) by approximately $10 million and saw a drop in the MER as the percentage of dollars spent on public works
did not inaease at the same level of fixed asset additions. The City experienced a decrease from 2008 to 2009 of 1%. It
should be noted that many municipafities experienced a decrease in MER in 2009 due to the decision made of deferring
capital maintenance costs. As part of the 2010 budget the City has deferred vehicle replacements and increased
maintenance expenditures accordingly-a practical short term solution.
Recommendations:
As decisions are made about the best ways to use revenues, it is important to allocate the appropriate amount of funds for
continued and consistent maintenance of capital assets rather than defer maintenance, which can be more costly on a
long-term basis. Replacing waning capital assets should not be prolonged to the point that maintenance dollars
continually Increase to preserve the asset. In fact, replacing capital assets for more "green" and more efficient models
can lower maintenance costs for many years to come.
The City currently has established a capital replacement plan for its vehicles and computers, as well as other PO related
equipment. Additionally, the City has prudently budgeted to maintain a fund balance to share in certain future tnterchange
improvements. The City should be commended for these actions! We would highly recommend that the City expand the
comprehensiveness of Its capital replacement plan to include all capital assets (e.g. buildings, infrastructure, etc.). As
such, the City should prepare long-term (e.g. 20 year) capital replacement projections that will assist the City in
understanding what future cash requirements w~l be needed Along with actual construction and replacement costs, the
City should also incorporate related maintenance operating costs in order to understand the impact these operating costs
will have to the City's General fund. Consideration should also be given to what infrastructure assets wiVmay be
dedicated to the City from surrounding developments that will require additional maintenance efforts and future capital
replacement.
Date
May
June
July
August
September •
October •
•
February •
CITY OF WHEAT RIDGE
.BUDGET IN PUT/EDUCATION
City Council Staff Presentations
2002
2003
• Citizen Budget Presentation
• Citizen Budget Presentation
• Citizen Budget Presentation (2)
• Citizen Budget Presentation (2)
September 8, 2003 -Public Hearing
2004 Budget
City Counci l 2004 Budget Retreat
October 28, 2004 -Adoption of 2004
Budget
2004
2004 C ity ofW11eat Ridge Citizen • Public Safety Presentati ons (addressed
Survey reduction in Police Resources and
Operating Budget)
Written Articles/Web Information
• Budget Presentation Online
• Citizen Budget Ballot Survey (June
2003 Wheat Ridge Connection
Newsletter)
• Budget Ballot Available On Line
• Citizen Budget Ballot Survey Results
(October 2003 Wheat Ridge
Connection Newsletter)
• 2004 Budget Article (October 2003
Wheat Ridge Connection Newsletter)
• 2004 Budget Available On-Line
• Are More Service Reductions On Their
Way? (February 2004 W11eat Ridge
Connection Newsletter)
• How Does Wheat Ridge Compare
(property & sales tax ra tes for metro
cities)-February 2004 Wheat Ridge
Attachment 3
Date
April/May •
June/Jul y •
•
•
August/September 2004 •
•
•
October/November 2004 •
•
CITY OF WHEAT RIDGE
BUDGET INPUT/EDUCATION
City Council Staff Presentations
Blue Ribbon Panel Established • Public Safety Presentations (addressed
reduction in Police Resources and
Operating Budget)
Public Input Meeting for 2005 Budget • June I 0, 2004 -Blue Ribbon Panel
(July 26, 2004) Public Input Meeting
City Council Strategic Planning • June 17, 2004 -Blue Ribbon Panel
Retreat -Development of Vision, Public Input Meeting
Goals and Policy and Management • Public Safety Presentations (addressed
Agenda reduction in Police Resources and
July 12, 2004 -Blue Ribbon Panel Operating Budget)
Presentation of Recommendations to
City Council
August 16, 2004 -Town Hall Meeting
(Citizen Survey Results, Blue Ribbon
Panel Recommendations, Strategic
Planning Update, Proposed Sales Tax
Referendum, Open Forum)
August 23, 2004-Public lnput
Meeting for 2005 Budget
September 2004-Budget Resolution
and Contract Award for Neighborhood
Revitalization Strategies
City Council Budget Retreat -2005
Budget
October 25, 2004-Public Hearing for
Written Articles/Web Information
Connection Newsletter)
• Property Tax (do you know where
your property tax dollars go)-
February 2004 Wheat Ridge
Connection Newsletter
• Citizen Survey Results -Online
• 2004 Citizen Survey Results
(April/May 2004 Wheat Ridge
Connection Newsletter)
• Blue Ribbon Panel Article (June/July
2004 Wheat Ridge Connection
Newsletter)
• Blue Ribbon Panel Recommendations
-Online
• Blue Ribbon Panel Recommendations
article (August/September 2004 Wheat
Ridge Connection Newsletter)
• Annual City Tax "Receipt" (August
2004 Wheat Ridge Connection
Newsletter)
• Finance Department Frequently Asked
Questions (August 2004 Wheat Ridge
Connection Newsletter)
• Strategic Planning Article
(October/November 2004 Wheat Ridge
Connection Newsletter)
Date
December 2004/January 2005
February/March 2005
April 2005
June 2005 •
•
•
July2005 •
•
September 2005 •
•
November 2005 •
CITY OF WHEAT RIDGE
BUDGET INPUT/EDUCATION
City Council Staff Presentations
2005 Budget
2005
• Stormwater Open House
Town Hall Meeting -June 6, 2005 • NRS -Community Open House
City Council Strategic Planning -June
20,2005
June 27, 2005-Public [nput Meeting
for 2006 Budget
July 25, 2005 -Public lnput Meeting
for 2006 Budget
July 25, 2005-Budget Resolution -
Formation of WR2020
September 17, 2005 -City Council
Budget Retreat -2006 Budget
September 26, 2005 -Public Hearing
for 2006 Budget
City CounciJ Strategic Planning -
November 15, 2005
Written Articles/Web Information
• 2005 Budget -Online
• Wheat Ridge Voters Approve
Increases in Sales Tax Rate (December
2004/January 2005 Wheat Ridge
Connection Newsletter)
• Thank You (Voters Approve One Cent
Sales Tax increase) February/March
2005 Wheat Ridge Connection
Newsletter
• Neighborhood Revitalization
Strategies (June/July 2005-Wheat
Ridge Connection Newsletter)
• Wheat Ridge Strategic Plan -pullout
section (June/July 2005 -Wheat Ridge
Connection Newsletter
• City Council Takes Unprecedented
Action (WR2020) -Au!:,TUst/September
2005 -Wheat Ridge Connection
Newsletter
• Wheat Ridge 2020-A Partner in
Revitalizing Wheat Ridge
(October/November 2005 -Wheat
Ridge Connection Newsletter)
• Rediscover W11eat Ridge -WR2020
Date
May2006 •
June 2006 •
•
July 2006 •
October 2006 •
•
November 2006 •
Winter/Spring 2007 •
June 2007 •
Jul y 2007 •
August 2007 •
CITY OF WHEAT RIDGE
BUDGET INPUT/EDUCATION
City Council Staff Presentations
2006
City Council Strategic Planning • Budget I 0 I Presentation by City
Session -May 16, 2006 Manager at the Mayor's Roundtabl e
meeting-May 2006
June 26, 2006-Public Input
2006 City of Wheat Ridge Citizen
Survey
July 24, 2006 -Public Input
October 2, 2006 -Budget Retreat
October 9. 2006 -Public Hearing
BaJiot question on de-brucing,
allowing the City to retain excess
revenues for the purposes of public
safety, street maintenance, capital
infrastructure and overall operations.
2007
D.I.R.T. Task Force formed by
Council to evaluate $143 million in
potential infrastructure projects and
$10 million in land banking and
development/redevelopment projects.
June 25, 2007 -Public Input
July 23, 2007 -Public Input
City Council Strategic Plannjng
Session -August 20, 2007
Written Articles/Web Information
October/November 2005 Newsletter
• 2006 Budget -Online
• DIRT Task Force (Connections
Newsletter)
Date
September 2007 •
October 2007 •
June 2008 •
July 2008 •
•
August 2008 •
October 2008 •
•
Winter 2008
November 2008 •
•
CITY OF WHEAT RJDGE
BUDGET INPUT/ED UCATION
Citt_ Council Staff Presentations
September 17, 2007 -Budget Retreat
October 8, 2007 -Public Hearing
2008
City Council Strategic Planning
Session -June 7, 2008
JuJy 14, 2008 -Public lnput
2008 City of Wheat Ridge Citizen
Survey
August I I, 2008 -Public Input
October 6, 2008 -Budget Retreat
October I 3, 2008 -Public Hearing
Ballot question 2A: temporary sales
and use tax increase of .6% to be used
for the reconstruction of 38th A venue
from Kipling to Youngfield Street,
Streetscaping of 38th A venue from
Harlan Street to Wadsworth
Boulevard. Included bonding
authority.
Ballot question 2B: debt increase for
the purpose of financing flood control
and st01m drainage improvements.
Written Articles/Web 'Information
• 2008 Citizen Survey Results
(Connections Newsletter)
• Protecting Wheat Ridge infrastructure-
What's ahead in the 2008 Capita.!
investment Program (Connections
Newsletter)
• A Glance at the City of Wheat Ridge
2008 Operating Budget (Connections
Newsletter)
Date
Spring •
August2009 •
September 2009 •
•
Winter 2009
Spring 2009
Summer 2009
Summer 2010
Apri1 2010 •
August 2010 •
August 2010 •
CITY OF WHEAT RIDGE
BUDGET INPUT/EDUCATION
City Council Staff Presentations
2009
Citizen Budget Oversight Committee
formed to evaluate and make
recommendations on cost-cutting and
futureQ_ossible revenue streams.
August I 0, 2009 -Public Input
September 21, 2009 -Budget Retreat
September 28, 2009-Public Hearing
2010
City Council Strategic Planning
Session -A....Q_ri l 17, 20 I 0
August 9, 20 I 0 -Public Input
Financial Checkup Analysis completed
by_ Clifton & Gunderson utilized
Written Articles/Web Information
• Year in Review: 2008
Accomplishments (Connections
Newsletter)
• Sales Tax: Then and OW
(Connections Newsletter)
• Nearly Four Years Later, a Review of
the Neighborhood Revitalization
Strategy (Co1mections Newsletter)
• Tightening Our Belt ... Committed To
Public Service: Highlights on how the
City has instituted cost-cutting
measures to save money in this tough
economy (Connections Newsletter)
Date
September 20 I 0 •
October 20 I 0 •
•
May 201 I •
Jw1e 2011 •
August 201 I •
•
September 2011 •
•
•
CITY OF WHEAT RIDGE
BUDGET INPUT/EDUCATION
City Council Staff Presentations
eighteen (18) indicators covering areas
such as revenues, expenditures, cash
liquidity, unrestricted fund balance
ratio as well as other key indicators to
identify significant trends and "red
flags" that may impede long-tem1
financial stability-August 9, 2010
Study Session
September 13, 20 I 0 -Public lnput
October 18, 20 I 0 -Budget Retreat
October 25, 2010 -Public Hearing
2011
City Council Strategic Planning
Session
City Council adopted the Debt
Management and Unrestricted Fund
Balance Policies -June 201 I
August 8, 20 II -Public Input
August 22, 201 I -Public Lnput
September 19,2011-Budget Retreat
September 26, 201 1 -Public Heari ng
2012
Launch of Priority Based Budgeting,
result of recommendation from the
Financial Checkup in 2010.
Written Articles/Web Information
• Financial Pulse of the City
(Connections Newsletter)
• Where do my taxes go? (Connections
Newsletter)
• Looking at the City Budget through a
new Lens-Priority Based Budgeting
(Connections Newsletter)
Date
May 2012 •
July 2012 •
August 2012 •
September 20 12 •
October 20 12 •
•
•
May 2013 •
Jul y 2013 •
August 20 13 •
September 2013 •
October 20 13 •
•
CITY OF WHEAT RJDGE
BUDGET INPUT/EDUCATION
City Council Sta ff Presentations
City Council Slrateg1c Planning
Session -Ma_y 18 & 19. 2012
Jul y 23, 2012 -Publ ic lnput
August 13 , 2012 -Public Input
2012 City of Wheat Ridge Citizen
Survey
October I, 2012 -Budget Retreat
October 22, 2012 -Public Hearing
2013
Year two of Priority Based Budgeting
City Council Strategic Planning
Session -May 17 & 18, 2013
July 8, 2013 -Pub lic Input • Budget l 01 Presentation made by City
Manager at District Ill and IV
meetings
August 12,2013 -Public Lnput
September 16, 2013 -Budget Retreat
October 14, 2013 -Public Hea ring • Budget 1 0 I Presentation made by the
Ci ty Manager to the Civic Academy
2014
Year three of Priority Based Budgeting
Written Articles/Web Information
• P1iority Based Budgeting (Connections
Newsletter)_
• How our Tax Rate Compares
(Connections Newsletter)
• Investing in our community
(Connections Newslettel"}
Date
March 2014 •
August 2014 •
September 2104 •
October 20 14 •
November 2014 •
•
December 2014 •
•
July 2015 •
July2015 •
•
CITY OF WHEAT RJD GE
BUDGET INPUTfEDUCA T ION
City Council Staff Presentations
City Council Strategic Planning • 2014 State of the City Town Hall
Session -March 21 & 22, 2014 Meeti ng presentation made by City
Manager (also presented to WR2020 at
April 14' meeting)
August ll, 2014-Public lnput
September 8, 2014 -Public Input
October 20, 2014 -Budget Retreat
Ballot question 2A: Increase sales and
use tax by I percent to fund critical
faci lity, infrastructure and economic
development projects to allow Wheat
Ridge to operate, maintain and
improve roads, bridges and storm
water and flood drainage systems.
Construction, installation, operation
and maintenance of parks and
recreation improvements.
November 17, 2014 -Study Session
December 8. 2014 -Public Hearing
2015
Year four of Priority Based Budgeting
2015 City of Wheat Ridge Citizen
Survey
July 13,2015 -Public Input
July 27, 2015 -Public Input
Written Articles/Web Information
• Online Citizen Priority Survey-March
2014
• Where do your local tax dollars go?
(Connections Newsletter)
Date
September 2015 •
October 2015 •
•
•
March 2016 •
CJTY OF WHEAT RJDGE
BUDGET lNPUT/EDUCA T ION
City Council Staff Presentations
September 2 1, 20 I 5 -Budget Retreat
City Treasurer & staff launched
Socrata Open Budget site
October 12, 20 I 5 -Public Hearing
2016
Year five of Priori ty Based Budgeting
Launched Monthly C ity Treasurer's
Report
Written Articles/Web Information
• Neighborhood Revitalization Strategy
-Ten years later (Connections
ewsletter)
"~ ' ~ ... ,. City of ~Wlieat&_dge ~OFFICE OF THE Crrv MANAGER
Memorandum
TO: Mayor and City Council
Patrick Goff City Manager:~ FROM:
DATE: April 28) 2016 (for May 2) 2016 Study Session)
SUBJECT: DIRT Taskforce Recommendations
Introduction
On April 25'\ consensus was reached by City Council to form a new 2016 DIRT Task Force to
review and prioritize a list of unfunded infrastructure projects that were originally revi ewed and
prioritized by the 2007 DIRT Task Force. The 20 16 Task Force will consist of eight (8) Wheat
Ridge residents, two {2) from each City Council District. Applications were accepted by the City
Clerk's Office through 5:00 p.m. on Friday April 291h. A Special Meeting has been called for May
211<1, at the conclusion of the regularly scheduled Study Session, for City Council to officiall y appoi nt
members to the 20 16 Task Force.
Additional consensus was reached that the Task Force would meet for a limited amow1t of time
during the month of May 2016 and report back to City Council at the June 6, 20 16 Study Session.
Once a Task Force is appointed by City Council, a staff liaison can work with that group to schedule
the first orientation meeting based on their availabil ity. The Task Force can then select a chairperson
to facilitate the meetings and schedule future meetings. A staff liaison wi ll continue to work with the
Task Force to provide logistical support and backgrow1d infonnation on the infrastructure proje.cts.
Staff recommends the Task Force follow the original ranking system developed for the 2007 Task
Force to prioritize the infrastructure projects. The ranking system evaluates each infrastructure
project, on a scale of O to 5 (0 =No and 5 =Yes), against the following community values as
articulated in the City of Wheat Ridge Vision 2020 Statement and Wheat Ridge Core Businesses:
1. Enhances Public infrastructure and Facilities
2. Contributes to a Safer Community
3. Enhances Community Aesthetics
4. Enhances Accessibility
5. Facilitates Economic Expansion
6. Builds Neighborhoods and the Community
7. Provides New or Enhanced Leisure Services
8. Enriches Citizens' Lives
Further direction and consensus is requested from City Council on any additional parameters the
Council would like to consider for the 2016 DIRT Task Force.
ATTACHMENT 4
Background on 2007 DlRT Task Force
On January 22,2007, City Council officially ratified the creation of Mayor DiTulli o's Drainage,
Infrastructure, Roads and Trajls (DIRT) Task Force. The mission of the Task Fo rce was:
To idem(fy and prioritize projects that ·will protect and improve the quality ofl({efor citizens.
complement the business community and make Wheat Ridge a city where citi=ens want to live, work,
play and become stakeholders within the community.
The Task Force was made up often Wheat Ridge resid ents, the Wheat Ridge City Treasurer, lbe
WR2020 Executive Director, three council members, one rotating council member and two youth
representing Wheat Ridge High School. The Task Force met over several months to review over
$I 43 million of unfunded infrastructure projects identified by City Council and staff in the following
categories:
I. Parks, Trails and Recreation
2. Roadway and Streetscape
3. Power Li ne Under Grounding
4. Storm Sewer/Drainage Improvements
5. Facility Improvements
6. Information Technology Infrastructure
7. Land Banking
Each project was fi rst prioritized based on the foll owing criteria which originated from the City
Council Goals at that time:
I. Creating a Sustainable Ci ty Government
2. City Prepared for Growth and Opportunities
3. Strong Partnership Between City, Community and Region
4. Better Quality Housing Stock
5. Redevelopment of Major Corridors
The top fo ur projects in each infrastructure category were than ranked based on the following criteria
which ori ginated from the City of Wheat Ridge Vision Statement and Core Businesses:
I. Enhances Pu blic Infrastructure and Facilities
2. Contributes to a Safer Community
3. Enhances Community Aesthetics
4. Enhances Accessibility
5. Faci litates Economic Expansion
6. Builds Neighborhoods and the Community
7. Provides New or Enhanced Leisure Services
8. Enriches Citizens' Lives
A fi nal list of26 projects were ranked in priority order. Since the creation of this list, some of these
projects have been fu ll y or partiall y completed through grant funding, partnerships, regionalization
efforts, etc. However, no new fees or taxes have been approved to fund the completion of these
projects.
ATTACHMENTS:
I. 2007 DIRT Task Force Mission
2. 2007 DIRT Task Force Ranking spreadsheet
3. 20 I6 DIRT Task Force application fonn
Why did you create the DIRT Task Force?
• Wheat Ridge City Council and city staff have identified over $143 million of
potential public works and parks projects within the community.
• The WR2020 Executive Director has identified up to $10 million of land
banking and development/redevelopment projects within the community.
• The city does not have the financial resources or personnel to design
and/or implement all of these projects.
What does DIRT stand for?
• The D.I.R.T. acronym stands for Drainage, Infrastructure, Roads and
Trails
What will the Task Force do?
• The mission of the task force is to identify and prioritize "brick and mortar"
type projects that will protect and improve the quality of life for citizens,
complement the business community and make Wheat Ridge a City
where citizens want to live, work, play and become stakeholders with in the
community.
What types of projects with the Task Force be evaluating?
• A project may be defined as any publicly funded development,
redevelopment, reconstruction or enhancement of a public road, street,
sidewalk, path, park, park facility, pool, bike trail, pedestrian trail,
recreation building or other city building within the City of Wheat Ridge;
• Any vacant property, non-vacant property, development or redevelopment
project identified by WR2020 within the City of Wheat Ridge
What do you hope will be the outcome of the DIRT Task Force?
• The task force will recommend to City Council which subset of projects
should receive funding for design and/or implementation in 2007.
• Funding would also include the necessary greater public input and
awareness processes for the projects.
How does DIRT Task Force Represent the City's Strategic Plan and Vision
2020?
• One of the goals set forth in the Wheat Ridge 2020 plan is to create a
sustainable city government.
• This will be only be accomplished if Wheat Ridge maintains city facilities
and infrastructure and identifies alternative revenues to support the levels
of service that will make Wheat Ridge a great place to live!
Who Will Serve on the DIRT Task Force?
• At the November 20, 2006 City Council Study Session, a consensus was
reached by Council to include Councilmembers in the membership of the
task force.
• A Councilmember has been appointed from each Council district.
• The membership includes:
• Brett Kelley
• Liz George
• Anne Brinkman
• Paul Hovland
• Larry Merkl
• Eugene Kiefel
• Dick Matthews
• Jill McGranahan
• Susan Seeds
• Mary Cavarra City Treasurer
• Jim Payne
• Rob Osborn WR2020 Executive Director
• Dean Gokey Council, Dist I
• Terry Womble Council, Dist 2
• Larry Schulz, Vice-Chair Council, Dist 4
• Mike Stites, Chair Council, dist 3
• 2 Youth Members Representing Wheat Ridge High School
D.I.R.T. Task Force
Mayor Jerry DiTullio created the Drainage, Infrastructure, Roads and Trails
(D.I.R.T.) Task Force to comprehensively evaluate the identified projects for
public works and parks. The Task Force was ratified by City Council on January
22, 2007 by a 8-0 vote.
Wheat Ridge City Council and city staff have identified over $143 million of
potential public works and parks projects within the community. The WR2020
Executive Director has identified up to $10 million of land banking and
developmenUredevelopment projects within the community. The projects have
been identified through various methods and address various community needs.
The City does not have the financial resources or personnel to design and/or
implement all of these projects.
Therefore, the mission of the Task Force is to identify and prioritize projects that
will protect and improve the quality of life for citizens, complement the business
community and make Wheat Ridge a City where citizens want to live, work, play
and become stakeholders within the community.
The Task Force will recommend to City Council a subset of the projects they will
be presented that they believe should receive funding for design and/or
implementation in 2007. Funding would also include the necessary greater
public input and awareness processed for the projects.
The Task Force will meet over the next several months and discuss a different
area of review at each meeting:
• Parks and Recreation/Trails, Wednesday, February 28, 2007,
• Roadway and Streetscape Improvements, Wednesday, March 7, 2007
• Storm Sewer/Drainage Improvements, Wednesday, March 21 , 2007
• Power Line Under grounding, Facility Improvements, and
Technology Infrastructure Needs, Wednesday, April11, 2007
• Wheat Ridge 2020 & Community Input, Wednesday, April 25, 2007
• Wrap Up Meeting: Discussion of Funding Options & Prioritization,
Wednesday, May 9, 2007
• Outcome of Project Prioritization, Wednesday, May 23, 2007.
All Task Force meetings begin at 6:30p.m. and are open to the public. Meetings
will be taped and replayed on Wheat Ridge Channel 8. For more information on
replay times, please visit the City of Wheat Ridge Web site at
www.ci.wheatridge.co.us and click on the Channel 8 schedule.
For more information about the D.I.R.T. Task Force, please contact the Office of
the Mayor at 303.235.2816 or 303.235.2815.
Enhances
&.It: 0 to~ Public 0 • 'lo tnrraslruccure 5-\~ and Facililies
IT#I
Emtrgency IJ arnittg
~I
IT#4
Dispntcll Consoles.
Mobile and Pnrtnble
Rtulim
IT#2 & 3
Cnmputer Aided
Ditpntcll (CAD) &
Records Mnttagemeflt
SJ•.rtem (RMSJ
IT #~
City-wille WI Fi
NetworJ. (CII'C)
1.0 #2
44"' tmd II 'odsworrlr
LB #J
KiplittR Corridor
LB #-1
1-7fJ and Fruitdale
1.8 ~~~
3~ & Depew
Fruitdale
PI"'iec;tlndu:
PTR • Park.~. Trail~ nnd Recn'lttion
RS • Rondwny and Stn!flsCRJK'
I'L • Power Une Linder Groundlnj!
SS • Storm Sewertnntin11ge lmprovcmt'llts
PW • F'Rcllity Improvements
IT -lnformutlon Technology lnfntstructun-
LB • Land Banklnl!
C'onlribules
co a Safer
Community
Enhances Enhances Facililales Builds PrO\ ides Enriches Tocal
Communi!) Accessibilicy Economic 'leighborhoods New or Ciciuns'
Aeslhecirs E'pansion and lht Enhanced Li\'tS
Community Leisure
Sen ires
!
-------· ---··-··-··-----------------------
City of Wheat Ridge
DIRT Task Force Project Evaluation Form
Revised Friday, May 25, 2007
Top .t Projects
Final Prioritil8tion
The following ranking system helps define and articulltte community values that provide a basis for responsible decision making of the DIRT Task Force, including the City of Wheat
Ridge Vision 2020 Statement and City of Wheat Ridge Core Businesses.
Enhance.~ Contributes Enh11nccs Enhancrs Facilitates Ouilds Provides Enriches Total
Seal~: 0 to 5 Public to a Safer Community Acrcssibility Economic Neighborhoods New or C'itizens'
O•No Infrastructure Community \esthrtics E'<pansion and the Enhanced Lhrs 5-,~ and Facilities Communif) Leisure
' Srrviccs I I
PTR#8
Anderson, Prospect,
Histnrlca/ Parks:
Baugh flouse:
Recreation Center
PTR#7
Clear Creek Trail
Connec1io1u and
Trail heads
PTR#2
Par/. Infrastructure
Upgrode1
PTR #I
Sclrool Silt Upgrades
RS#S
3ft' A 1'1! Slreetscape
Harlan 10 Watlswortll
RSII4
18'• Ave Recon
Kipling 10 Youngfie/d
RS #7
31'"1 Ave Reco11
Wadsworth to KipliiiR
RS Ill
Wadsworth Recon
36111 to 46"'
Seale: 0 to S
O•No Enhances Contributes Enhances Enhnnccs Facilitates Builds Pro\•id n Enriches Total
s-Yt'1< Public to a Safer Community Accessibility Economic Neighborhoods New or Citi7sns'
Infrastructure Community Aesthflirs Expansion :md lhe Enhanced Lh•es
und Facilities Cnmmunity Leisure
Sen • ices
Pll#l
)101111/!./it fd
PL~
Lutheran ParJrway to
Kipling
Pl.113
JJ{' A1•e., Kipli11g to
Youll/ifield
PL 112
Tabor to Ymmgfield
SSII3
16'' A 1•enue to ZIJI'
A venue, Slreridan to
Fenton
SSIIIO
35" A vemte Ames to
D l!p i!W
SSIII2
Gnrrisott Streer, 44''
tO 1-70
ss 1116
41" A vt!llue. Femon
to Ames
PWIII
1/unicipa/
Mnintenattce Faciliry
PW 112
City /In//
DIRT Task Force Application , Phase II
City of Wheat Ridge
The Wheat Ridge City Council is seeking volunteers to participate on the Drainage,
Infrastructure, Roads and Trails (DIRT) Task Force to review and prioritize a list of
critical, unfunded public infrastructure projects. Two Wheat Ridge residents will be
chosen from each City Council District to serve on the task force for a limited time
during the month of May 2016.
City Council is seeking a diverse group of residents willing to provide an objective
recommendation to City Council on which DIRT projects are the most critical to fund
and complete for the community.
PLEASE PRINT OR TYPE NAME: ________________ _
ADDRESS: __________________ ZIP: _____ _
PHONE: _________ ALTERNATE PHONE: ________ _
I LIVE IN COUNCIL DISTRICT: Dist. I Dist. II Dist. Ill Dist. IV
WHY DO YOU WANT TO SERVE ON THE TASK FORCE? ________ _
WOULD YOU BE AVAILABLE TO ATIEND APPROXIMATELY FOUR TWO-HOUR
MEETINGS DURING THE MONTH OF MAY? YES NO
SIGNATURE: _______________ __
DATE: _____________ _
Applications are due Friday, April 29, 2016 at 5 p.m. Please submit to Kelly Stevens in the
City Clerk's office. Applications may be submitted in person, by email or fax:
7500 W. 291h Avenue, Wheat Ridge
kstevens@ci. wheatridqe.co. us
FAX: 303-23502816
"~~~ ~ City of
JP'Whe atRl_dge