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HomeMy WebLinkAbout08/18/2008 STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO City Council Chambers 7500 W. 29th Ave. Auaust18.2008 6:30 c.m. Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge. Call Heather Geyer, Public Information Officer at 303-235-2826 at least one week in advance of a meeting if you are interested in participating and need inclusion assistance. APPROVAL OF AGENDA Item 1. a) Comprehensive Plan Update b) County Regional Transportation Authority ~ Item 2. Community Benefit Districts Item 3. City Hall Space Needs Analysis ITEM 1. ". ~' < r City of . A~. Wheat&"-dge ~OMMUNI1Y DEVELOPMENT Memorandum TO: Mayor and City Council Randy Young, City Manage~ ~!, \r-' THROUGH: FROM: Kenneth Johnstone, Community Development Director Sally Payne, Senior Planner DATE: August 6, 2008 SUBJECT: Comprehensive Plan Update Updating the City's Comprehensive Plan has been on the Community Development Department's work program for the past two years. The update to the Plan was delayed due to an extended schedule in completing and adopting the Wadsworth Corridor Subarea Plan in 2006 and 2007. The Department has $150,000 budgeted for hiring a consultant to assist with preparing an update to the Plan. At an joint City Council and Planning Commission study session on April 21 '" 2008, staff presented information regarding initiating the process to update the Comprehensive Plan. Different approaches to hiring a consultant were discussed with a combined RFQ and RFP process being the preferred approach. In June, an RFQ was issued requesting firms provide information regarding their qualifications to undertake a comprehensive plan update, the experience of the team to be involved, a brief explanation of how they would propose to update the Wheat Ridge Comprehensive Plan based on background information provided and a fee schedule. The RFQ stated that the City would either chose a consultant after the RFQ review or if no single firm was chosen at that point, we would proceed to a full RFP. Ten proposals were received by the July 7th deadline. A Consultant Selection Committee was formed including Ken Johnstone, Tim Paranto, Adam Tietz, Ryan Stachelski, Sally Payne and Linda Trimble. The Committee reviewed the proposals and selected four firms to invite for interviews. The selected consultant teams were provided a list of questions to respond to during the interview which included how they would address issues specific to Wheat Ridge and the possible challenges in updating the Comprehensive Plan. Interviews were held on July ned. Linda Trimble assisted the Committee in scoring and ranking the teams after the interviews were completed. The Committee agreed all of the teams would be capable of updating the Plan but tried to select a team that would be the best fit for working with Wheat Ridge. After some discussion, the Committee decided to ask the Clarion Associates team, which included in addition to Clarion staff, Arlene Taniwaki from Arland Land Use Economics and Jeremy Klop from Fehr and Peers Transportation Consultants, to come back for another interview. Another interview was requested because Benjamin Herman, the Clarion Principal to be the overall team leader and principal in charge, and Jeremy Klop, transportation consultant, were not able to attend. The other Clarion staff on the team included Lesli Ellis who would be Project Manager and Amy Kacala who would provide planning support. The second interview was held August 6th. After meeting with the entire team, the Selection Committee all agreed that the Clarion group had the expertise needed to assist the City with the Comprehensive Plan update, and that the team members would be a good fit in working with the public, elected officials, and city staff in Wheat Ridge. Specifically, the Committee selected the Clarion team due to their extensive experience in comprehensive planning, and in working with communities focused on revitalization and redevelopment. This experience includes preparing the 2005 City of Arvada Comprehensive Plan update. With the City of Arvada facing similar challenges as Wheat Ridge in being an inner ring suburb, the Committee believed this would be valuable experience, in addition to having knowledge specifically related to the west metro area. City of Arvada Planning Department staff were contacted regarding their experience working with the Clarion team and they were very highly recommended, including Arlene Tanawaki and her experience and background in economic development and marketing. Other communities where Clarion has prepared comprehensive plans were also contacted. All the jurisdictions contacted had nothing but praise for Clarion staff. City staff will now begin contract negotiations with Clarion to outline a detailed Scope of Work (SOW) and costs. The goal is to have the SOW completed in time to take to a September 4th Planning Commission study session. The contract award is tentatively scheduled for the September 22nd City Council meeting. 2 ~t.A~ ~ r City of A~WheatRL.dge ~PUBLIC WORKS Memorandum TO: Randy Young, City Manag~ Tim Paranto, Director of Public Works FROM: DATE: August 13, 2008 SUBJECT: County Regional Transportation Authority The Jefferson County Transportation Advisory and Advocacy Group (JEFFTAAG) has renewed discussion of forming a County Regional Transportation Authority (RTA). The Authority, ifformed, would levy and collect taxes for construction of transportation improvements within Jefferson County. While there are tremendous transportation needs in Jefferson County, most of the proposed projects are on the State highway system. If Jefferson County citizens directly finance improvements to State highways, the State will have more funds to address projects in other locations in the Metro Denver area. While this will assist in improving transportation in the Metro area, it will increase the current disparity of Colorado Department of Transportation (CDOT) funded projects in Jefferson County. The City's JEFFTAAG representative, Larry Schulz, and City Staff believe that "regional" transportation issues should be address on a Denver Metropolitan area basis. If an RTA is pursued, it should be promoted and organized by the Denver Council of Governments (DRCOG). Several ofthe Jefferson County cities share this philosophy. Mr. Schulz and Staff ask that the City Council provide direction in this matter. City of Wheat Ridge Office of the Deputy City Manager Memorandum TO: Mayor and City Council Department Directors THROUGH: Randy Young, City Manager Patrick Goff, Deputy City Manager~ FROM: DATE: August 13, 2008 SUBJECT: Budget Report for the Six Months Ending June 30, 2008 In this document we present the six month budget report based on revenues received and appropriations expended through June 30, 2008. The purpose ofthis report is to apprise the City's policy makers and Department Directors of the current budgetary status. While analyzing this report, please keep the following in mind: · This report includes an analysis of the General Fund only. Attached to this report you will find detailed spreadsheets containing a budgetary trend analysis and current budget status update for the General Fund and all Special Revenue Funds. General Fund Revenue Analysis of Projected Revenue - Pro-Rated to Historic Average The City does not receive its revenue evenly throughout the year. In other words, we cannot simply divide total projected revenues for the year by 12 to determine what monthly revenues will be. Each revenue source is unique and is collected by the City on different timeframes. For example, the historic average percentage for sales tax revenues for the first six months of the budget year is 38.8%. This means that, on average, 38.8% of sales tax revenues are received during the first six months of the year and 61.2% are received during the second six months of the year. As an example from the table below, multiply the historic average percentage for sales tax revenues (38.8%) by the 2008 Projected Revenue ($16,127,085) which gives you the Pro-Rated Revenues for January to June ($6,257,309) or what revenues should be coming in based on historic averages. Next, compare Pro-Rated Revenues with Actual Revenues for January to June ($6,210,133) to determine ifthe revenue source is over or under projections. In this example, sales tax revenues are $47,176 under pro-rated revenues or 99% of pro-rated revenues. A pro-rated revenues percentage at or above 100% means the revenues are being collected as projected or are exceeding projections. A pro-rated revenues percentage below 100% means that the revenues being collected are not meeting projections for the first six months of the budget year. Revenues Sales Tax Other Taxes Use Taxes Licenses Intergovernmental , Services Fines & Forfeitures Other Total 2008 Pro-Rated Actual (Under) Over % Projected Revenues Revenues Jan- Pro-Rated Pro-Rated Revenue Jan-June June Revenues Revenues $16,127,085 $6,257,309 $6,210,133 ($47,176) 99% $2,714,500 $1,373,537 $1,541,066 $167,529 112% $3,500,000 $1,396,500 $1,831,413 $434,913 131% $1,079,500 $469,583 $673,416 $203,834 143% $2,131,146 $701,147 $646,012 ($55,135) 92% $1,247,812 $622,658 $602,550 ($20,1 08) 97% $1,029,200 $531,067 $453,036 ($78,031) 85% $627,000 $259,578 $227,814 ($31,764) 88% $28.456,243 $11,611,379 $12,185.440 $574,061 105% 2008 Projected Revenue: projected General Fund revenues for fiscal year 2008. Pro-Rated Revenues Jon-June: what collected revenues should be for the first six months based on the historic average (2000 to 2005) of revenues collectedfor thefirst six months of the year. Historic averages: Sales Tax (38.8%); Other Taxes (50.6%); Use Taxes (39.9%); Licenses (43.5%); Intergovernmental (32.9%); Services (49.9%); Fines & Forfeitures (51.6%); Other (41.4%); Total (40.4%). Actual Revenues Jon-June: General Fund revenues received through June 30, 2008. (Under) Over Budget Pro-Rated Revenues: revenues under or over pro-rated revenues. % Pro-Rated Revellues: 100% indicates revenues are on schedule; < 100% indicates revenues are less than projected; > 100% indicates revenues are greater than prqjected Overall, General Fund revenues are about $574,061 over pro-rated revenues or 105% for the first six months of2008. A large portion ofthis surplus can be attributed to building use tax and building permit fee revenues from the Lutheran Hospital expansion. These are one time revenues which will not be seen in 2009 unless the City experiences another larger building project similar to the Lutheran Hospital expansion. General Fund Expenditure Analysis of 2008 Adjusted Budget - Pro-Rated to Historic Averages General Fund expenditures can be analyzed in the same way as revenue; however, the lower the pro-rated expenditure percentage the better. Overall, General Fund expenditures are about $8,947 under pro-rated expenditures or 100% for the first six months of 2008. What this means is that overall departments are spending on target based on the historic average for the first six months. Expenditures 2008 Pro-Rated Actual (Under) Over % Adjusted Expenditures Expenditures Pro-Rated Pro-Rated Budget Jan-June Jan-June Expenditures Expenditures $9,510,640 $5,582,746 $5,692,870 $110,124 102% $982,939 $460,015 $334,206 ($125,809) 73% $8,425,689 $3,976,925 $3,931,351 ($45,574) 99% $4,133,421 $1,996,442 $2,223,650 $227,208 111% $4,161,286 $1,918,353 $1,743,458 ($174,895) 91% $27.213,975 $13,934.482 $13,925,535 ($8,947) 100% General Gov't Community Dev Police Public Works Parks & Rec Total 2008 Adjusted Budget: 2008 budget as adopted by City Council with the addition of supplemental budget appropriations through June 30, 2008. Pro-Rated Expenditures Jon-June: what expenditures should be for the first six months based on the historic average (2000-2005) of expenditures for thefirst six months of the year. Historic Averages: General Gov 't (58.7%); Community Dev (46.8%); Police (47.2%); Public Works (48.3%); Parks & Rec (46.1%); Total (49.9%). Actual Expenditures Jon-June: General Fund expenditures through June 30, 2008. (Under) Over Budget Pro-Rated Expenditures: expenditures under or over pro-rated expenditures. % Pro-Rated Expenditures: 100% indicates expenditures are on schedule; < 100% indicates expenditures are less than projected; > 100% indicates expenditures are greater than projected. General Gov't: includes Legislative, City Manager's Office, City Attorney, City Clerk's Office, City Treasurer, Central Charges, Municipal Court and Administrative Services. The Public Works budget experienced a larger than average increase in expenses for the first six months of the year primarily due to an increase in the fleet replacement budget and an increase in fuel costs in 2008 compared to 2007. General Fund Revenue Analysis - 2007 and 2008 Comparison Total General Fund revenues (excluding transfers and fund balance) are up 11.6% ($1,265,357) for the first six months of 2008 compared to the same period in 2007. Revenue 2007 2008 Percentage 6-Months 6-Months Change Sales Tax $6,238,682 $6,210,133 -0.5% Other Taxes $1,467,124 $1,541,066 5.0% Use Taxes $1,058,192 $1,831,431 73.1 % Licenses $421,649 $673,416 59.7% Interf(overnmental $577,967 $646,012 11.8% Services $434,407 $602,550 38.7% Fines & Forfeitures $409,188 $453,036 10.7% Other $312,892 $227,814 -27.2% Total $10,920,101 $12,185,458 11.6% $6,000,000 - $5,000,000 . $4,000,000 . $3,000,000 - $2,000,000 - $1,000,000 - $0 Sales Tax Other Taxes Use Taxes Licenses Intergovernmental Services Fines & Forfeitures Other 1.2007.20081 )- Total sales tax revenues are fairly flat compared to the same period last year experiencing a 0.5% decrease. )- Use tax revenue is up approximately 73% primarily due to increases in building use tax from the Lutheran Hospital expansion project. )- License revenue is up approximately 60% primarily due to increases in building permits for the Lutheran Hospital expansion project. )- Service revenues are up approximately 39% primarily due to an increase in plan review fees for the Lutheran Hospital expansion project. )- Other revenues are down approximately 27% primarily due to a decrease in interest rates on investments. Supplemental Budget Appropriations In the first six months of 2008, City Council has approved supplemental budget appropriations in the amount of approximately $5.0 million for various purposes (see attached). Of this amount, about $4.1 million was carried over from encumbrances from previous years for projects that were not completed. The additional $922,688 was appropriated from the General Fund, CIP Fund and Conservation Trust Fund undesignated reserves for new expenses. General Fund Revenues/Expenditures 2000-2008 2000 2000 2001 2001 2002 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6~Months Actual 6-Months Actual 6-Months Adjusted REVENURS SALES TAXES Sales Tax $1,842,756 $4,835,372 $1,945,382 $4,997,185 $1.927,809 $4,939,351 $1,858,119 $4,891,879 $1.954,274 $5,012,377 $5,564,066 $14,726,862 $5,897,267 $14,883,577 $5,987,023 $14,940,414 $5,821,822 $15,677.085 Sales Tax Audits $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $65,550 $213,652 $102,729 $260,695 $124.740 $255,293 $236.459 $350,000 ESTlP $19,076 $61,342 $31,389 $53.363 $19.888 $34,507 $12,213 $21,493 $11.085 $20,600 $32,870 $61,405 $33,831 $63,212 $26,919 $26.919 $0 SO WRURA $34.946 $50 000 $38224 $50.000 $36.392 $34.994 $7.384 $11.191 $14.174 $20.161 $100.000 $100.000 $100.000 $100.000 $100.000 $340917 $151.852 $100000 TOTAL SALES TAXES $1,896,778 $4,946,714 $2,014,995 $5,100,548 $1.984,089 $5,008,852 $1,877,716 $4.924,563 $1.979,533 $5,053,138 $5,762,486 $15,101,919 $6,133.827 $15,307,484 $6,238,682 $15.563,543 $6,210,133 $16,127.085 OTHER TAXES Real Property Tax $445,326 $626,098 $462,706 $628,435 $488,023 $690.306 $483,506 $663,125 $486,792 $677,889 $497,170 $693,131 $515,975 $703,303 $528.421 $711,523 $566,725 $720,000 Liquor Occupational Tax $27,797 $58,297 $30,341 $60,543 $27,181 $61,181 $32,544 $66,794 $34,857 $67,606 $25,513 $63.280 $24,134 $50,384 $31.658 $63,790 $32,247 $59,000 Auto Ownership Tax $32,678 $78,757 $33,681 $82,418 $33,617 $81,162 $30,965 $76,672 $30.775 $74,488 $27.855 $67,572 $26,905 $64,001 $27.414 $65,066 $26,058 $65,000 Xcel Franchise Tax $381,224 $888,909 $522,378 $1,002,610 $395,728 $865.410 $417,935 $993,452 $493,034 $1,062,193 $523,763 $1,181,271 $614,019 $1,198,672 $562,381 $1,145,227 $598,167 $1,100,000 Telephone Occupation Tax $95,288 $190,575 $95,288 $190.575 $95,288 $190,575 $95,288 $425,343 $131,745 $248,824 $118,036 $243,359 $116,134 $241,747 $114,434 $240,979 $106,002 $240,000 Lodgers Tax $195,327 $529,417 $191,796 $498,419 $178,351 $469,492 $150,809 $407,455 $135,688 $374,844 $147,597 $420,293 $171,044 $485,112 $183,179 $527,305 $191,653 $490,000 Admissions Amusement Tax $23 004 $48.989 $22.325 $46.184 $20935 $44561 $22.367 $45731 $22 139 $45343 $20754 $41 686 $20,450 $42988 $19637 $42.139 $20214 $40.500 TOTAL OTHER TAXES $1,200,644 $2,421,042 $1,358,515 $2,509,184 $1,239,123 $2,402,687 $1,233,414 $2,678,572 $1.335,030 $2,551.187 $1,360,688 $2,710.592 $1.488,661 $2,786.207 $1,467,124 $2,796,029 $1,541,066 $2,714,500 USE TAXES Use Tax ~ Professional $382,195 $912,405 $311,896 $851,660 $366,742 $877.192 $328,510 $801,999 $279,278 $567,550 $455,131 $780,121 $299,812 $679,887 $217,344 $900,256 $412,074 $500,000 Use Tax - Building $125,954 $265,712 $160,775 $378,555 $353,352 $486,718 $133,341 $372,621 $237,285 $318,312 $153,931 $550,980 $318.673 $517,339 $442,159 $1,194,427 $1,072,455 $2,000.000 Use Tax - Auto $301.027 't90K0?9 $266.208 .'l:Q?fi.4fi? $302 369 $904.502 $240 270 $805 840 $265.627 $820.386 $359622 $1 092.305 $329298 $1036519 'l:19K6R9 $1.196,482 $346 884 $1000000 TOTAL USE TAXES $809.176 $2,086,146 $738,879 $2.156,677 $1,022,463 $2,268,412 $702.121 $1,980,460 5782,190 $1,706.248 $968.684 $2,423,406 $947.783 $2,233,745 $1,058,192 $3,291,165 $1,831,413 $3,500,000 TOTAL TAX REVENUE $3,906,598 $9,453.902 $4,112,389 $9.766.409 $4,245,675 $9,679.951 $3,813.251 $9.583.595 $4.096.753 $9.310.573 $8.091,858 $20,235,917 $8.570.271 $20.327.436 $8.763.998 $21.650.737 $9.582.612 $22.341.585 LlCENSE REVENUES Amusement Machine License $4,320 $8,640 $4,860 $9,180 $5,840 $8,000 $5,640 $9,900 $6,780 $10,380 $7.761 $10.281 $7,140 $11.760 $5,400 $8,340 $5,580 $10,000 Arborist License 51,070 $1,105 $1,135 $1,185 $1,045 $1,070 $1,385 $1,490 $1,495 52.330 $795 $900 $1,615 $1.685 $1,395 $1,430 $1,515 $1,500 Contractors License $28,816 $56,816 $28.329 $59.229 $31,524 $64,560 $33,200 $65,740 $33,575 $72,931 538,750 $73,625 $34,835 $70,560 $40,925 $75.240 $40,460 $70.000 Liquor License Fee $5,183 $12,948 $6.006 $11,533 $5,845 $12,876 $5,398 $11,378 $6,359 $12,638 $6,041 $11,141 $3,921 $11,175 $5,146 $14.355 $3,920 $12,500 Building Pennits $123,893 $254,452 $131,132 $299,727 $209,142 $334,011 $160,921 $384.857 $241.200 $475.637 $174.722 $384.287 $209,052 $377,186 $193,133 $537,303 $420,272 $500,000 Street Cut Pennits $8.720 515,578 $16,599 $27.944 $17,076 $32,690 $21,186 $38,971 $24,059 $40.113 $30.678 $40.641 $15,349 $32,801 $11,619 $33,485 $37,786 $111,000 Cable TV Pennits $0 $136,355 $60.000 $302.542 $72,127 $262,175 $65,186 5261,075 563,943 $262,503 565,197 5267,497 $67,768 $284,127 $72,824 5303,286 $77,661 5280,000 Elevator Inspection Fees $3,737 $8,267 $11.040 $14,604 $8,580 $9,768 $12,870 $12,870 $13,464 $13,596 $11,602 $11,602 $16,160 $16,160 $16,480 $17,120 $16,640 $20.000 Business License Fees $30,805 $33,235 $32.984 $35,496 $18,090 $35,800 $29,850 $32.961 $66,340 $71.205 $72,880 $77.725 $43,746 $54,522 $59,72.7 $66,539 $59.582 $64,500 Pawn Shop License Fees $10 000 $10.000 $10.000 $10 000 $10010 $ 10 000 $10 000 $10.000 $10.000 $10.000 $10.000 $10.000 $10.010 $10.010 $15.000 $15000 $10.000 $10.000 TOTAL LICENSE REVENUES $216,544 $537,396 $302,085 $771 ,440 $379,279 $770,950 $345,636 $829.242 $467,215 $971,333 $418,426 $887,699 $409,596 $869,986 $421,649 $1,072.098 $673,416 $1.079,500 Prepared by pgoff 08/07/2008 Page 1 General Fund Revenues/Expenditures 2000-2008 2000 2000 2001 2001 2002 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Adiusted INTERGOVERNMENTAL REVENUE Cigarette Tax. $57.005 $177,434 $53.481 $172.562 $51,132 $166,860 $50,305 $164,446 $51,431 $177.529 $36,160 $143,787 $48.532 $144.862 $40,269 $130.329 $35,636 $120,000 County Road and Bridge $156,140 $444,220 $151,118 $464,977 $164,300 $487,522 $153,199 $491,321 $158,845 $467,191 $164,075 $477,058 $154,412 $471.457 $156,127 $486,515 $151.576 $480,000 Arvada Ridge Project $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $100.000 $100,000 $100.000 Highway Users Tax $304.468 $989.352 $327.704 $1,000,482 $309,807 $973,403 $298.497 $910,885 $286,513 $916,263 $272,032 $808.615 $271,791 S886.064 $271,054 $836,218 $265,665 $880,000 Motor Vehicle Registration $47,523 $111,373 $46,476 $113,006 $46,811 $112,926 $43,577 $107.501 $44,703 $106,672 $43,844 $105.332 $44,716 $105,322 $45,063 $108,212 $44,632 $105,000 Wheat Ridge Fire Department $14.200 S28.400 $14,200 $28,400 $14,200 $28,400 $14,200 $28,400 $14,200 $28,400 $14,200 $28,400 $13.462 $53,846 $26.923 $53,846 $26,923 $53,846 P&R - After School Sports Prog. $0 $0 $0 $0 $0 $0 $732 SO $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 P&R - Tobacco Awareness $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 P&R ~ Fitness Program $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 SO $0 $0 SO $0 $0 Police - Cops Fast Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Liquor License Ed. Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Underage Drinking Grant $0 $0 $0 $0 $0 $9,156 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Twist Grant $0 $2,633 $0 $567 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Domestic Violence Grant $0 $9,250 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Cops Chill Grant $0 $5,528 $567 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Columbine $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Cola Reg Conun Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police. Mtn. Bike Patrol $0 $10,750 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Bulletproof Vest Grant $0 $10,355 $0 $0 $0 $5,584 $0 $5,425 $0 $2,090 $7.096 $8.760 $0 $0 $4,431 $5.429 $2,944 $0 Police - Drug Grant (overtime) $0 $0 $933 $933 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Auto Theft Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,934 $0 $0 $0 $6.000 Police - Get Connected Grant $0 $0 $0 $4,154 $0 $1,361 $0 $1,821 $0 $777 $0 $1,442 $2,250 $4.116 $0 $1,799 $1,829 $0 Police - 1999 JAIBG Grant $0 $0 $0 $14,586 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police ~ JAIBG Grant $0 $0 $0 $4,500 $0 $13,050 $0 $16,114 $14,704 $14,704 $12,234 $12,234 $0 $0 $0 $0 $0 $0 Police - VASI Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,011 $0 $0 $0 $0 $0 $0 $0 $0 Police - HIDT A Grant $0 $0 $0 $5,328 $1,492 $7,350 $0 $5,060 $1.444 $3,752 $0 $0 $168 $168 $7,055 $11,525 $0 $10.500 Police - OCDETF - Speed Trap OT $0 $0 $0 $0 $0 $0 $0 $0 $3.822 $3,822 $0 $0 $0 $0 $0 $0 $0 $0 Police - LLEBG $0 $0 $0 $0 $0 $17,105 $0 $0 $17,300 $27,825 $0 $0 $0 $0 $0 $0 $0 $0 Police - Cops Justice Dept. Grant $0 $0 $0 $0 $0 $0 $0 $1,482 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police - Byme Memorial Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,484 $0 $17,304 $7,666 $9,547 $9,988 $0 Police - LMC Foundation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $8,500 $8,500 $0 $0 $0 $0 Police - COImn. Policing Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $930 $0 $0 $0 $0 Safe Routes to School Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,923 $0 $10,000 LEAF Safety COOT Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 . $3,380 $14,988 $0 $14,900 $1,449 $14,900 Community Development Block $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $330,000 COPS More 98 Fed Grant $0 $0 $0 $0 $0 $35,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 State of Colorado Wildlife Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,000 $0 $0 $0 $0 Colorado Home Garden Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5.000 $5.000 $0 $0 $0 $0 $0 $0 Surtace Trans hnp Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $86,299 $0 $0 $0 $0 Street Smart Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,198 $1,198 $0 $0 Live Well Colorado Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $15,081 $15,081 $3,000 $18,000 CO Parks & Rec Foundation Grant $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2.500 $0 Scientific & Cultural Grant $0 iQ $0 iQ iQ iQ iQ iQ iQ $7.800 iQ $3700 iQ $3200 $3100 $3100 $2.370 $2 900 roT AL INTERGOVERNMENTAL $579,336 $1,789.295 $594,479 $1,809,495 $587,742 $1,857,717 $56U,51O $1.732,455 $592,962 $1,759.836 $554,641 $1,609,812 $547,211 $1,808,990 $577,967 $1,786,122 $646.012 $2,131,146 Prepared by pgoff 08/07/2008 Page 2 General Fund Revenues/Expenditures 2000-2008 2000 2000 2001 2001 2002 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Adjusted SERVICES Weed Mowing Cleanup $21 $3,313 $154 $2.644 $0 $782 $0 $1.472 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Zoning Applications $3,100 $6.635 $4.555 $12,420 $14,908 $37.383 519,850 $43.675 $14,415 $47.952 $126.251 $155,203 $26,570 $52.617 $23,337 $50,530 $18,905 $23,900 Planning Reimbursement Fees $3,070 $8,856 $4,063 $6,313 $4,971 $10,913 $4.235 $6,838 $1,631 $4,181 $2.273 $4,554 $3,110 $6,641 $1,740 $2,790 $2.040 $1,800 Engineering Fees $5,060 $10,779 $4.581 $13.155 $6,580 $13,007 $7,531 $9.391 $7,576 $12.953 $9,842 $20,511 $3,29\ $7,422 $2,677 $5.944 $3,779 $4.000 Misc. Zoning Fees $667 $2,194 $1,646 $6.588 $2,694 $6,942 $6,705 $9.992 $852 $2,632 $1,218 $2,767 $956 $2.532 $2,864 $3.997 $576 $2,500 Plan Review Fees $35,327 $64,920 $52,293 $110,943 $87,656 $128,374 $55,226 $117,567 $57.846 $120.673 $52.379 $\73,334 $94,627 $164.861 $86,815 $352,063 $231.258 $500,000 Pavilion/Park Rental Revenue $12,146 $15,387 $12,630 $16,030 $37,587 $44.342 $14,452 $16,566 $17,867 $22,187 $16,463 $21,563 $19,803 $29,583 $18,931 $25,42] $23,352 $23,000 Athletics Revenue $51,249 $93,340 $46,821 $87,651 . $46,996 $91.614 $51,733 $103,035 . $59,197. $96,139 ,63,062 $103,070 $74,016 $\21,70\ $66,866 $111.199 $64,660 $132.254 Gen. Prog. Revenue $13,656 $27,908 $6,104 $8,372 $3,136 $6,567 $2,035 $3,480 $2.156 $0 $0 $951 $52,137 $87,869 $67,451 $107,519 $78,520 $122,488 Anderson Building Revenue $0 $0 $0 $8.481 $4,412 $9,835 $4.406 $8,158 $4.730 $8.383 $3.930 $6.961 $3,946 $6,795 $4,542 $8,865 $6,351 $8,000 P&R Damage/Security Deposits $0 $0 $0 $0 $0 $22,063 $28,675 $47,675 $25,872 $46.220 $28,131 $46.704 530,775 $51,016 $28,475 $45.350 $33,475 $55,800 Memorial Tree Donations $0 $0 $0 $0 $1.035 $2,325 $627 $1,102 $0 $0 $0 $0 $0 $300 $0 $0 $0 $0 Community Center Revenue $37,907 $68,165 $45.348 $101,748 $54,598 $106,873 $63,430 $125,919 $49,713 5102,808 $53,500 $116,649 $74,838 $141,689 $77.918 $154,670 $86,061 $139,500 Teen Program Revenue $0 $0 $0 $2,037 $1,695 $2,893 $317 $322 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Outdoor Swimming Fees $29.905 $58,878 $30,544 $70,401 $31.709 $69,708 $27,058 $69,798 $20,497 $48,311 $17,993 $46, I 08 $27,848 $51,819 $24,822 $40,638 $26,782 $143,670 Police Fees $0 $0 $0 $0 $0 $0 $0 $0 $0 $194 $0 $0 $0 $0 $2,160 $3.874 $1,780 $4.600 Police Report Fees $8.195 $15,070 $7,015 $15,026 $6,823 $14,565 $6,097 $13,\47 $6,822 $14.661 $7,447 $14,897 $6.201 $13,870 56,377 513.882 $5,825 $13.000 Police Record Check Fees $881 $1,490 $261 $788 $372 $843 $280 $1.290 $417 $640 $270 $680 $403 $701 $0 $0 $0 $0 Pawn Shop Ticket Fees $5,878 $15,272 $5.021 $]4,70] $5,850 $17.943 $5,528 $17,804 $7,486 $19,610 $7,346 $22,073 $7,964 $20,496 $6,010 $17,525 $8,743 $20,000 Police Alann Fees $1.950 $5,900 $2,775 $6,125 $2,400 $2,875 $\,145 $5,045 $1,300 $2,350 $0 $0 $0 $0 $0 $0 $0 $0 Police FingeqJlint Fees $2.210 $4,900 $1,730 $4,293 $1,460 $2,850 $1.050 $2,650 $1,470 $3,330 $1,770 $3.330 $1,670 $3,670 $0 $0 $0 $0 Sex Oflender Registration $0 $0 $0 $0 $0 $0 $0 $0 $1,320 $2,720 $1,100 $2.500 $1.500 $2.825 $1,460 $2,800 $l,360 $2,800 Police D.U.l Fees $0 $28 $50 $50 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Police Drug Destruction Fees $660 $1,350 $871 $1,411 $510 $740 $210 $430 $380 $800 $390 $740 $445 $905 $182 $666 $374 $500 Insurance Continuation Fees $118 $290 $22\ $298 $123 ~277 $312 $494 $309 $459 $122 $224 $175 5311 $0 $0 $0 $0 Police Duty Reimbursement $9.238 $33 645 $36895 $95916 $42.035 $100952 $33423 $104.928 $24355 $71.755 $16.970 $47087 $24275 $58.988 $11.780 $21780 $8709 $50.000 TOTAL SERVICES $221.238 $438,320 $263,578 $585,391 $357,550 $694.666 $334,325 $710,778 $306.211 $628,958 $410,457 $789,906 $454,550 $826.611 $434,407 $969.513 $602,550 $1,247,812 Prepared by pgoff 08/07/2008 Page 3 General Fund Revenues/Expenditures 2000-2008 2000 2000 2001 2001 2002 2002 2003 2003 2004 2004 2005 2005 2006 2006 2007 2007 2008 2008 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Months Actual 6-Month Actual 6-Month Actual 6-Month Adiusted FINES & FORFEITURES Municipal Court Fines $294,613 $566,402 $325,995 $702,626 $380,797 $791,470 5413.249 $780,306 $322.781 $522,653 $218,181 $450,321 $301,956 $553,201 $408,708 $757,655 $431,340 $940.500 Nuisance Violation Fees $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 SO SO SO $0 SO $11,735 $11.500 550,000 NPOl $0 $0 $0 SO SO SO $0 $0 SO SO $0 $0 SO SO SO 517.878 $10.077 $38.000 Handicap Parking Fees $430 $1 180 5300 $420 $750 $880 5240 5420 560 $120 $300 $300 $85 $85 $480 $780 5120 $700 TOTAL FINE & FORFEITURES $295,043 $567.582 $326,295 $703,046 $381,547 $792,350 $413,489 $780,726 $322,841 $522.773 $218,481 $450,621 $302,041 $553.286 $409,188 $788,048 $453,037 $1,029,200 OTHER Duplex Rental Income $3,900 $7.800 $4,650 $8,700 $4,500 $6,000 $0 $0 $0 $0 $0 . $0 $0 $0 $0 $0 $0 $0 Cable Peg Fees $0 $0 $0 $34,804 $11,374 $44,943 $11,100 $43,846 $10,582 542,572 $10,710 $42.593 $10,594 $42,396 $10,715 $41,628 $10,407 $42,000 Passport Processing Fees $0 $0 $0 $0 $0 $0 $0 $0 $0 $2.676 $4,454 $7.582 $5,108 $9,098 $9.570 $14,910 $6,181 $15,000 Interest Earnings $175,015 $400,421 $177,117 $273,800 $79,764 $157.994 $55,254 $116,274 $55,768 $119.876 $44.905 $195,075 $103,587 $219,145 $118,142 $246,544 $54,690 $220,000 Miscellaneous Income $27.916 :1:1 I 1.fifi1 ,t; 1 00.410 'I: I RKS9? $58.373 $167235 $72 139 $190.429 $90.760 $225 563 'l:101R14 $259.627 $112.351 $399.145 $174.465 '!:4i? SfiO $156.536 $350.000 TOTAL OTHER $206,831 $519.884 $282,177 $505,896 $154,011 $376,172 $138,493 $350,549 $157,110 $390.687 $161.883 $504,877 $23 1,640 $669,784 $312,892 $735,642 $227,814 $627,000 REVENUES $5,425,590 $13,306,379 $5,881,003 $14,141,677 $6,105,804 $14,171,806 $5,605,704 $13,987,345 $5,943,092 $13,584,160 $9,855,746 $24,478,832 $10,515,309 $25,056,093 $10,920,101 $27,002,160 $12,185,441 $28,456,243 Percentage Change #REF' 8% 6.3% 4% 0,2% -8% -1.3% 6% -2.9% 65.8% 80.2% 6.7% 2.4% 3.8% 7.8% 11,6% 5.4% TRANSFER PAYMENTS IN $1,621,500 $1,621,500 $1,805,500 $1,805,500 $2,598,300 $2,598,300 $3,077,000 $3,077,000 $2,595,467 $2,595,683 $579,695 $579,650 $0 $0 $0 $0 $500,000 $500,000 TOTAL REVENUES $7,047,090 $14,927,879 $7,686,503 $15,947,177 $8,704,104 $16,770,106 $8,682,704 $17,064,345 $8,538,559 $16,179,843 $10,435,441 $25,058,482 $10,515,309 $25,056,093 $10,920,101 $27,002,160 $12,685,441 $28,956,243 EXPENDITURES General Government $2,136,335 $3,393.726 $3,056,422 $3,339,377 $2,159,339 $4,439,127 $2.096,310 $4.165,704 $2,763,475 $5,576,332 $3,057.898 $6.239.957 $4.893.871 $8.006.585 $5,421,700 $8,709,898 $5,692,870 $9,510.640 Community Development $321,256 $638.552 $311,543 $644,542 $331.756 $674,848 $274,554 $573,849 $243,909 $570,115 $260,654 $612,010 $349.003 $687.866 $354.573 $720,126 $334,206 $982.939 Police $2,594,030 $5,344,654 $2,721,144 $5.666,026 $2,886.621 $6,270,130 $2,961,847 $6,231,209 $2,717,748 $5,660,604 $2,850,279 $6,347,263 $3,600,656 $7,389.574 $3,893,367 $7,548,471 $3.931,351 $8.425,689 Public Works $1,288,384 $2,622,754 $1,325,099 $2,723,041 $1,410,399 $3.025,040 $1,290,560 $2,726,799 $1.338,399 $2,643,617 $1,420,444 $2,996,532 51,927.235 $3,536,607 $1,959,385 $3,563,950 $2,223,650 $4,133,421 Parks and Recreation $1.267.393 $2414733 $1278256 $2533.509 $1.340.097 $2.822 946 $L?SR ')(If, $2 928.408 $1.112.505 .'I:?fi.S4.?..S2. $1212799 $2915.399 $1.375.700 $3.034.979 $1387.953 ~i ')04 ClfiR ,'!IL74i.4)R 'i;4.lfi1 ?Rf!. EXPENDITURES $7,607,398 $14,414,419 $8,692,464 $14,906,495 $8,128,212 $17,232,091 $7,881,477 $16,625,969 $8,176,036 $17,104,923 $8,802,074 $19,111,161 $12,146,465 $22,655,611 $13,016,978 $23,747,413 $13,925,535 $27,213,975 Percentage Change 14% 3.4% -6% 15.6% -3% -3.5% 3.7% 2.9% 7.7% Il.7% 38.0% 18,5% 7.2% 4.8% 7.0% /4.6% TRANSFER PAYMENTS OUT $0 $388,145 $0 $2,480,026 $0 $484,680 $0 $0 $0 $0 $4,275,000 $4,275,000 $3,450,000 $3,450,000 $1,400,000 $4,085,372 $1,450,000 $3,075,000 TOTAL EXPENDITURES $7,607,398 $14,802,564 $8,692,464 $17,386,521 $8,128,212 $17,716,771 $7,881,477 $16,625,969 $8,176,036 $17,104,923 $13,077,074 $23,386,161 $15,596,465 $26,105,611 $14,416,978 $27,832,785 $15,375,535 $30,288,975 EXCESS OF REVENUES OVER UNDER EXPENDITURES -$560,308 $125,315 -$1,005,961 -$1,439,344 $57$,892 . -$946,665 $801,227 $438,376 $362,523 -$925,080 -$2,641,633 $1,672,321 -$5,081,156 -$1,049,518 -$3,496,871 -$830,625 -$2,690,094 -$1,332,732 Fund Balance Canyover $7.316780 pu':100_211 $J1R72R1 $7493 038 $6348947 .'l:fi?77.fi74 $5.206.672 $5206.672 $5.874.937 $5.874.937 $5.357564 $5900143 nS7?4fi4 $7359887 $6553184 $fi.s.UIR4 .'l:S.RiS.7C1(i $5.835.796 Residual Equity Transfer In/Out >Q >Q >Q $433342 >Q >Q >Q >Q $388.324 $388.324 >Q >Q >Q >Q >Q >Q >Q >Q FUND BALANCE ENDING $7,425,548 $6,487,036 $5,331,009 $5,645,048 $5,338,181 $7,572,464 $2,491,308 $6,310,369 $3,056,307 $5,722,559 $3,145,702 $4,503,064 Fund Balance Percentage 51.5% 43.5% 30.9% 34.0% 31.2% 39.6% 20.5% 27,9% 23.5% 24.1% 22.6% 16.5% Prepared by pgoff 08107/2008 Page 4 Special Revenue Funds Revenues and Expenditures 2000-2008 Police Investigation Fund - 17 Accounts for assets seized by the City's Police Depattment. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2008 Actual Actual Actual Actual Actual Actual Actual Actual Budoet 2nd Quarter Revenues $30,699 $6,613 $7,312 $17,633 $680 $1,031 $251 $68,282 $1,000 $5,035 Expenditures $19,757 $32,540 $32,016 $32,685 $58,658 $36,071 $12,578 $2,571 $49,444 $28,990 Transfers InlOul $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning $171.511 $182.4511. i156529 $131.825 $116.773 $58.795 $37.905 ~25578 $62.970 $24.623 Fund Balance, Ending $182,456 $156,529 $131,825 $116,773 $58,795 $23,755 $25,578 $91,289 $14,526 $668 Capital Project Fund - 30 A comprehensive ten-year program which projects the financing and construction of major durable and fixed assets. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2008 Actual Actual Actual Actual Actual Actual Actual Actual Budoet 2nd Quarter Revenues $5,088,620 $5,332,135 $5,321,308 $5,261,979 $5,273,321 $729,759 $826,512 $452,854 $300,000 $132,699 Expenditures $3,530,345 $3,103,803 $4,035,726 $2,500,250 $2,732,474 $1,596,946 $6,625,577 $2,352,338 $7,142,890 $4,535,044 Transfers InlOut -$1,473,594 $367,130 -$1,658,581 -$2,677,000 -$1,980,467 $4,275,000 $3,450,000 $2,800,000 $2,550,000 $1,350,000 Fund Balance, Beginning $2.357.531 $2.442.212 $1.937.781 $1.740.373 $1.954.830 $2.755.590 $2.245.03Q $3.771.178 ~1.926.749 ~4.671.695 Fund Balance, Ending $2,442,212 $5,037,674 $1,564,782 $1,825,102 $2,515,210 $6,163,403 $3,895,965 $4,671,694 -$2,366,141 $1,619,350 * 2004 Beginning Balance includes $415,151 residual transfer from 2/5th portion of Hotel/Motel Fund Open Space Fund - 32 The City, along with Jefferson County and adjacent Colorado municipalities, have agreed to jointly develop "Open Space". The cost of such development is funded by a County sales tax which is shared with the City under a deferred formula. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2008 Actual Actual Actual Actual Actual Actual Actual Actual ~udoet ?nd Quarter Revenues $1,478,086 $981,864 $1,059,145 $1,127,589 $1,059,250 $900,810 $1,265,603 $1,225,936 $962,300 $309,314 Expenditures $1,027,751 $321,103 $974,000 $377,516 $388,838 $309,974 $1,038,779 $1,072,441 $2,152,832 $1,691,474 Transfers InlOut -$908,360 -$665,700 -$458,650 -$700,000 -$615,000 -$579,650 $0 $985,372 -$200,000 $0 Fund Balance, Beginning $908.475 $450.450 $433302 $59.797 $167.988 $245.052 ~157"510 $384.334 $289.891 $1.523.202 Fund Balance, Ending $450,450 $445,511 $59,797 $109,870 $223,400 $256,238 $384,334 $1,523,201 -$1,100,641 $141,042 * 2004 Beginning Balance includes $28,649.43 residual transfer from Park Acquistion Fund Special Revenue Funds Revenues and Expenditures 2000-2008 Municipal Court Fund - 33 This fund is used for equipment maintenance, office furniture, victim services and miscellaneous court and probation expenses. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2008 Actual Actual Actual Actual Actual Actual Actual Actual BudQet ;!nd Quarter Revenues $43,943 $45,408 $41,123 $40,149 $30,772 $28,675 $32,413 $35,271 $45,000 $17,616 Expenditures $44,406 $36,634 $35,775 $45,363 $37,469 $27,140 $30,632 $37,102 $48,094 $20,125 Transfers In/Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning $62.83~ 1'i'\Z :'\70 $71.143 $16.492 $71.278 $64.580 $66.115 $67.896 $15.90Q $66.065 Fund Balance, Ending $62,370 $71,144 $76,491 $71,278 $64,581 $66,115 $67,896 $66,065 $12,806 $63,556 Richards Hart Estate Improvement Fund - 35 This fund is used to upgrade and improve Richards/Hart Estate. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2008 Actual Actual Actual Actual Actual Actual Actual Actual ~udaet 2nd Quarter Revenues $16,123 $14,732 $68,056 $63,500 $23,365 $15,048 $13,045 $17,449 $15,800 $8,478 Expenditures $4,670 $36,500 $8,033 $68,460 $16,258 $14,589 $847 $17,961 $81,378 $66,378 Transfers In/Oul $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning $17.677 $29.130 102.562 $47 .263 $42.302 $52,264 105555t 1067.755 $18.555 $67.953 Fund Balance, Ending $29,130 $7,362 $62,585 $42,303 $49,409 $52,723 $67,755 $67,243 -$47,023 $10,053 Senior Fund - 53 Accounts for contributions and related expenditures made to the Wheat Ridge Community Center. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2008 Actual Actual Actual Actual Actual Actual Actual Actual Budae\ 2nd Quarte~ Revenues $20,160 $20,312 $20,879 $16,183 $17,103 $14,492 $15,543 $10,642 $0 $0 Expenditures $25,261 $7,060 $11,595 $7,276 $18,277 $24,039 $9,527 $6,582 $0 $0 Teansfers InlOut $22,311 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning $20.514 $37,724 $29.541 $38.831 $32.470 $31.296 $21.803 $27.819 m m Fund Balance, Ending $37,724 $50,976 $38,831 $47,738 $31 ,296 $21,749 $27,819 $31,879 $0 $0 'Teen portion of Fund closed at the end of 2003 and transferred to Recreation Centee Fund. Residual transfer ~ $15,267.69. Senior Center Fund closed at the end of 2007 and transferred to Wheat Ridge Foundation. Special Revenue Funds Revenues and Expenditures 2000-2008 Conservation Trust Fund. 54 Accounts for funds received and restricted as to use in the acquisition, development and maintenance of park and recreation sites pursuant to Colorado Revised Statutes. 2000 2001 2002 2003 2004 2005 2006 2001 2008 2008 Actual Actual Actual Actual Actual Actual Actual Actual Budgel 2nd Quarter ~ Revenues $303,038 $356,084 $475,791 $369,103 $291,176 $296,376 $365,953 $446,525 $425,000 $170,116 Expenditures $88,441 $145,998 $916,474 $84,221 $301,155 $247,957 $296,400 $642,287 $200,000 $191,568 Transfers In/Out _$190,000 _$56,805 $225,030 $0 $0 $0 $0 $300,000 _$300,000 _$300,000 Fund Balance, Beginning $81.48Z i106.079 ~203,072 i7.812 ~291.335 ~287 .355 i336.059 j/405.612 i330.269 ~509.850 Fund Balance, Ending $106,079 $259,360 _$12,581 $292,694 $281,356 $335,774 $405,612 $509,850 $255,269 $188,998 Crime Prevention Fund - 63 3/5th (60%) portion of 5% lodgers tax for police and Code Enforcement 2000 2001 2002 2003 2004 2005 2006 2001 2008 2008 Actual Actual Actual Actual Actual Actual Actual Actual !2.udget ;!nd QUarter Revenues $545,383 $326,314 $381,217 $249,419 $227 ,066 $265,410 $328,131 $395,037 $318,000 $138,976 Expenditures $168,955 $324,844 $313,073 $550,703 $256,109 $293,979 $315,531 $325,342 $376,509 $164,632 Transfers In/Out _$50,000 _$18,000 $0 $0 $0 $0 $0 $0 $0 $0 Fund Balance, Be9inning ~::\1.576 j/458,004 ~441.4H ~509,618 ~208.333 $.179,291 i150.782 ~163,382 ~52.172 $;'33.076 Fund Baiance, Ending $458,004 $441,474 $509,618 $208,334 $179,290 $150,782 $163,382 $233,077 $253,663 $207,420 Recreation Center operation Fund - 64 Accounts for recreation center revenue and recreation program expenditures. 2000 2001 2002 2003 2004 2005 2006 2007 2008 2008 Actual Actual Actual Actual Actual &ctual Actual Actual Budqet 2nd Quarter Revenues $1,403,202 $1,679,528 $1,843,857 $1,957,424 $2,054,941 $2,135,133 $2,099,901 $2,143,912 $2,120,753 $1,049,403 Expenditures $1,127,291 $1,638,157 $1,823,986 $2,007,572 $2,189,031 $2,199,611 $2,153,726 $2,031,586 $2,477,231 $1,093,032 Transfers InlOut $0 $0 $2,251,120 $0 $0 $0 $0 $0 $0 $0 Fund Balance, Beginning ~35011 j/410,922 $.452.293 ~Z723.334. $.2.688 ,453 $.2,554.508 ~,492,686 ~2,438,890 $;1,378.627 $;1.551.216 Fund Balance, Ending $410,922 $452,293 $2,723,284 $2,673,186 $2,554,363 $2,490,030 $2,438,861 $2,551,216 $2,022,149 $2,507,587 _ 2004 Beginning Balance includes $15.267.69 residual transfedrom Teen portion 01 the SenioelTeen Fund .. Transfer Out reserved loe maintenance and equipment replacement. 2008 Supplemental Budget Appropriations 1/1/08 to 6/30/08 __ SUPPlE~"~T Al ______~!'_R9.!'~~~!~()~ ACCOUNT _+___",!l,!~~_~~ GENERAL I :_---~!!~-- CIP __ __ ~l,!~.Q__ , I POLICE __ _ !!!VEST FD OPEN SPACE I MUNICIPAL i RICHARDS F_U._~P.___ -.--J~=~~-~~~~~-L==~=~~~~~ 'I' CONSERVATION TRUST FUND I CRIME PREVENTION FUND I REC CENTER OPEgATING I TOTAL -;- ._-~~.~.~~-~.~- ..._+_~_ __ n__.__.____ 1-- -,----- -I i ~esolutioE!. cis-=2001L~_:.-~o:' O' - _ __~____ _ ~;-=~_________~__o_.___nM --...i-'.~ 12131/200? Encumbra. n~~:>.__ __ ___.. ...______ _.".!__.'. '".'o,:!.,-. __-L-L~!!~."!Q.'.-?i'..I'!... less amteaid 2007 after resolution done L i $ (1.537.50) $ ~__.___~___o._ .-.~.--. .=-=~-_ ~ J-=-=--:-_=-_:~-:----_u,,~-- ",- Resolution 09-2008 Fundinq S~nior BesoUr~e:_C.~r1t~.r: -i.397X49.63 -I $ "-'.-n~,.!~?-,-~_ I ~~iBi _1.__ ~~?1.?88.62 $ 8,694.00 $ 66.378.10 ! $ , , 7.497.24 $ 4.110,354.77 -~--~jE:I1~ , ----n-- T 16.000.00 T------ , , , , 1$ 1 $~- , , , -$ - $-------- $~- 5,850.00 $ -- , $ 150,000.00 $ $ .----------..--$" 325.000.00 , $ , , , -$ 225,000.00 $~~ , $ , , , $ , $ 10,000.00 ,- , , , , , , ....._---1--- " __'''1 $ 1$ 1$ 7.497.24 ! $ 5.033.043.22 I 2.894.00 _ _L_O'!~_!Q~~I~___;J_ jjL66ii9~6: -~ , Resolution 13-2008 Reclass Adm Asst.lo M2"~r~-_- various $-----i:S9;f6o ,-------...---...... Resolution 15-2008 ~tureFundinq Information Proqram Resolution 14-2008 I --------, __Sponsorshio Jefferson CI~ritaIHeaithG_~~._ ~.Q:l_~102:.?~~lI ___J.dQ9:Q.Qt----- .----~-- --1- - --~-~--~------ ___L__ I 01-601-750 ! $ 8,200.00 i .n 01-610-750 . $ 40,000.00 I I I --, I , 1.200.00 . . -~==: -~~== I:::.:::-~~ 8,200.00 .~,OOO.OO Resolution 16-2008 Purchase of 2 Tactical Vests (Police) R~17-2008 __m______~.___~~ _ Purchase PrQPertv Flood Cont.!:2L._ ~211-73Q.~: $ ._~~~9~9_Q -+ , 01-610--897 _ L150.0.Q9.:.l!!L~___ I .CP-~Q~~?__ 1..125,000.00 I -I Resolution 18-2008 Arvada Channel Flood Control Resolution 20-2008 ProfServlces Dev. Billboard Impact Studv Fee ~ 01-120=750--'$ 10.000.00 I , I ::::-::I::::::::::==-- :-=-:..__- 10.000.00 Resolution 21-2008 _ Creekside Park Restroom ___~-601-862 - ~- +----- L_125,OQP"-9.9.._ Resolution 22~2008. Police Patrol Sedan 01-303-807 ! 36,260.00 36_260.00 Resolution 23-2008 ...b!ve Well Colorado Grant 01-105-710 _1..~l...000_00 3.000.00 Resolution 25-2008 Chairs-Council Dais 01.102.-802 , , I 10.000.Q2.._ ~___ Resolution 26-2008 JS!E.!!!!9. Corridor Bllqht Study 30-610-725 , 50,000.00 50.000.00 Resolution 29-2008 ~esource Facilitv Construction F~_~~~=::~0-610-8J~ -.::::______ , Center In I 01-102-780 I - _.~L_~Eg~9.QO.OO 50_000.00 Resolution 30-20cia------------ Transoortation Services-Senior Res. i 1$ 4.QOO.00 4.000.00 Iotals _.__t_.g~~.969.i4 ~~4,27.1.58 $.U~,444.44 $ 1.252.788.62 -$~8,694.00- --_._~--~ ~I---- I .1_ 66.378.1l!..l.L 225.000.00 $ I , , I , tJodaled as of 6-30-08 ..,.~J.4 ~ _ r City of . A~Wheat&'-dge ~OFFICE OF THE OlY MANAGER Memorandum TO: Mayor and City Council Randy Young, City Manag~ FROM: DATE: August 12, 2008 SUBJECT: Community Benefit Districts Wheat Ridge 2020 has been charged to advise the City of Wheat Ridge on developing strategies that can be embraced by the citizens to expedite the revitalization of Wheat Ridge. As part of this process, Wheat Ridge 2020 has looked at various financing mechanisms that would fund "special benefit services", or those services that create a better physical, commercial or aesthetic environment for business districts and neighborhoods alike. With this in mind, Wheat Ridge 2020's Executive Director Rob Osborn and their consultant, New City America, Inc., have developed the attached proposal to adopt and implement a new Wheat Ridge Community Benefit District Ordinance. The proposed ordinance blends many forms of legislation currently on the books, but will put the responsibility for formation of benefit districts in the hands of the benefiting businesses and property owners. The City Council will still have a role in approving these districts through a public hearing process, however the City Council will in essence "sanction" the decision of the affected property owners and vote to levy the assessments on the benefiting parcels in order to fund the special benefit services desired. Rob Osborn and Marco Mandri, with New City America, will be at the August 18th study session to present the proposed community benefits districts concept in greater detail. Staff has provided comments to WR2020 throughout the process and has also included the attached comments. Attachments: 1. Draft Proposal "The Adoption and Implementation of a New Wheat Ridge Community Benefit District Ordinance 2. Staff Comments t '-'.. ,___.....__._m__~____._._.'m._.".__.<._ ITEM 2. ". ~' _ r City of. . A~Wheat&"-dge ~OMMUNllY DEVELOPMENT Memorandum TO: Randy Young, City Mana~ FROM: Ken Johnstone, Community Development Director DATE: August 13, 2008 SUBJECT: Community BenefIt Districts Following are some comments on the latest draft of the Community Benefit Districts proposal from WR2020. 1. On pages 5 and 6, there is a discussion of whether the City can replace any of its "general benefit services" once a "special benefits district" is formed. The answer implies that it is likely that additional general benefits are likely to occur, including City funded capital improvements. The language may over commit the City to making additional capital investments in these areas. 2. On the top of page 7, there is a sentence that states the following: "Once the weighted mail ballots have been tabulated and they demonstrate that no majority protest exists, the Council may vote to consider an ordinance for the creation of a district. . ." This sentence implies that a majority protest would stop the formulation of the district. However, earlier in the paragraph it is stated that the mail ballots are advisory only to City Council. Some clarification would be helpful. 3. On page 8, it is stated that the maximum duration is 20 years. On page 16, the table indicates that the duration would be perpetual. To the extent that permanent physical improvements are installed as part of a district, it would seem that in addition to ongoing maintenance costs that would be paid for by the district; there are also long term capital renlacement costs that would often occur outside of the 20 year time horizon. Some discussion would be beneficial regarding the most appropriate duration of the district. 4. On page 25, note #4, it states that the property owners petition and establish the district. Given that the property owners only initiate and City Council establishes the district, the language might need to be clarified. ",l.~( ~<r . City of . rarWlieatRl.,dge ~PUBLlC WORKS Memorandum TO: Randy Young, City MlIlnagef-k FROM: Tim Paranto, Director of Public Works DATE: August 11, 2008 SUBJECT: Community Benefit District I have reviewed the latest draft ofthe Community Benefit District Proposal and find it to be the same as the draft discussed at a City Staff/ Wheat Ridge 2020 meeting on June 25, 2008. My comments on the Community Benefit District Proposal include: 1. Page 6- Item # 5, Assessment methodology in question "What allows the district to be formed and how is it done?" There should be discussion of how assessments should be determined. The discussion should speak to "benefit" of the District to the subject properties. Who will certify to the benefit of the District to the individual properties? 2. Page 7- The last paragraph in question "What allows the district to be formed and how is it done?" at the top of the page. The second sentence states that the mail ballots are advisory. This language should be changed to recognize that property owners representing at least 50% of the proposed assessment must support the formation of the District. 3. Page 10- The question, "Once established, can the City increase the assessments?", should speak to possible yearly adjustments to address inflation over the life of the District. 4. Page 14- See Number 2. above. , --------~~---- ~_._.~~--_.~-~~--------- . -- ~~~--------- -~._-~-_._~._~.~_..~--.__.~--~-,._"-~. H~W.[ITV PROPOSAL TO WHEAT 'RIDGE CITY COUNCIL THE ADOPTION AND IMPLEMENTATION OF A NEW WHEAT RIDGE COMMUNITY BENEFIT DISTRICT ORDINANCE CREATED TO BRING.6.BOUT MORE VIBRANT BUSINESS DISTRictS AND BEAUTIFUL NEIGHBORHOODS 11\1 THE CITY OF WHEAt'RIPGE COLORADO DOCUMENTPACKAGE"'OR C.B.D. PROGRAM IMPLEMENTATION IN THE CITY OF WHE.6.tRIDGE PRESENTED BY WHEAT RIDGE 2020 AND NEW CITY AMERICA, INC. May 2008 PART 1- OVERVIEW PAGE 3 PART II - QUESTIONS AND ANSWERS ON THE CBD DISTRICT PAGE 4 Part 111/ Features of the new Wheat Ridg~Comrpunity Benefit District Ordinance Page 9 Part IV/The Path to get started, First StePll in the Inve$tigation of the Wheat Ridge C.B.D. Page 17 Part V /Small Business Commissiqnl~~t~rrpil'lation of Eligibility.f(n CBD Inv~$tigativei<:ll'ld Formation Grants Page 19 Part VI/Stakeholder Formation Process Page 20 Part VII/Managli!!ment 6f the Distrid Page 21 Part VIII/Sgrpple Documents Page 22 2 PART 1 - OVERVIEW Wheat Ridge 2020 has been charged to advise the City of Wheat Ridge on developing strategies that can be embraced by the citizens to expedite the revitalization of Wheat Ridge. As Wheat Ridge enters the 21st century, it must take specific and concrete steps to ensure continual economic development, promote home ownership, facilitate the halting of sales leakage and most importantly, make Wheat Ridge a more "livable" and desirable place to live, work and visit. A part of this process, Wheat Ridge 2020 has looked gt vgrious financing mechanisms that would fund "special benefit serviq@s", drthose services that create a better physical, commercial or aesthetiq environm@nt for business districts and neighborhoods alike. Since Whegt Ridge has no "mixed-used" districts, per se, these financing mechanism~must also anticipate the creation of these new types of land uses. Therefore, the old financing tools that had beeti'us@d and created in the 20th century, may not be applicable hEilre. We must loo~at where this city is going in the next 15 years and build the govetl1rllE:mtal systemsgnd legislative tools to promote new development. With this in mind, Wheat Ridge 2020's Exeq(jtive Direqtor Rob Osborn and their consultant, New CityAmeticq, Inc., arepresenting'fhis "kit" or overview of how Wheat Ridge canggopt neWiegislative fools to facilitate revitalization as well as propose how thesetb()ls might be strategicglly used. We will copq@ntrgtEil this disi::ussibn bnthe creation of a new Wheat Ridge CommH,nity Betiefit,?i~trictbrClinance, which will blend many forms of legislation currEilntly on the boolii~,put willpl..Jt.the responsibility for formation in the hands of the beh@fiting business'gnd property owners. The City Council will still have a role in approving these C1istricts through a public hearing process, however the City Councilwill in esseni::e "sanction" the decision of the affected property owners and vbt@.to levv}he assessments on the benefiting parcels in order to fund the specialbSinEil.fif services desired. 3 PART II - GENERAL QUESTIONS AND ANSWERS REGARDING THE NEW WHEAT RIDGE COMMUNITY BENEFIT DISTRICT (CBD) ORDINANCE AND FORMATION PROCEDURE The following represents general questions and answers that potential applicant groups may have regarding the formation of a new CBD district in the City of Wheat Ridge..... What is a Wheat Ridae CaD? In brief, the proposed CBD district is a locally established special benefits district. The district functions to create a stable reven0e source that is established by a vote of the affected property ownersancj the adoption of an ordinance by the Wheat Ridge City Counc;il.. In order to establish the district, the WheC/t Ridge City Council m0~T hold a public hearing to gauge the level of support of theweighted property owners in the district. Similar districts are sometimes cC/lled Property BO~ii1ess Improvement Districts, Business Improvement Districts, Moii1Te.nance DistricTs1qr $pecial Assessment Districts. In Wheat Ridge, the new>enaqling ordinance'l<nown as the Community Benefit District, (CBD), QrdinClnceof.;20Q8'has been adopted to provide local enabling Jegislation for; l1Jotivated,pOsiness district property owners or neighporI166!;liSTakeholders, Why would anyonewantWo oay more mOney. isn't the City suooosed to be oroyidina these serVices? Citiesii1 the U.S; fox their Gitizens through a number of means, (property taxes, salestaxes, hotelfoXes, ente~prise taxes, special revenues), and allocate them tq deliver generql benfiHif services. These services are evolving historicqlly but normally include police, fire, transportation, sewer, water, planningoncj zoning,.~treets, lighting, social and cultural affairs, environmentglissues,trash and refuse, housing, etc. These services do not and cannot respond to the special needs of a given neighborhood or business district. To respond to those special needs, including sidewalk sweeping, sidewalk snow removal, steam cleaning, rapid removal of bulky items and graffiti, responding to illegal encampments, additional security, maintenance of public order, states and localities have adopted special enabling legislation which allows motivated property owners to pay assessments to fund special benefit services. These special benefit assessments are probably the most efficient and effective funds to be paid since they must stay in the district, by 4 law, and are managed by a locally based non-profit corporation made up of those being assessed. These assessments can provide the special benefit services desired in each and every business district and neighborhood, but those funds will not be funded or controlled by the City. What "soecial benefits" can the assessment district fund? The special services to be funded are spelled out in th$16tal enabling ordinance or legislation. They can only legally incluq$;fhose services over and above what a City will normally provide thrQ(Jgh th$general fund. Such special benefit services may include: . Enhanced cleaning of the public rights of way, sidewalksqnd gutter; . Sidewalk snow removal; . Steam cleaning of the sidewalks of the. district; . . Capital improvements in the business di!;tric:t or neighborhood; . Removal of trash and bulky material; . Security services over and:.QQove the service$Qf the local police force; . Parking services or transportdti6n'Je.lated serviQe.~; . Economic development; . Special lighting; . Business attrqc:tiQrrqnd retention and struGturing a proper commercial mix; . Graffitirerhoval; . Advocacy; . Institli.lting polieie.~thatdeaIGl:)l1structively with vagrancy, illegal entdrhprme.nts anqpanhandling; . Administratiol1.andddvocacy on behalf of business districts or qeighborho6q$ . B$qutification dnd decorations; . TreemaintenaqQe, planting, watering, etc; . Mark$ting and promotion (in business districts only); . Specidl<:;omr"t1unityor neighborhood fairs, festivals or events; . Public space development and maintenance; Can the Citv reolace its aeneral benefit services in that district once the soecial benefits district is formed? In nearly all cases, property assessment districts only fund special, not general benefits. General benefits are those allocated to all parcels in the City and funded out of public or general fund revenues. Experience has shown that once the assessment district has been formed, the private property owners in the district can normally leverage a greater 5 amount of general benefit City services than before the establishment of the district. This is due to the fact that those property owners are now organized and can request things such as trees and new trash cans and the CBD assessment revenues can maintain additional trash cans, with the understanding that these capital improvements would be funded by the City. What allows the district to be formed and how is it done? The district is normally initiated by a group of motivatec;:lproperty owners within a given neighborhood or business district. Experience tells us that a core of property owners representing at least 15 ..25%qf4he potential assessment weight of the district, is necessary to it)itiate theinvestigation. This group will then approach Wheat Ridge 202046get informdtiqn related to formation and the function of the speciq1i)Oenefit services distrrGt. If the group determines that there is supportfpr th@'e~tablishmentof a district it must file a petition with the City to seek estap>lf~hment. The petition must be filed with th$"Gitv Clerk's offic$';.qnd signed by owners of at least 35% of the property areai.yVithihtne proposedgistrict. The petition shall include at a minirhum(d surhm<;1ry of the following items: 1. Propq~ed scoPeQf services of the district, and identification of how the setViQes meeti.a broader gqql of the City's Strategic Plan, Comprehet)~iveRlqtJ,Neighbqrhood Revitalization Strategy, Park Clnc;:l.Recredti6Q Plan;g\;ipi.~re'6 Study, or any other plan or policy ddopteg by theQty which promotes Community and Economic Development prOSPerity. 2. Proposedi:tls$essmElt)tarea map, specifying the boundaries of the proposed C~D. 3. Rrqposed term of the district in years, if any; 4. SPecial benefits to be funded within the district. 5. Assessment/methodology. 6. Policyfqr any assessment exemptions in the proposed district. 7. Outline of proposed capital projects that the assessments shall fund. 8. Proposed management structure of the district by an existing or the establishment of a new 501 (c) 3 organization. 9. Proposed Management plan identifying how the district shall administer projects and programs outlined in the petition. 10. Any other criteria that City Manager deems relevant and appropriate with respect to the purpose of the proposed district and City's Strategic Plans. 6 The petition would trigger a mail balloting procedure that would demonstrate support among the affected property owners. The mail ballots, which are advisory, are due at the public hearing and would advise the City Council on the level of support for creation of the district. The ballots shall be weighted based upon the dollar amount to be paid by the property owner who submits the ballot, within the proposed District. Once the weighted mail ballots have been tabulated and they demonstrate that no majority protest exists, the Council may vote to consider an ordinance for the creation of a district and to levy the assessments on the benefiting parcels. This process will ensure a fully disclosed, participatory approval procEl$s. How lona does this orocess take? The process can take as little as 8 months and as long as 2 - JY~ars. What is most important is that the affected co.mrnynity ut'"\qerstands thepr9posal and the boundaries are set around a weigptEld m(jjority who desire the services to be funded by the district. Can the district be formed any time.durina the year? Yes, however it is best to coordinatEl thefqrrnption process so the public hearing is completed to coincide With the annQalproperty tax cycle. This is suggested so therElisriotsuch a longqelay in approving the district and receiving the rEl,yenues frgt'"\";l the first property tax bills. How are the CaD dssessments.collected? As pr()VidedbY l.ocalgtqjnance, the CBD assessments will appear as a seps:itate line itemqn thean[)LJal property tax bills prepared by the County tax.OQllector. Prop~tty tax bills are distributed twice per year. The County of shall di~tri.bute the a$~~ssments collected from the CBD district, to the City of Wheat Ridge - who will in turn then forward them to the designated Management Corpotation, pursuant to the authorization of the plan. Existing laws for enforo~met'"\t and appeal of property taxes apply to the CBD District assessments. 7 Is there a minimum amount that should be aenerated bv the district? Though there is no legal requirement for assessment revenue generation, practice tells us that a minimum of $ 150,000 in a business district and $50,000 in a neighborhood should be generated in order to make a difference. The idea of the district is to have the special services put a dent in the problem that the district or neighborhood may face. A rule of thumb is that the CBD should generate enough/revenues to make a positive impact in the community, however should Oofbean unreasonable burden to the majority of benefiting property owner~Jn the district. Once established, must everv Darcel in the district Dav? Unless specifically mentioned in the plan,.every single parcel oWqer must pay into the district. In addition, parcelsqwned I:>Y tax-exemptq~signated organizations may be exempt from paying prqPerty taxes I:>ut may not necessarily be exempted from the assessmentqistrict. Usually, the only way to be exempted is to demonstrqte that no benefit will be received from the special benefit services funded.l:>y4he district. How lona can the district last once established? In Wheat Ridge, toe.Cl5lQiordinance Will have a/maximum life of 20 years. This length of timej~to alioW/r;>roperty oWners to determine if they wish to fund long term capital improvement projectsJhat will provide special benefit to their district. Theqis.trid~qn be formed for any amount of time, not to exceed ;2Q Years. Qilcetheqi~trid is completed, the provisions for establishmehtejre repeqted in order to continue to fund special benefit services. How could a district be disestablished if it is not functionina as envisioned? Local ordinqh~e shaliprovide for the process for disestablishment of the CBD pursuant to qniarilnual review process. Each year that the district is in existence, there Will be a 30-day period during which the property owners will have the opportunity to request disestablishment of the district. Within that 30 day period, if the owners of real property who pay 35% or more of the assessments levied submit a written petition, the CBD district disestablishment procedure may be initiated. The Wheat Ridge City Council will hold a public hearing on disestablishing the CBD prior to actually doing so. At the public hearing, City Council shall consider the district's request for disestablishment and determine if the district has any long term liabilities, or responsibilities created pursuant to the original purpose of the district, that may prohibit disestablishment. If Council finds that such liabilities or responsibilities exist, it 8 may vote to not allow disestablishment, or take action to commit to work with the district to devise a disestablishment plan that outlines the time period for continued assessments based on the existing and identified future liabilities and responsibilities of the district. The plan shall clearly identify obligations of the district to extinguish its liabilities, and verify that the City will not be required to provide continued services of special benefits to the district. Thus the disestablishment procedure is no more difficult than the provisions of the establishment procedure. Due to its long term nature, this new ordinance alloWs for the growth of landscaping, its maintenance as well as creation qfnew public spaces and economic development strategies related to tevitdlizgtion that create a more permanent improvement to the area. If thereisc.:Jebt against the district, the district cannot be disestablished. AU financidlopligations in the form of bonds or loans for capital improv(3ments, must be paic.:Joff before the district can be disestablished. Who controls the funds once the district is established? A non-profit corporation is USUdll%~stClblished oncethe district has been created. The non-profit corporatl9Hi~\hqrmally compri~ed of board members representing the property owners 'payingHrjtqthe di~trict. Alternatively, a district can create an Advisory Boatc.:J thdt foc0~eson the goals of the district, but places managemehtgnd day tosc.:Jay oversjght with a separate organization. The.AdvisorY,\~oard coulc.:J form a management agreement with an existingcqrporatioh such as Wh~qt Ridge 2020. The management agreement shall iderjtify t1i~gr:mual service fee and terms of the district's manag(3rY)filot, TheThdependehtrjpn-prdfit<:;~P management corporation, or Wheat Ridge 2020'iVould then etite~, into d,Qontract with the City, through the City Manager's office, toq(jminister the district on behalf of the stakeholders. This annual cpHtract will oQtline the programs and projects the cBD desires to implementahc.:J provic.:Je project analysis data to identify how the use of the assessed fund$'g[filmeeting the district's purposes. Can the City withhold the assessments from the District? By law, the assessments generated within the district must be allocated to fund special services within the district. However, the district can not use the generated assessments for purposes outside the scope of the district's defined mission as presented in its original establishment petition. On an annual basis the District must present a work plan to the City as outlined above, to verify the plan meets the district's purpose. It the plan is contrary to the district's purpose the City may withhold a portion the generate 9 assessments that do not meet the district's goals. The withheld assessment must be placed in an interest bearing escrow account and made available to the district upon presentation and approval of an amended annual plan approved by the City. Additionally, the City cannot withdraw its current baseline level of services with the assessments since the district can only fund "special benefits". Once established. can the Citv increase the assessments? By ordinance, the only changes in the annual assessm!i,mt methodology must be pre-determined and placed in the CBD planJpt t1iegjstrict. The City cannot arbitrarily increase the assessments b~c:::dtqse theyqre not funds created by or controlled by the City. NormgllyFcqnly land use;c:::hanges or a pre-determined CPI amount allows for higher assessments in tti~;gistrict. Will the establishment of communitv BenefifDistrictscreate additiOnal staffina burdens and resource allocations to the Currently, the City is working witl1/h~ighborhood legg~rs and citizens on an individual basis. The City is currehfly;l1gtilgling citizen'$heeds or inquiries in a reactionary process. This process goes hgtijb~!p impl~ment the city's long term plans and goals in a strategic methOd, dhg'gffen requires the involvement of mqhyT~v~ls of City administratioh and Council. Often, putting out firestgkes gregter priority oyer implementation of long term plans. City officials are exp~ndir'Jg'c:::Qnsiderable time implementing enforcement activitiesintbE? commqr'Jity rel<.lteq;tg/code infractions on private property, infrastructUred~y~lopm~ht and maintenance in public rights of way, and crime preventioh'ih'manYCl~e9$of the community. The need for services and coststQ provide them will inoredse as time continues. The need to provide these services will nofget resolved unless the city has partnerships with stakeholq~rs in our neighborhoods. The CBD model provides that partnership: It engages citizens to promote self help activities for the betterment ofth~ cOmmunity, consistent with the city's goals for Community Development d~;outlined in the Neighborhood Revitalization Strategy. The CBD format provides a revenue source that can be used to provide the special benefits desired by engaged citizens within a district. The City Staff will have the ability to work with vested stakeholders in the community who can assist in maintaining public rights of way, working with the district members to alleviate code infractions, and maintain communication to promote safer and better organized neighborhoods. The work of the City Staff will not decrease, but it will change. It will transition form enforcement and reaction to strategy and implementation. The CBD 10 process will enable the city to work with the stakeholders to implement the plans it has adopted and also invite citizens who desire special services to organize and assist in the provision of such services. Written by: Marco Li Mandri New City America, Inc. Rob Osborn, Esq. Wheat Ridge 2020 Part 111/ Feature~. of!the.new Whe<:IfRidge Community Ben~fit O!~tti9t.Qrdinance The following rElpresents Qnoverview and summation of the key elements that should be incllJded in.the new Wh$CltRidge Community Benefit District ordinance. The fedtlJresJnClwd$ stepsfbr formation and are consistent with the CqlqrddO/$tqte CdHstitution.Wehave included some existing Denver ordinances as d.h1Pdel ds/to what a "home rule" city can do. 11 Business Local Local New Wheat Improvement Improvement Maintenance Ridge District District District Community Benefit District Legislative CRS 31-25-1201 Denver Charter Denver Charter City Council Authoritv to 1228 7.6.1 - 7.6.20 7.7.1-7.7.19 adoption Purpose To expedite Constructing or Care, operation, To expedite commercial installing any security, repair, neighborhood, revitalization public maintenance mixed-use, or programs improvement and commercial through funding replacem$hfof revitalization special benefits pedestrign and programs including transifrndlls through funding improvements special benefits and activities: including Marketing and improvements promotions, and activities: special events, Mqri<eting and security, snow prQfu6tions, removal, fund sp$cial events, public security, snow improvements removal, fund and their development of maintenance, public space, etc. public improvements and their maintenance, paying for administration and non-profit management expenses, etc. Powers -Tdnd'le. Constructing or Care, operation, To have perpetUgI installing any security, repair, perpetual existence; public maintenance existence; -have ahduse a improvement and -have and use a corporate seal: replacement of corporate seal: ,sue and be pedestrian and -sue and be sUed; transit malls sued: -ehterihto -enter into contracts, contracts, -borrow money -borrow money and issue and issue negotiable negotiable bonds: bonds: -provide special -provide special benefit services benefit services listed above; listed above; -acquire, -acquire, construct, construct, finance and finance and 12 , install improvements; -dispose or real and personal property; -have management control and supervision of affairs of the district; -to fix and increase or decrease rates; power to levy ad valorem taxes: -special assessment power , install improvements; -dispose or real and personal property; -have management control and supervision of affairs of the district: -to fix and increase or decrease rates; power to levy ad valorem taxes; -special ()ssessment power 13 Creation and establishment Business Improvement District I. Iniliated by a petition filed with the clerk of the governing body signed by owners of at least 50% of Ihe assessed valuation and at least 50% of the districts land area; 2. Petition shall set the narne, description of, boundaries and service area, description of types of services and/or improvements Local Improvement District I. Initiated by a petition filed wifh the manager of Public Works, signed by not less than 35% property owners offhe municipality who own real properly in the disfrict 2. Hearing by> the Manag~rpf Public Works 3. Ordinance establishing dislrict 14 Local Maintenance District 1. Initiated by a pefifion filed with fhe manager of Public Works, signed by not less fhan 35% property owners of the rnunic;ipalify who ownrea"l" property in the . district 2. Hearing by the Manager of Public Works 3. ordinance establishing district New Wheat Ridge Community Benefit District Initiated by a petition filed with the City Clerk's office signed by owners of at least 35% of fhe assessmenfs to be paid into fhe district. The petifion shall include a s\Jmmary of the rt\gnagemenf pldhwhich specifies the boundaries of fhe proposed CBD: term; special benefits to be funded; benefit zones if any; assessrnenf methodology; any exemptions; capital projects, management of the district. The petition would trigger a mail balloting procedure that would demonstrate support among the affected property owners. The mail ballots, which are advisory, are due at the public hearing and would advise the City Council on the level of weighted support for creation of the . district. Once the weighted mail ballots have been tabulated and they demonstrate that no majority protest exists, the Council may vote to consider an ordinance creating a district and tolevy the assessments on the benetiting parcels. This process will ensure a fully disclosed, participatory approval process. 15 Governing Body Duration Bond Authority Taxing Power Fees Business Improvement District -City Council, -Board ot Directors by Council, Five members trom the electors of the district; -Council may provide by ordinance that the governing body of aURA, DDA or GID serve as the acting board Perpetual Interest bearing bonds derived from general ad valorem taxes of the district, first approveg at an electidn Levy and collect ad valorem taxes Fix rates; tolls, charges for any services or improvements furnished by the district assessments Local Improvement District None Perpetual Interest bearing bonds derived from general ad valorem taxes of the district, first approved at an election None Assess costs of improvements against property specially benefited. Use of revolving fund. 16 Local Maintenance District Board of Directors (5) appointed by the Mayor Perpetual None Assess costs of improvements against property specially benefited. New Wheat Ridge Community Benefit District Proposed that either Wheat Ridge 2020 or a new non-profit organization of the property owners paying into the district enter into a contract with the City Manager to ddminister the qi$jrict on a day tOda{basis Perpetual Not determined yet None,on propertv tax bills Not determined as of yet COMPARISON OF ASSESSMENT DISTRICTS THROUGHOUT THE STATE AND COUNTRY Area District Year Petition Sunset Legislative Adopted Services Allowable Required? Provision Name Arizona Property 1990 Landscaping, Security, No None Business Imp. Economic District Development. Advocacy, Marketing and Promotions, Parkinq, CleanuP;etc. New Jersey District 1984 Landscaping, Security, No None Management Economic Act DevelOpment. Advos;acy, Mprketing and Promotions, Parkinq,Clepn0p;.etc. New York Business 1980 Landscaping, Security, Not None City Improvement Economic specified, District Act Pevelopment. petition Advbqacy, Mark~ting based 'and fFbmRtions, upon Pprklhg, Clegt1up, etc. assessed valuation, consensus reqd. California Landss;aping T19,72 Lgndscaping, No None (Streets and and Lig titing Lighting, Highway Act Minor Capital Code) Improvements California Property 994 Landscaping, Security, 50% of 5 years (Streets and Business Economic weighted Highway Improv~ment Development, property Code) District Act Advocacy, Marketing owners and Promotions, Parkinq, Cleanup, etc. San Diego, Maintenance 1998, Landscaping, Security, No None CA Assessment Amended Economic District in 2003 Development, Advocacy, Marketing and Promotions, Parkinq, Cleanup, etc. 17 Area Las Angeles, CA Oakland, CA San Francisca Wheat Ridge (Prapased) District Legislative Name Alpha PBID Business Imp. Maintenance District San Francisca CBD Ordinance Cammunity: Benefit District OrdinanCe Year Adapted April 2000 Navember 1999 February 2003 Pending Services Allowable Landscaping, Security, Ecanamic Develapment, Advacacy, Marketing and Pramatians, Parkinq, Cleanup, etc. Landscaping, Security, Ecanamic Develapment, Advacacy, Marketing and Pramatians, Parkinq, Cleanup, etc. Landscaping, Landscaping, Ecanamic Develapment, Security, Advacacy, Marketing and Promatians, Parking, Cleanup, etc. Landscaping, Security, Ecanamic Develapment, Advacacy, Marketing apd Pramatians, Parking, Cleanup, etc. (alsa passibility .of funding minor capital impravements) 18 Petitian Required? 30% weighted praperty .owners 30% weighted property , . .owners 30% weighted praperty .owners 35% .of weighted praperty .owners Sunset Provisian 10 years 1 0 years 1 5 years 20 years PART IV - THE PATH TO GET STARTED FIRST STEPS IN THE INVESnGATION OF THE WHEAT RIDGE C.B.D. The following represents the steps a stakeholder group or interested party of property owners must take to implement the creation of the special benefit services under the CBD ordinance: A. Community or stakeholder group steps in investigating a CaD district: 1. Identify a key group of property owners, large and small, including business tenants in the targeted district. Ifit'isq residential oriented district, identify larger and smaller propE':$rty oWnf?rS to give the lead group the proper mix; 2. Designate an existing local organization or create anew group to serve in the capacity of the CBpSteering Committee. The Committee would be open todlEinterested parties; 3. Request a Wheat Ridge CBD Kitfrqm Wheat Ridge 2020 or the City, review the kit and discuss thefeqsfpility of formation of a special benefits asses~ment district an\ong Steering Committee members; 4. Review the sample bud!'jJefolgistrict and plqri: (attachment B); 5. Send a letter of support to the 'Nheqt~id!'jJe 2020 staff expressing interest in inVf?stigating estaplishmenfof a CBD. List Steering Committee mt:toobers by narhe, property owned and have them sign theletter t6fbe Wheat Rioge 2020 Board. Send copy of letter to the CilYManefger. (List sholJlohave at least 8 - 10 significant property 6Wnf?rs;hqm~qttached). See attachment A at end of paQkf?t for sample letter, 6. WhedfJRiOge 20r2Q"~taff will then determine the designation of the applicarirgroup aSiElligible to receive an investigative grant from Wheat Ridg$\2020 based upon pre-determined criteria. A letter is sent from Whf?at Ridge 2020 staff to applicant group explaining the deQision anoavailability of funds. a. Investigation of CaD District by Steering Committee: 1. Use in-house Wheat Ridge 2020 CBD consultant or staff to work with the client group to conduct investigation with elements of plan, (boundaries, budget, priorities), set by Steering Committee; 2. Requirements of investigation shall include: a. Develop property database including property variables and property owner information in full database. Identify largest, weighted, property owners and contact them, if at all possible; 19 b. Conduct one written survey mailed or hand delivered to each affected property owner in the proposed district. Focus groups among significant portions of the community may also suffice for this outreach process; c. Tally the results of survey responses or focus groups and plot them on a parcel map; d. Set boundaries based upon level of conceptual support for establishment of CBD district based upon Steering Committee decisions; e. Expand Steering Committee bas(pclUpon survey results and expressed desire to be in~qIM(Pd in the CBD formation process; 3. Deliverables to the Wheat Ridge 204Q tQ:conchJg(p)nvestigative phase of CBD district: . Present parcel map with prelim,Imory boundaries . Present database of all propertyqwners:in the proposeqqistrict including all property variables thq,travffJb(pen collect(pQ: . Present tally of survey results demon$t~<:Iting support and opposition of the CBD district inv(pstigation; . Present preliminary budg(pt; . Present preliminary asse~smliiltitm,ethodologyt6 fund special benefit services; 20 PART V - WHEAT RIDGE 2020 DETERMINATION OF ELIGIBILITY FOR C.B.D. FORMATION GRANTS: The following represents the steps the Wheat Ridge 2020 will take in determining the eligibility for formation grants and allocation of staff time to implement the CBD district in the applicant community. The applicant group: . is acknowledged through a City Council member's office as legitimate with a community base; or . is acknowledged through the City Manager's office as a legitimate group with a community base; or . is new, however has an established base.pfproperty owners in the district; or . is part of the Wheat Ridge Business Qistrictor another C!Gknowledge city group; or . is acknowledged as a memberofth~ visitorr~lated industry; or . has been designated by the WheatRiqg~{2020,staff as andcceptable applicant for the CBD district formationgrqnt program; 21 PART VI. STAKEHOLDER RESPONSIBILITIES IN C.B.D. DISTRICT FORMATION PROCESS: Once the Phase I Investigation has been completed based upon the conditions listed above, the Steering Committee may request further assistance from Wheat Ridge 2020 staff to complete the CBD formation process. This formation effort will include everything including the development of the management plan, petition and mail balloting/public hearing phase. The tasks entailed in this phase of the formation process shall include: . Expansion of the CBD Steering Committee; . Finalize boundaries based upon input from the OBp$teering Committee; . Submit database to appropriate City office t~/verif'tPr9perty variables; . Finalize benefit zones if any; . Finalize services plan; . Finalize assessment methodology; . Determine if any parcels would b~:ex.i:lrrJpt or hqve their assessments reduced due to tax-exempt status; . Demonstrate good faith outreach efforts lo/qJfected stakeholders; . Complete CBD managem~nt district plan, ih~llide term of district within plan. Also determine whethi:ltClny CPI factors wiJIpe included to allow for growth of the district; . Adopt final plan; . Submit plan for v~rification, review qho a pprovd I by the City Attorney's office. . Initiate 35% Vl'i:lightedpi:ltition driveipased upon Steering Committee and City AttorneYengorsement of the pldn; . Complete petition.griviii;cmc;e minimum of 35% weighted threshold has beenrl;i<:l!:;:h~d, submit petitiohs;fothe City Manager. Strive to get up to mOre petitioh~of support prior to the mail balloting process; . Work through Oity Mahqgerand staff to bring CBD to a public hearing for diStrict to Wheaf.l$igge CitY Council; . WorK with City Clerk"s office to conduct the mail ballot proceeding and encourqge votingturnout by affected property owners. . Coordinaf~public;testimony at public hearing; Once votes are tallfed and weighted returned ballots demonstrate support for district formation, the City Council will then adopt an ordinance levying assessments on the benefiting parcels as per the adopted management plan. The CBD Steering Committee will then work with Wheat Ridge 2020 and the City Attorneys office on designation of Wheat Ridge 2020 as non-profit management group. If not Wheat Ridge 2020, the stakeholder group must demonstrate approved bylaws as tax exempt corporation by State of Colorado, proof of insurance and selection of interim Board of Directors. 22 PART VII. MANAGEMENT OF DISTRICT Based upon its existing contract with the City, the first preference of a management corporation should be through Wheat Ridge 2020. If this is not acceptable to the stakeholders, than the following should determine the requirements for administration of the CBD district. It is suggested that the management corporation either is, or be established to fit the following conditions: c. d. e. f. g. a. Is formed as a 501@(3) public b~ni5lfit, charitable non- profit corporation in order tp'maximiz!,? its ability to receive private and publi~ gn:::mts; Has large, small and varied land us prop~rty owners on the Board of Directors; Adheres to provisiohsfor opehBoard meetings; Identifies legitimate servi~e providers through open bidding process. Provides arU::mnual audit cohq,ucted bytllird.p.artyt:PN' firm and submits to City and m(:irnbers; Submits quarterlyr(:ipqrts to the QityManager; Establishes functiondke.,mail and'vveb site to facilitate "'< ...... ................ ~Qmmunicatioh to members and public; EhqQ"Iraged to meet regulClrly with other CBD or similar orgdnif:ations; b. h. 23 PART VIII- SAMPLE DOCUMENTS ATTACHMENT A SAMPLE LETTER FROM WHEAT RIDGE 2020 ON THE REASONS TO CONSIDER FORMING A NEW A WHEAT RIDGE COMMUNITY BENEFIT DISTRICT Date To: Property and Business Owners Interest~<;:lTn Establishing New C.B.D. District in Their CQmmuhilY Fr: Wheat Ridge 2020 Staff Dear Property or Business Owner: For many years, residents, busin~~ses property bWn~rs and visitors to Wheat Ridge have become increasinglyi$Qncemed abbtJfXthe image of our City. For that reason, the City Council qdbtafeaq a new visiQDQiy plan called Wheat Ridge 2020, to bring citizens into thiq proc;iq$$'qf determining the future direction of our City, This problem QfthEil "imag@',' of Wheat Ridge, both among its residents, business owners aDeLto it~yi~itors, is increosingly seen in the problematic conditions Qf Wheaf,&iqge'SPl!Jpliqrigl;1ls of way. With govemmental revenues>bec;qming in'Qre.Clsingly strained, it is safe to assume that City general fund servic;Eils to cl@qn and beautify the public rights of way will be rEildtJced, not increosed. Thi$Will be the situation for the foreseeable future. This problEilm is resolvQple and has been dealt with for years in other cities in the United States. Sp@eia/ benefit districts, commonly known as special services distric;t~,. business improvement districts, maintenance assessment districts, community benefit districts, etc., are being supported by neighborhood and business communities throughout the United States due to their positive impact on the quality of life issues close to home. Issues including overflowing trash cans, (or even the frequent placement of trash receptacles), sidewalk snow removal, tree planting and maintenance, sidewalk sweeping, removal of graffiti and bulky items, funding of special events and community fairs, maintenance of order in the public rights of way - are all special benefits that are funded by community established assessment districts. 24 Though assessment districts add costs to your business and residential parcels, they are considered to be a solid investment in your neighborhood or business community due to the following: 1. The assessment district model is a proven model of generating revenues to fund special benefits over and above those funded by the general fund of a City; 2. The special benefits to be funded, their costs and their frequency are determined by the benefiting property owners tbi:irnselves; 3. Property owners. in the City of Wheat Ridg~, must petition and vote to establish the district through a public heqrihg.process; 4. Most people's greatest investment~dre.in their homes or busihi:isses and they readily invest to improve their respi:igtive properties. The public domain, however, is normally outside of m$Gontrol of anyone property owner; however its condition could have a vi:iw negative impact on a neighborhood or business diStrigt. The assessrYlEHH district model maintains the same high standards in the pUqliqJights of way that most people maintain behind their propertYlines.Tbeys~rve as a great mechanism to maintain cleanliness and order in the pUblic rights of way. 5. One hundregper ceht.of the speciql benefit assessments generated, by law, mustfundservice$Within the boundaries of the district; 6. Stakeholders, the assessees themselves, determine how and who will provide the special benefit services; 7. Thi:idistrict canqedisestablished based upon a vote of the affected proPerty owners. If Tis no more difficult to take apart an assessment district, thanitisto establish one. In the following Pag~$, you will find out more on how these new Community Benefit District (CBQ); Will change the character of the City. As we enter the 21st century. neighborhood based special benefit assessment districts are becoming a key tool to upgrade the quality of urban life. We must raise the bar and standard for city life, we must create a culture of higher expectations. We ask that you join with your neighbors or local business and property owners to see if these innovative community controlled CBD districts are appropriate for your neighborhood or business districts. 25 Sincerely, Rob Osborn Executive Director Wheat Ridge 2020 26 ATTACHMENT B SAMPLE LETTER TO WHEAT RIDGE 2020 ON THE DESIRE TO ACCESS RESOURCES TO INVESTIGATE A NEW WHEAT RIDGE COMMUNITY BENEFIT DISTRICT Mr. Rob Osborn Executive Director Address SUBJECT: Request for Determination of Eligibility in Applying for Wheat Ridge 2020 CBD Investigation and Formatiqh.Grant Dear Rob: At its (date) meeting, the (community group/qrpusiness organization) voted unanimously to request aid from Wheat Ridge2Q20 in determining whether a Wheat Ridge Community Benefit District wouldp(3 appropriate for, and supported in our neighborhood. We have reviewed the Wheat Ridge C;BDpgQk(3t materials provided and understand that the C;~p!jf adopted, yYould resYlt in an assessment levied on area parcels in orclE3r tofghd special b(3nefits in the community. The desired special benefits rel\3vqnt to qW community include (list beautification, sidewalk sweeping, marketinggpc:l prOfnptions, advqe:acy, planning, parking, etc). We are mttuestirig>Jhat res(;liJrces dhdstaff time be allocated to support our requestirivestigati&f\qnd p6s~iple creation of the CBD. We commit ourselves to work hard and do <the exteh~iye outreach necessary to build community consensus for this CBD. Please find du(.qpmmitmi3nt as demonstrated by the signatures of the members of our organizatioh Iist(39 below. 27 ATTACHMENT c: SAMPLE PRELIMINARY WHEAT RIDGE C.B.D. BUDGET AND PLAN DOCUMENT Proposed CBD District Area: 38th Street Corridtf.Jr CBD Steering Committee Chair: List name qr)dQrganizdtign, Address Phonednd E-Mail Proposed CBD District Boundaries: Preliminary, boundaries include;,' A Street on the South B Street on the North C Street on the East D Street on the West Total of 18 square blocks Annual Assessment ReVenUes: $ 180,000.00in assessments per year CPI Factor An anni.Jal CPI adjustment is allowable as per the plan, not to exceed 5% per year Benefit Zones There is only one benefit zone in this plan SpecidlBfFnefit Service$[)8sired; Sidewalk cleaning and sidewalk snow removal Trash receptacle placement and emptying Steam cleaning of sidewalks Tree planting and maintenance Decorations Special events (2 per year) Removal of graffiti and bulky items Marketing and promotions Advocacy Planning activities: Facilitating mixed use development Term of District; 12 years (can be formed for 1 - 20 years) 28 Assessment Methodology Assessment levied on all parcels, public and private, tax-exempt not excluded: 33% of assessment ($60,000) generated from linear frontage 33% of assessment ($60,000) generated from lot size 33% of assessment ($60,000) generated from land use or building square footage Annual Costs per variable: $ 5.00 per linear fQQtper year $ 00.015 (1 'h c<pn't p$(square foot of lot per year) $ 00.0356 per building sqLJqre foot per year Highest Annual Assessment: $22,000, abcd 38th Street Lowest Annual Assessment: $ 180.00 per year for loft/condo owners at Defg 38th Street Management Entity Wheat Ridge 2020 Commencement Date: Fiscal year 2009-1 0 Other Conditions: Area is mixed use and low rise. Only retail andOommercial building uses will pay into marketing and promotions budget 29 ATTACHMENT D SAMPLE MAP OF C.B.D. DISTRICT INSERT HERE 30 ATTACHMENT E CITY OF WHEAT RIDGE PETITION TO FORM THE (NAMI: OF DISTRICT) COMMNITY BENEFIT DISTRICT (Pursuant to the Community Benefit District Ordinance# of the City of Wheat Ridge, Adopted September 2008) Leaal Owner: Pre-printed Owner: Pre-printed Par~el Number: Pre-printed Site Address: Pre-printed Prooosed Annual Assessment: Weight (%1: intQrrnatidhWould be pre-printed on the ballot Yes, I approve of the proposed assessment of on the parcel(s) identified on this petition. No, I do notapproye of the approved assessment on the parcel(s) Identified or'lthis petiHon Please Print Nameohd Title X Signature of Record Owner or Authorized Representative (in the case of property owned by non-individuals) Please Return Petitions as soon as possible to: (Steering Committee or Wheat Ridge 2020 address) 31 ATTACHMENT F CITY OF WHEAT RIDGE MAIL BALLOT TO ESTABLISH THE (NAME OF DISTRICT) COMMUNITY BENEFIT DISTRICT BALLOT TO FORM THE (Name of CBD inserted here) (Pursuant to the Community Benefit District Ordinance # Qfthe €ity of Wheat Ridge, adopted September 2008) Leaal Owner: (legal owners name i~pre."printed orn;~gllot) Ballot Question: Approval of the C.B,O:; APN Situs Annual Assessment - % Information is pre-printed on ballot YES, I approve Qf the proposed assessment of Annual Assessment Total on the parcel(s) identified above. NO,:I<;!p notgpprove of the proposed assessment on the parcel(s) listed above. X Signature of Rec;qr<;! Owner or Authorized Representative Print Name and Title (in the case of property owned by non-individuals) Please Return Ballot inside Privacy Envelope inside of Self-Addressed Envelope Provided and mail to: City of Wheat Ridge Office of the City Clerk 7500 W 29th Ave. Wheat Ridge, CO 80033 32 IT:M 3. ..,. ~ A .( ~ r City of A~Wheat&'-dge ~OFFlCE OF THE QlY MANAGER Memorandum TO: Mayor and City Council Randy Young, City Mana~ FROM: DATE: August 11, 2008 SUBJECT: City Hall Space Needs Analysis Staff received direction from City Council at the April 16, 2007 Study Session to proceed with a study "that would look at both the long-term and short-term space needs of the City and would give recommendations on ways to improve existing space without moving interior walls, recommendations on WlryS to improve or expand existing space including moving interior walls, and lastly an evaluation of the future space requirements of the City. Staff shall also evaluate how the City can meet its short-term space needs by leasing additional office space. " The City hired Gallun Snow Associates in the amount of$10,800 to conduct this study. The study includes an evaluation of existing space use and preparation of a space needs analysis for each department within City Hall. The space needs analysis determines space required for each department or group at its current staff size and operation (2008 needs), base on agreed upon standards for offices, work stations and various support and activity spaces. The standards used were based on multiple government and corporate space needs studies, other recent space planning exercises and benchmarking studies of government buildings. In addition, the space needs analysis attempts to predict future space needs for the years 2013 and 2018, through a questionnaire and interview process with each department. The following conclusions were reached from the study: 1. Leave Police and Courts at existing building and remodel to accommodate their unique functions. At the same time the remainder of the departments would be moved to a new location. 2. Move everyone out of the building into a new facility, and liquidate or reuse the existing facility. 3. Remodel or reconfigure the existing building in order to meet current shortfalls until one of the above long term solutions can be implemented. Following a quick tour of City Hall, representatives from Gallun Snow Associates will be at the August 18, 2008 Study Session to discuss the space needs analysis is greater detail. ~i--/ ,,~'4 ~ A ,... City of . _~\VheatRL.-dge SPACE NEEDS ANALYSIS MAY 13, 2008 . GALLUNaSNO'9Cl ~ ~ { .( " _ . CiLyor. JP"Wheat:RLdge SPACE NEEDS ANALYSIS May 13,2008 The intent of this study is to collect and document data on current needs and anticipated growth of personnel and support space within City Hall. This data may be used as a tool in evaluating the need for additional space and/or remodel of existing space. The following departments are included in this study: Administrative Services City Clerk's Office City Treasurer Community Development Courts Mayor Police Public Works (Administration I Engineering) The study includes evaluation of existing space use and preparation of a space needs analysis for each department. The space needs analysis determines space required for each department or group at its current staff size and operation (2008 needs), based on agreed upon standards for offices, work stations and various support and activity spaces. The standards used were based on multiple government and corporate space needs studies, other recent space planning exercises, and benchmarking studies of government buildings. In addition, the space needs analysis attempts to predict future space needs for the years 2013 and 2018, through a questionnaire and interview process with each department which included two to three cycles of data gathering, processing and re-evaluation. The result is a tool to start the process of defining space needs for the city over the next 10 years. The sum ofthe various departmental totals can be distributed in different ways, depending on the scenario being explored. For example, if all departments were to move to a newly constructed building, the shared support spaces and grossing factor (Useable SF to Gross SF) would be considerably different than if several departments stayed at the current building and other departments relocated to leased space. These further refinements may be explored in a subsequent study, which would quantify space required for multiple options. This initial study illustrates the necessity for additional space over the next decade. Further studies may also focus on comparative costs for different scenarios to meet the City's space needs. While analysis of the City's population growth was not part of this study, the general consensus was that additional space requirements are primarily due more to evolution of functional requirements (e.g. IT didn't exist when this building was built) and lack of a"",vl',;ate support space, rather than on population growth. The objective of this study is to catalog by size and use, the personnel requirements, support space, and public space necessary for optimal working conditions and to provide an overview of current and future space needs. This information will help to identify immediate needs as well as long term planning goals. The anticipated increase of space needs has been compared to studies done for other local municipalities, both on a SF per person basis and as a total percentage of increase. While the individual SF per person numbers fall into the higher end of the range, the overall anticipated growth is somewhat less than typical. The higher SF allowance is likely due to the relationship of required "common" space, i.e. Council Chambers, Courtroom, and a relatively low number of employees. While anticipated growth in individual departments typically remained at modest levels, the current need for shared conference and training space was commonly deemed to be deficient. Assnmptions in projecting reqnired SF for 10 years: . All departments listed would be co-located in a new building . A grossing factor of22% was used which includes typical building support spaces, such as building lobby space, public rest rooms, mechanical and electrical service rooms, janitorial closets, stairs and elevators. . Other shared building amenities are listed separately under Building Common/Public Space . Rooftop Mechanical space was assumed (interior mechanical space would increase the assumed grossing factor to approx. 25-27%). . Additional space may be required for a loading dock, which was excluded from these calculations. The following reports are attached: Detailed Space Needs by Department Staff and space needs analysis of each department. These detailed sheets account for each employee currently located in City Hall (by workstation type) and the various conference, support and activity spaces that are needed for City services. Space Summary Summary of staff and space needs by departmeut Percentage of anticipated growth compared to current figures Average SF per person Staff Growth Summary Departments ranked by % of staff growth over the next 10 years Ranking (1) This report ranks departments both by % of current space needs and by SF shortage in 2013. Ranking (2) This report ranks departments by % of space needs for current conditions and 10 year projections. 2 NOTES: I. The following space program consists of data sheets for each department or division showing personnel, support spaces, and conference/ training requirements. 2. Office type is designated with a "P" for a private office (walls with a door) and "0" for open office (cubicle) 3. Where several departments currently share a space, we have tried to estimate the area used by a specific department, and have also noted it as shared space in the Remarks column. 4. Most departments have indicated that they can share a building common break room, as well as large conference and training rooms. 5. All square footage is shown as Net Square Feet (NSF) with a typical circulation factor added to each department's sub total. Conclusions Three preliminary strategies have emerged, which will require further study: I. Leave Police and Courts at existing building and remodel to accommodate their unique functions. (a preliminary look at the 10 year projections indicate that the current building will provide adequate space for over ten years, however significant remodel may be required to bring the building to current law enforcement standards) At the same time the remainder of the departments would be moved to a new location (rented, purchased or constructed) 2. Move everyone out of the existing building into a new facility, and liquidate or reuse the existing facility. 3. Remodel or reconfigure the existing building in order to meet current shortfalls until one of the above long term solutions can be implemented. Follow up cousiderations and recommendations The following are services that would be beneficial to the city in determining next steps: . Further investigate the concept ofleaving police and courts in the existing building, including cost estimates of necessary remodel to support 10 yrs of growth . Analysis of existing building to bring up to current codes and security standards . Cost estimates and evaluation of building, or leasing a new building for remaining departments and/or all departments. . Evaluation of parking, public access for any new site. . Evaluation of smaller renovation projects to address short term needs. . Develop detailed space plans to address short and long term needs. 3 CITY OF WHEAT RIDGE DETAILED SPACE NEEDS BY DEPARTMENT ADMINISTRA TIVE SERVICES 1/9/08 Revised 3/5/08 Printed 5/21/2008 1 "OMINISTRA TIVE SERVICES Position ISize IType PERSONNEL City Manager A+ P 240 1 1 1 240 240 240 Deputy City ManaQer A P 220 1 1 1 220 220 220 Executive Assistant C 0 108 1 1 1 108 108 108 Assistant to City ManaQer B P 120 1 1 1 120 120 120 Finance Manaqer B P 180 0 1 1 0 180 180 Accountinq Supervisor B- P 100 1 1 1 100 100 100 AccountinQ Tech D 0 64 1 1 1 64 64 64 Payroll Tech D 0 64 0.75 1 1 48 64 64 PurchasinQ AQent B P 120 1 1 1 120 120 120 Sales Tax Auditor D 0 64 2 2 2 128 128 128 Sales Tax Technician D 0 64 1 1 1 64 64 64 HR ManaQer A P 180 1 1 1 180 180 180 HR Rep B P 120 1 1 1 120 120 120 HR Technician C 0 108 1 1 1 108 108 108 Senior Staff Assistant D 0 64 0.5 1 1 32 64 64 IT ManaQer B P 180 1 1 1 180 180 180 Network Administralor E 0 48 1 2 2 48 96 96 Senior IT Support Tech E 0 48 2 2 2 96 96 96 Web and ImaQinQ Tech D 0 64 0.5 1 1 32 64 64 Help Desk Tech D 0 64 0.5 1 1 32 64 64 GIS Supervisor C 0 108 0 1 1 0 108 108 GIS Tech D 0 64 1 1 1 64 64 64 Sub-total 19.25 24 24 2104 2552 2552 ::ulation 694 842 842 _ Aal Personnel Space 2798. 3394. 3394. SUPPORT SPACE WaitinQ 2-4 people 100 1 1 1 100 100 100 Cashier Counter 48 1 1 1 48 48 48 IT Server Room 225 1 1 1 225 225 225 ppen COpy. Pro Fax 80 1 1 1 80 80 80 Coffee / Beeak 72 1 1 1 72 72 72 General Admin Files 50 1 1.5 1.5 50 75 75 HR Files & Lektriever 81 1 1.25 1.25 81 101.25 101.25 PurchasinH Librarv 81 1 1 1 81 81 81 Finance Files 325 1 1 1 325 325 325 Sub-lotal 737 782.25 782.25 Circulation 221 235 235 Total SuPport Space 958 1017 1017 .....""I...-.::t\.:...u..o TRAINING (departm ~ntal) Small Conf.(For Auditors) 120 120 120 Sub-total 120 120 120 Circulation 36 36 36 Total Conference soace 156 156 156 DeDartment total 3855 3912 4567 4567 Cumulative Qrowlh 1.5'/;1 18.5%. 18.5%. - . Key adjacencies: To main building reception Assumptions / Notes: Increase security. Critical that all Admin for sales tax and business license. IT needs to staff be in the same location be aicent to all del:lartments *WI1~iIiliIUi. .ilU~~Wli/i~a.l:ilj~Jji~W~UI~llrMilliiUli~~LWIlil~il~i~~~iilIiJiliii.lllll.~WllllliiIL~1l~iWAlWIlllll~il~lIi1ilWIQ.~illli~i_II~I~~ldIillijMllliijl.illd,yIaillUIJIU,jI~i~I!li!o\i~illI,i~lilii~/rliI~~~~llI.~liI'WilI~I~lll.IOUJWlliii~i~ilIM~~I~mIIIiUW~IWi~IlIlI/iiLlliAill~1 ABBREVIA liONS I KEY NSF Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Private, O=Open office GALLUN SNOW ASSOCIATES 4 CITY OF WHEAT RIDGE DETAILED SPACE NEEDS BY DEPARTMENT CITY CLERKS OFFICE l 1/9/08 Revised 3/5/08 Printed 5/21/2008 vi rY CLERKS OFFICE Position ISize IType . '.. . . _ . .I . _ . _ _ . _ . PERSONNEL City Clerk Deputy Clerk Assistant to the Mayor P o o 220 108 108 A C C Sub-total Circulation Total Personnel Space SUPPORT SPACE Rece~tion Counter (Public Counter) 100 Mise Storage jledqers & code books) 100 Hiqh Density Mobile Files 80 Supply Storage 28 Copier!Open) 72 Sub-total Circulation Total Support Space Ct...~o:"o:NCElTRAINING (departmental) Larqe Conference (16 - 20 Peo~le) Small Conference (6 - 8 People Sub-total Circulation Total Conference space .!1eoartment total nulative ~rowth r\ey Adjacencies: Close to aaministration and the Mayoe. Need to be adjacent to their records room. Adjacent to main building entry 1 1 1 110 72 72 220 220 220 108 108 108 108 108 108 0 0 0 436 436 436 131 131 131 567 567 567 100 100 100 100 100 100 80 80 80 28 28 28 72 72 72 380 380 380 114 114 114 494 494 494 000 000 000 000 000 528 1061 1061 1061 100.9% 100.9% 100.9% Need a ocked room for their records. 5 1 1 1 3 :3 3 ABBREVIATIONS I KEY NSF Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Private, Q=Open office 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Assumptions I Notes: Increase security GALLUN SNOW ASSOCIATES CITY OF WHEAT RIDGE DETAILED SPACE NEEDS BY DEPARTMENT CITY TREASURER 1/9/08 Revised 3/5/08 Printed 5/21/2008 I _. fY TREASURER Position ISize IType PERSONNEL Treasurer A P 180 1 180 180 180 Sub-total 1 180 180 180 Circulation 54 54 54 Total Personnel Space 234 234 234 ",u.........."~,,,..r\CE 0 0 0 Sub-total 0 0 0 Circulation 0 0 0 Total Support Space 0 0 0 CONFERENCE/TRAINING (departmental) 0 0 0 Sub-total 0 0 0 Circulation 0 0 0 Total Conference space 0 0 0 Department total 160 234 234 234 Cumulative growth 46.3% 46.3% 46.3% Key adjacencies: Assumptions I Notes: ABBREVIATIONS I KEY NSF Net Square Feet Office Size A~F Refer to typical office drawings Office Type P=Private, O=Open office GALLUN SNOW ASSOCIATES 6 CITY OF WHEAT RIDGE 1/9/08 Revised 3/5108 DETAILED SPACE NEEDS BY DEPARTMENT Printed 5/21/2008 COMMUmTYDEVELOPMENT _.JMMUNITY DEVELOPMENT Position ISize IType PERSONNEL Community Development Direc A P 220 1 1 1 180 180 180 Principai Planner B P 120 0 1 1 0 120 120 Senior Planner B P 120 2 2 2 240 240 240 Planner I C P 108 1 1 1 108 108 108 Planner II C P 108 1 1 1 108 108 108 Economic Development Specia C P 108 1 1 1 108 108 108 Chief Buildino Official B P 120 1 1 1 120 120 120 Combination Inspector D 0 64 1 1 1 64 64 64 Prooertv Inspector D 0 64 1 1 1 64 64 64 Plans Examiner I Inspector F 0 100 0 1 1 0 100 100 Permit Technician E 0 100 1 1.5 1.5 100 150 150 GIS I Plannino Support F 0 100 0 1 1 0 100 100 Currently (2) part- Admin Assistant F 0 100 2 2 2 200 200 200 time staff. Sub-total 12 15.5 15.5 1292 1662 1662 Circulation 388 499 499 Total Personnel Space 1680 2161 2161 SUPPORT SPACE Reception 120 1 120 120 120 PlanlPermit In-Take 120 1 120 120 120 Open woek room I Copy center 72 1 1 1 72 72 72 Coffee I Break 72 1 1 1 72 72 72 cary 100 1 1 1 100 100 100 . ..e Room (Lateral file storaoe) 300 1 1 1 300 300 300 18 Lals Suooly Storape 28 1 1 1 28 28 28 Microfiche StoraQe 15 1 1 1 15 15 15 Plan and Presentation Storaoe 100 1 1 1 100 100 100 Sub-total 927 927 927 Circulation 278 278 278 Total Support Space 1205 1205 1205 CONFERENCEITRAINING (departm ,ntal) To be shared with Medium Conference (10 -12 People) 300 0 0 300 300 Public Works. f 0 be shared wllh Small Confeeence (6-8 People) 180 0 1 0 180 180 Public Works. Sub-total 0 480 480 Circulation 99 99 99 Total Conference space 429 429 429 Deoartment total 17571 3314 3795 3795 Cumulative growth I 88.6% 116.0% 116.0% Ke, adilacencies: Near main entnf, man' Need a public recelJtfon seatina and counter ABBREVIATIONS I KEY NSF Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Private, O=Open office GALLUN SNOW ASSOCIATES 7 1/9/08 Revised 3/5/08 Printed 5/21/2008 CITY OF WHEAT RIDGE DETAILED SPACE NEEDS BY DEPARTMENT COURTS .;URTS Position ISize IType (Exis ....cI'\.Ovlttl\lEL Judq.e Court Administrator Deputv Court Clerk II Deputv Clerk I Probation Officer A+ P A P D 0 D 0 B P Court Marshal 'Victims Advocate D 0 C- P Prosecutinq Atty. A Sub-total Circulation Total Personnel Space SUPP....i\I.)i'ACE Jurv Assemblv Room (36 People) Open Work Room / COpy Center P Files Coffee Bar A V Equipment Storaqe _"rv Deliberation Room Prisoner Hoidinq Cell Toilets Admin Waitinq .Pavment Window Pre Court Waitinq (12 people) Court Room Security Screening Sub-total Circulation Total Support Space ~v,,,,::,,"ENCEITRAINING (departmental) Larqe Conference (16 -20 People\ Small Conference i6 - 8 peoPlel Sub-total Circulation Total Conference space Department total '2umUI8!IVe 9rowth Key adjacencies: Adjacent to the police department, IT group and Finance 220 0.5 0.8 1 220 1 1 1 64 3 4 4 64 4 5 6 120 1 2 2 64 1 1.6 2 80 1 1 1 168 0.5 1 1 12 16.4 18 Judge currently co- exists with the 110 176 220 iurors room 220 220 220 192 256 256 256 320 384 120 240 240 (2) PT em pI. share 64 102.4 128 position. 80 80 80 Needs stg. tor law 84 168 168 books. 1126 1562.4 1696 338 469 509 1464. 2031 2205 300 300 300 1 100 150 Future plans to 1 150 150 scan docs. 72 72 72 Adjacent to court 60 60 60 room. Conference space 144 144 144 for (6\ 72 72 72 160 160 160 100 100 100 100 100 100 200 200 200 2050 2050 2050 120 120 120 3380 3628 3678 1014 1088 1103 4394 4716 4781 300 150 150 72 60 1 144 1 72 1 80 2 100 1 100 1 200 1 2050 1 120 1 1 1 1 1 1 1 2 1 1 1 1 f 1 1 2 1 1 1 1 1 O' O' 0- 000 000 000 000 4879 5858 6748 6986\ _ LU.1 "10 ~~s.;,:su;o _ 4::S.L% Assumptions I Notes: Parking for 100 people. Have clear access to the main reception for public. Accept money. Future they will need security x~ray machines and bullet proof bench area for the judge. Separate entry for Judge and Court Staff. Seperate entry for prisoners. Jurors assembly serves dual purpose as training and conference ll~lil\ili!lWi/lIjij,/j~~Ii;~iIWllllLliti.UIIW~I.iI.W!J.Il.llli'il~ll~idIlJ_~~ij~iillJjm~illi.illlliillliii,w,\I,lIlWlWL.~~~ii~illlll~~i.WJWoilIJ.ldiil~~llIlUW;ilWilli~I~W,WililiI.6/llIWlilj~~I.II~lil.ij~WIIi~I~~I.iIiIMl/6W/,lij~llU.liii.w.ilMillltll~,h_~!~IJIIjiilW.llIlW:'jIWil.l.l.WjWilliliMiiWii!lil~il/,~~ ABBREVIATIONS I KEY NSF Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Priva1e, O=Open office 400- 180 GALLUN SNOW ASSOCIATES 8 CITY OF WHEAT RIDGE 1/9/08 Revised 3/5/08 DETAILED SPACE NEEDS BY DEPARTMENT Printed 5/21/2008 MA YOR ,YOR Position ISize IType PERSONNEL Mayor A P 168 1 150 1681 168 168 Sub-total 1 16~ 168 168 Circulation 50 50 50 Total Personnel Space 2181 218 218 SUPPORT SPACE Waitinq 0 0 0 Copier / Printer / Supply Aeeas 0 0 0 Files 0 0 0 Document Prep 0 0 0 Sub-total 0 0 (j Circulation 0 0 0 Total Support Space 0 0 0 CVIIl....ICR..C.....,c,TRAINING (de_>>artmentall Larqe Conference (16 -20 People) 400 0 0 ~J Small Confeeence (6 - 8 People) 180 0 0 Sub-total [ 0 0 0 Circulation 0 0 0 Total Conference space 0 0 0 'Department total 130 218 218 218 Cumulative growth 68.0% 68.0% 68.0%1 Key adjacencies: Assumptions Notes: ABBREVIATIONS I KEY NSF Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Private, O=Open office GALLUN SNOW ASSOCIATES 9 CITY OF WHEAT RIDGE DETAILED SPACE NEEDS BY DEPARTMENT POLICE 1/9/08 Revised 3/5/08 Printed 5/21/2008 ",LICE Position ISize IType (Exis l PERSONNEL Police Chief 1-\.-' r 220 1 1 1 210 220 220' ??O Admin Assistant ;: - ~ ---:wo ---"'1 ~ -----:; 100 100 1.Q0 Professional Standaeas unit - ~ P 120 1 . 1 1 120 120 _ 1~1) PatfoIJ!)pe"'atioris~~~!;?%~"f~~j *;~~ ~~~#:~ ~.!if~~f!; ~.$);~~ ~~tf$~~~~: ~~i~~~;~!!i1H; \};~~~~~ ~t~~~~:%~~~~) tf(I,t~tt;~~i~ ~l~f;?0M~i:nfr;Jf:t%} Patrol Operations commancier ;;;:- P 180 ~ ~ -----:; 180 180 1BO Police Support Tech - ~ ~ ----s4 ---"'1 ~ -----:; 64 64 64 Patrol Lieutenants - ~ p- -----r2O ----"2 ----:i -:2 240 240 240 ,Patrol Report Writin9 f>tai;ons _ E 0 36 4 6 6 144 216 ?,16 Traffic Team Sergeant _ ~!:..- ~ -----1. ----1. ----1 120 120 110 Traffic Team E 0 36 4 6 6 144 216 ?10 Crime Prevention Sergeani - ~ 0 36 1 1 1 36 - 36 . ~ii Crime Prevention Officers D 0 64 2 3 4 128 192 256 Telephone Reporting Unit; reception function for Police Dept.; requires public TRU E 0 36 2 2 2 72 72 72 counter. School Resource SRO D 0 64 2 3 3 128 192 192 Officer . Provide (1) 384sf shared private office for all wi Seroeant D'P 64 6 6 6 384 384 384 sergeants. , 4trol Relief Supervisor . E L ~ ----1. _~ ~ 108 108 108 SUPPoi'fiSetyicestDivisiC:in~~.{ ~Jfj;'fff '~~'?~ ~1t.~?,; t:it~~ ~~~f~-wr ,~~~.}.w:~~~; '~~~~~ ~~~~~1rt:~ ?~N~if11k't~~j 6*'j#~~~Wq(1~~t~W, }t\~f~~WifiWP;i1it,~;l~f~f?,1~1W Support Svcs. Commancier T --p 180 ~ -----:;-- --r- 180 180 - 1RO- Investi}lations Bureau i..;euiella! B P 120 1 1 1 120 120 120 Investigations Bureau Sergeam -E!- ~ ~ --1- ----'L- ---1- 240 360 ~60 Detectives D 0 64 10 14 16 640 896 1024 Property Evidence D --064 ----z- ~ ~ 128 192 192 Investigations Pollce f>uPPOrl T, F 0 100 2 2 ---1-. 200 200 200 CommunilY Srvc.lea_~_"upervi ~ ~ ~ ---L- ----1...- ----1...- 120 120 '120 Community Service Ultlcers E 0 36 4 6 6 144 216 216 Communiiy Srvc. Seasonai eiii --y --0 36 ~ -----:;-- --r- 36 36 ~o SFeciallnvestigations unii D 0 64 1 1 1 64 6' 04 Pawn T echician D 0 64 0 1 1 0 6A 04 Sue~ort Services f>ectLo'2.ivigr. B P 120 0 1 ----1...- 0 120 120 Training Coordinator (C'I.U...L.- ~ ~ ..EQ.. ---L- ----1...- ----1...- 120 120 150 Communication Center,!.vlgr. .!L ~..EQ.. ---L- ----1...- ----1...- 120 120 1'20 LEAD ESS Supervisor t-'osltIOn' D P 64 1 2 2 64 128 1:;8 Recoeds Unit Supervisoe B --p 120 ~ -----:;-- --r- 120 120 120 Crime Analvst - --S --p 120 ----0- -----:;-- --r- 0 120 1?O Sub-total Circulation \al Personnel :Space _===~-vg--az . . . 4484 1345 5829 5636 1691 7327 58~R 174R 7576 ------- ABBREVIATIONS I KEY NSF Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Private, O=Open office GALLUN SNOW ASSOCIATES 10 __ _ ___._____._____~________ ________________________________..____.____m_._m....__._.__m._____.__._....... CITY OF WHEAT RIDGE 1/9/08 Revised 3/5/08 DETAILED SPACE NEEDS BY DEPARTMENT Printed 5/21/2008 ISUPPORT SPACE ""'8 Back-Up Clpset 100' l' l' l' 100' 100' 100' J Public Cpunter 120 1 1 1 120 120 120 Hplding and Booking 1200 1 1.5 1.5 1200 1800 1800 (3) Assigned to Patrol & (3) to Interview Rooms 80 2 8 6 160 480 480 Investigations. Interview AV & Monitor Room 120 1 1 1 120 120 120 Records Storage 25 1 3 3 25 75 75 Secure Records File Room 350 1 1 1 350 350 350 incl. 4 recds. Tech Patrol Briefing Room 200 1 1.5 1.5 200 300 300 Dispatch Center 520 1 3 3 520 1560 1560 Equipment Room / Armory 160 1 2 2 160 320 320 Crime Lab 500 1 1.25 1.25 500 625 625 Crime StoraQe Room 35 1 2 2 35 70 70 Evidence PreDaration 50 1 1.25 1.25 50 62.5 62.5 Add drying area for clothes & secure Evidence Storage 1000 1.5 1.5 1000 1500 1500 stg. Staff workspace Property Pick-up Counter 120 1 1.5 1.5 120 180 180 adiacent. COPy Center 180 2 2 2 360 360 360 Office SuP~1y Storage 72 1 1 1 72 72 72 Admin / Police Pension Files 75 1 1.25 1.25 75 93.75 93.75 (7) Lateral Files Traffic Files / Storaqe 72 1 1 1 72 72 72 Community Service StoraQe 45 1 1 1 45 45 45 Currently scattered throughout the dept; centralize in Uniform. Forms & Eguip Storage 200 1.5 1.5 200 300 300 one spot. Need (55) full ht. lockers & separate 24" sq. cubbies for Men's Locker Room 360 1 2.5 2.5 360 900 900 Male staff. Need (25) full ht. lockers & separate 24" sq. cubbies foe Women's Locker 260 2.5 2:5 260 650 650 Female staff. Crime Prevention Storage 36 2.5 2.5 36 90 90 Briefing Reports Storaqe and Forms 63 1 1 63 63 63 Mail 30 1 1 30 30 30 Dispatch Toilet 80 1 1 80 80 80 Dispatch Break Area 100 1 1 100 100 100 IT Comm Center 200 1 1 200 200 200 Sub-total 6613 10718 10718 Circulation 1984 3215 3215 Total Support Space 8597 13934 13934 C"""~(,J:""':I\n~EITRAINING (departmental) Medium Conference (10 - 14 People) 280' l' l' l' 280' 280' 280' Training Rm. / Multi-Purpose 450 1 1.5 1.5 450 675 675 With movable partition. Sub-total 730 955 955 Circulation 219 287 287 Total Conference space 949 1242 1242 Department total 15863 15375 22502 22752 Cumulative growth -3.1% 41.9% 43.4% Key adjacencies: Assumptions / Notes: 'iII~'iWIIW~IiIi~I.i'~~"ilwaill~lIi.~~lllJJ&J~~li!lilii'UIlilWl,jjIJ_~~I~I~I~~ll/j~1~~~UIllW.IJ.i.lu~I.iiJlHtlW,jju~I.Wi~Ulllljl.ilM.IIiMi~WWiM~~j~i~~iIi~Wi~Ij&W1~J~III.IJ.~lUi~lIWIIlilliil~lilljWUAJilJI~~l/ij~~l.UIuilillUliiIiJili'llliliil~l~ilili!l!ll.lllWjl~i\l!li/lijjjili.lI. ABBREVIATIONS I KEY N$F Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Private, O=Open office GALLUN SNOW ASSOCIATES 11 ~-~------_.~-~--_..__..,._~"-"--~--- ........-.-..-... ..-.-.---... CITY OF WHEAT RIDGE DETAILED SPACE NEEDS BY DEPARTMENT PUBLIC WORKS ~ JBLlC WORKS Position ISize IType (Exis PERSONNEL Director A P Enoineerino Manaoer B P Ad-;"in Assistant (Reception Co F 0 Civil Enoineerinq Suoervisor B P Enqineerino Tech F 0 Civil Enoineer F+ 0 Civil Enoineerino Project Super B P Enoineerinq Technician F 0 Consultant / Intern Space E 0 Sub-total Circulation Total Personnel Space ~""........'o'\.. SPACE Reception J3-4 People) Open Work Room / Copy Center (Oversized Print 1/9/08 Revised 3/5/08 Printed 5/21/2008 168 120 100 120 100 140 120 100 48 100 200 Coffee Bae 72 Librarv 320 Secured Storage for Survey and Dioital Eouipment 9 ~uPpJY Stora,ge 50 Plan and Project Flies 200 '-total ......,r'culation Total Support Space '"'vl......::n.IC...\;E1TRAINING (departmental) Small Conference (6 - 8 People) Sub-total I Circulation I Total Conference Space I Department total I Cumulative orowth I I Key adjacencies: Adjacent to Community Development, IT GIS Support 1 1 1 1 3 1 1 4 13 0.5 1 1 1 1 1.25 1.25 1 1 1 1 4 1 1 5 2 17 1 1 1 1 4 1 1 5 2 17 168 120 100 120 300 140 120 400 o 1468 440 1908 168 120 100 120 400 140 120 500 96 1764 529 2293 100 200 72 400 9 50 200 1031 309 1340 168 120 100 120 400 140 120 500 96 1764 529 2293 100 200 72 400 9 50 200 1031 309 1340 To be shared w/ Community 180 0 0 180 180 Development. o 180 180 o 54 54 o 234 234 2286 3015 3868 3868 31.9%. 69.2% 69.2'/~_ Assumptions I Notes: Need back door entry for staff n the field. Field Techs need 30"d worksuriaces for drawings. 100 100 72 320 1 1 1 1 1 1 9 50 200 851 255 1106 ~.I~iIJjWJ~llIllWUillj~~Wj~i~~..uiWiIMl~li~Ui~~liIW~.i~llj,illMi~~.Jljl~li~~~&l~~~j~~~!IIi~lru~liiIlhliliilll~ilil!li~~lllt~jijli~lIlI~~II~IJj~i.IJ~1LtWil~~1lI1~iJlW~i~iw.liWillilli.jliOOllUIII~lIIjlllM"~~jjljiJLj~i~jj~~IIl.Il~UjMla ABBREVIATIONS I KEY N$F Net Square Feet Office Size A~F Refer to typical office drawings Office Type P=Private, O=Open office 12 GALLUN SNOW ASSOCIATES CITY OF WHEAT RIDGE 1/9/08 Revised 3/5/08 DETAILED SPACE NEEDS BY DEPARTMENT Printed 5/21/2008 BUILDING COMMON / PUBLIC SPACE _JILDING COMMON / PUBLIC Space Description ISize IType "u""",r SPACE included in Main Public Lobbv 1000 0 0 0 0 0 0 o QrossinQ factor City Council Room 2000 1 1 1 2000 2000 2000 2000 Weilness / Work-Out Room 300 1 1 1 1 300 300 300 Men's Locker Room 1 1 1 1 0 0 0 Women's Locker Room 1 1 1 1 0 0 0 Lunchroom 500 1 1 1 1 500 500 500 Cop~ / Mail Center 200 1 2 2 2 200 400 400 Toilet Rooms 1 1 1 1 0 0 0 IT closets 1 1 1 1 0 0 0 Mech 1 1 1 1 0 0 0 Elec. 1 1 1 1 0 0 0 Stairs 1 1 1 1 0 0 0 Elevators 1 1 1 1 0 0 0 Corridors 1 1 1 1 0 0 0 Loadino Dock 1 1 1 1 0 0 0 Elevator Lobbies 0 0 0 Sub-total 3000 3200 3200 Building Circulation 0 0 0 Total Support Space 3000 3200 3200 "U.lIrct\c.\I\..tIC,TRAINING (departmental) Laroe Conference (16 - 20 oeoole) I 400' 2 2 2- 800 800' 800- Sma'lI Conference (6-8 oeoole) I 180 0 2 2 0 360 360 Consider movable _ "qe Multi-Purpose Room (60 People) 1000 0 1 0 1000 1000 wall partitions. Sub-total 800 2160 2160 Circulation 0 0 0 Total Conference space 1040 2808 2808 Deoartment total 3400 4040 6008 6008 Cumulative qrowth 18.8%. 76.7%. 76.7% Key Adjacencies: Assumptions / Notes: ABBREVIATIONS I KEY NSF Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Private, O=Open office GALLUN SNOW ASSOCIATES 13 CITY OF WHEAT RIDGE DETAILED SPACE NEEDS BY DEPARTMENT BUILDING BASEMENT STORAGE 1/9/08 Revised 3/5/08 Printed 5/21/2008 _JILDING BASEMENT STORAGE Space Description I Size IType Storage Requirements Admin "Dead" Stora~e 480. l' l' 1" 480' 480 480 Citv Clerk "Dead" Storaoe 240 1 1 1 240 240 240 City Clertk Archive Storaoe 200 1 1 1 200 200 200 could be off-site Buildino O&M Sloraoe 200 1 1 1 1 200 200 200 Community Development "Dead" Storaoe 300 1 1.25 1.5 300 375 450 Courts "Dead" Stora,pe t I 240 1 1 1 240 240 240 Police Storaoe / SWAT 150 1 1 1 150 150 150 Police Storaoe / Police Chief & Traininjl 240 1 2 2 240 480 480 Police StoraQe / Police Data Proc & Misc 240 1 1 1 240 240 240 Police Storage / Investigations I 220 1 1 1 220 220 220 EXisting stg. @ Public Woeks Bldg. Police Property Evidence Off-site 0 0 0 0 0 0 o is adequate Public Works "Dead" Storage 240 1 1.5 1.5 360 Sub-total 11 12.75 13 3185 Circulation 637 Total Basement Storaae 2372 3822 61.1% ABBREVIATIONS f KEY NSF Net Square Feet Office Size A-F Refer to typical office drawings Office Type P=Private, O=Open office GALLUN SNOW ASSOCIATES 14 CITY OF WHEAT RIDGE SPACE SUMMARY 12/13/07 Revised 315108 Printed 5/2112008 I !DEPARTMENT I IADMIN/Sr~AT1VESE~fIlCES'" ICumulative Qrowth I SF/person 20182008'iEXIS'E ~ r~i~1tt13g55 24.7070 24.7%1:~~~~ 18.5% 203 190 190 Wk'~~~~ I %W~~iJ I ~__~!!r'':'f:'5i8...... "m ,~III1111I'i~U/lIl.1I11111U 0.0% 0.0% ~~~~Jjl 100.9% 100.9% 100.9% 354 354 ~~~J ~~;wr,,&!,l;w o.O%~=III!!RlI!!~ 234 2341 o.~;; ~~""J . .. J 1lil;<,,"KWI:.:~) _~ ~m.-..J ~W:~l751" 29.2% ' 29.20/; _~~I 245 245 2f~lt~~~J ~1IilIil1 1,~~'1I1l7~ ill~J __ 50.0% ~t~~{_i~1 20.1% 38.3%'~ 388 ~~ I ~l I ~$~t36_~~ O.O%~ ~I 68~Ooio 68.0% 68.0% 218i1!il:~'\lii1 I $A=..__.III1IJIJ..,] 34.4% ~m1fu"ft1 -3.1% 41.9% 43.4%1 277!!11i'.@I~1 I ~~<i I ~~.~ff4til228111 ~~I ilUl_ 30.8% 30.8% ~~~~ 31.9% 69.2% -e92%1 228 228 ~€\I I ~';@U,,*,,~"je;j;1,:1 ~~~061 f}~~ ~""~l~J ~~iit~23W21 ~~~~1;j ~~=g CITYCLE~KSOFFICE""'" Cumulative Qrowth SF/person CITY TREASURER Cumulative Qrowth SF/oerson 354 i_'~IIII_ 88.6% 116.0% 116.0% COMMUNITY DEVELOPMENT?' Cumulative Qrowth SF/oerson ICOURTS?>"""" ICumulative Qrowth I SF/person I IMAYO~'i" ICumulative !:Irowth I SF/person I POLICE!'> ICumulative Qrowth (work spaces) ISF/oerson I IPUSLlCiWO~KS""'" ICumulative qrowth I SF /oerson I 276 ill 488 .11 !Ill 36.7% 411 .. 218 0.0% 218 -~ 29.5% 285 252 232 ICumulative !:Irowth IBUILDINGCOMMONIPUBI:.ICS 'ACE,>: 6008 76.7o/~ BUILDING. BASEMENT STORAGE; Cumulative Qrowth 4040 18.8% 60081 76.7%1 I 39121 64.9% 3300 39.1% 3822 61.1% VA-CA"N:r~T~~~~~~1~1~~~1~}:~;~0f~J~~~~JJ~~~~(f~~0 CumLilative'Qrowtti:'-;..... - <:,"._,,,,,,,,,_..-.'--'-- SUB-TOTAL GROSSING FACTOR TOTAL Cumulative Qrowth NSF/FTE GSF/FTE GALLUN SNOW ASSOCIATES !!Iii$,i;35;230 c_:"',' :;'~,::~~'22% 42,890 _1lWN. R!ll5015Jl'& ~51,.gPAI 15 CITY OF WHEAT RIDGE 12/13/07 STAFF GROWTH SUMMARY Revised 3/5/08 Printed 5/21/2008 r', i~{:''2oJ'8jNEEQ[B'AjlftK.Etf;BYi:%:l.Q''EsTA;F,f,?G)~QWfffj: 'i :.1 DEPARTMENT Cumulative growth PUBt.lC'WORKS:;lc:' ',' ~, '.:i-;;'-;-:r:;:,;;"~ ::~;.';L;~': ,~~~:~'~ -,,":~' Cumulative growth ~OMMUNI7JllJJ>E.flEJ!J'q)1?MENv~~:JJ Cumulative growth ~;;;~~;~i:::}:::.::::;~::~:~~jl Cumulative growth (work spaces) CI7J)6:CIf.ERKS:OF1iICE1:m';;.;jf:s;~:.I,t\;;)1 Cumulative growth CI7:Mi:1rREIJ.'SURER::'&'iJfif;,!:';:::f/;'i; 11;:;.:: Cumulative growth Cumulative growth $u.1)1f6tIU_~.Jl;:'l!~~rriilll1irrrn!l1i5m:lJ! 'l1illil~ Cumulative growth 1 GALLUN SNOW ASSOCIATES 2008 STUDY STAFF 2008 2013 2018 12 16.4 18 36.7% 50.0% 13 17 171 30.8% 30.8%1 12 15.5 15.5 29.2% 29.2% 19 24 24 24.7% 24.7% 61 79 82 22.6% 22.6% 3 3 3 0.0% 0.0% 1 1 0.0% 0.0% 1 1 0.0% 0.0% !lt2-2 ~iP"~ ~:62 28.3% 32.1%' 16 CITY OF WHEAT RIDGE RANKING (1) BY CURRENT % AND 5 YR. SF NEED 2008,IMMEDIATENEEDRANKEDBY%Of.S/:' > .... DEPARTMENT STAFF 2008 2013 CITY CLERKS OFFICE Cumulative qrowth COMMUNITY DEVELOPMENT Cumulative qrowth MA YOR CumulaliveQrowth CITY TREASURER Cumulative Qrowth PUBLIC WORKS Cumulativeqrowth COURTS Cumulalivegrowlh ADMIN/STRA TIVE SERVICES Cumulative Qrowth POLICE Cumulativeqrowlh TOTAL Cumulativeqrowlh Additionaf SF needed GALlUN SNOW ASSOCIATES 3 3. 0% 12 16 29% 1 0% 1 0.0% 13. 17 30.8% 12 16 37% 19.25 24 24.7% 61 79 30% 122 !l2Q!ia~11 2018 ~a:x~S~-Jl) W/!!ffl/!!//I/J//B 3,,~52a 1061 O%.~l Rmml iIlW~'l!1 16._i"if571 3314 29% ~~.l "m ~fr'!I!!J!f!!!k 1 _~Q. 218. O,,''''''-''''''''Iiliif. . lo'li!/.iQIJ:iJi~ ." it,WeJf!!!!I!!!lflflg} 1 ,t~*i~ilf({O 234 O.O%,iJffi.'lJ!!fNJ!!JIiiff!.A~mRWri. '~"iitllr;11!I11!Ii 17 _2~86 3015 30.8%.!'~fi~ ~. ~!3fJ!ll#f.fffJif1ip: 18.~4if79 5858 50%.WA1f/!~~'1 00l'cl ,W"IMW!!IIfI!/i! 24 ra3855 3912 24.7% f/ft!f{li/ff!fftJiff!f.;. IWfIa iif&WffJfk'ifl/h;,%~ 82 ~ltf58&3 15375, 34% Y!l!Il!lilllll!lll!ll'~j' I .!!lI) t~?f!r."ift.l~/lt..ff!!1 157 28% 162 29458 32987 32% 12% 3.529 234 46.3% 42992 46% 13.534 1061 101% 3795 116% 218. 68% 3868 69.2% 6748, 38% 4567 18.5% 22502 42% 17 1~kylfi~:;~'E~6:~'ZflE6;~y;#;t. DEPARTMENT POLICE COMMUNITY DEVELOPMENT COURTS PUBLIC WORKS ADMINISTRA TIVE SERVICES CITY CLERKS OFFICE MA YOR CITY TREASURER TOTAL 12113107 Revised Printed 5/21/2008 EXI2008""..... EXI2018. ASF!(,!",';.'~.ASF'!,' . ."-.....'1488.11 nllll.',: '."6889 ',' '2038 ~, 979: I~ I': '.2107 .ii, "":"729~" ......1582 ",'57':lJ[ '~ . . 533~~1 J fj!!lj.'533 . '('88'- .."'! "';",';,";'T"-':'::;.741"""'"' :m. I I . . ....:3529_.. 14022 I I CITY OF WHEAT RIDGE 2008 IMMEDIATE NEED RANKED BY% of SF ..... DEPARTMENT STAFF 2008 2013 CITY CLERKS OFFICE 3 3 ~umulativetlrowlh 0% COMMUNITY DEVELOPMENT 12 16 ?umulaliveqrowth 29% MAYOR ~umulativelJrowth 0% CITY TREASURER 1 1 ~umulative Qrowth 0.0% PUBLIC WORKS 13 17 ~umulatlvetlrowth 30.8% COURTS 12 16 ~umulativearowth 36.7% ADMINISTRA TIVE SERVICES 19.25 24 pumulative Qrowth 24.7% pOLICE (work spaces) 61 79. ~umulatlveQrowth 30% TOTAL 122 157 Cumulativeorowth 28% Additional SF needed GALLUN SNOW ASSOCIATES RANKING (2) BY CURRENT AND 10 YR. % NEED III' .; '~'J!,i.'.~'il.' ~,~.'7jy,1t!J;;~:'lflifl3!jf4!!1!!1: .1 J )^<,'",I!!/!;;" '/.. }/fboj/t ',,:',)'i'0;.:tf/f/f&, ,. ., "if<"" ,C'~' "', f,,,, . ,/{,i}/AI,'<:'If't-. iiJt4JiJ!IJJil .'fil1!t . .....f.._ : b_h,~;Jtc/f!;!M""i %%.it't*ffk~ ;~',"2_008J4 SPACE REQUIREMENTS 2018 ,EX.J.:SE-; 2008, 2013 2018 xW!IffI!f!!!/f.!f!J, 16.ffIf/!!iit'i57 29%,1fJ.liJ,~; WJi'!I!i!l!f{f!!k: 3.l'Mi528. O%~~iif!!/!Jf i!ijp~. 17 !liil2286 31%Ry~:. 31.9% ift&,'ff!f1filffi. 1 :ti\llll3'6 0% /ff1J/fif!Nl!.$I iifff/#..f(f.~ 1 tjl'J;li\66 234 0.0% !J$o/fi!Ii,..fffit;. 46.3% 'fiA'f!Xlfj't!1fl ~~200,8~ 2018 :ex;;-SF- '{i!il;'~$1!!N: 3, m!S28 1061 O%,;m~7h;W~_~ i}Jf!tri!i;i1!'ff, 16, ~~~'i57 3314 29% ~ij;*~~~Wj SPACE REQUIREMENTS ~DEPARTMENT 2008, 2013, 20181! . 10611i' COMMUNITY DEVELOPMENT 100,9%~ Cumulative Qrowth 37951i" CITY CLERKS OFFICE ~f,%MW1!M" 1 :*,~130 218 0% ~*'I!!/!!/!f$;~~ :?!li?lMl/f!4 1 ~~tl4ij'6b._ 234 0.0% ~~fi!!lif!.'f}jj(fj,i;~1 ~fJ!i1ffft'!ff!!ij, I 17 ~22'86 30151 30.8% ~~{t;iK%I~~' W/@Nl!J#A 18 ?~/4;87:9, 5858 50%, '@t,"y-X-<<'ifJi!!I;;~.mIm?fiWJ i,?i1Wf!,'f!P!;j.' 24 !;ll,\3855 3912 24.7% }!!lff:i'ii.ik?Jffi:~~ 'ic1l1ji!jl:;{f!!f~ 82, i'!f.l1lfii63. 15375, 34% !W;tJ!&~#/j/l!.' ~~ :~Yf1~-:,jr..~:'f$~ 162 29458 32987 32% 12% 3.529 1061 100.9% 3795 116.0% 218 68.0% 234 46.3% 3868 69.2% 6748 38.3%. 4567 18.5% 22502 41.9% 42992 46% 13.534 116.0%~ Cumulative l1rowlh II!' 218ii.PUBLIC WORKS 68.0% CumulatlveQrowlh 2341 MA YOR 46.3% Cumulative f1rowth 38681l1l CITY TREASURER 69.2%IIICumulative arowth 6986!POLICE 43.2%;:cumUlatiVe Qrowlh 4567~ COURTS 18.5%II!rCumulative Qrowth II' 227521' ADMIN/STRA TIVE SERVICES 43.4%.Cumulalive Qrowlh 43480!TOTAL 48% 14.0221l1l 18 STAFF 2008 2013 12 16 29% 3 3. 0% 13 17 31% 1 0% 1 0.0% 88.6%_ 1061 100.9%, 218 68.0% 12/13/07 Revised Printed 5/21/2008 3314 3795 3795 116.0%::~ 3015 1061 1061 100.9%,~ I 38681 3868 69.2%~ 218 218 65.0%'_6 234 234 46.3%~aJlAi 61 79 821Jl!15863 15375 22502 22752 30%, 34% :~1'W,i\t -3.1%, 41.9%,~4l<<l tfJff!t!J!@.1ffi 12 16 18. ~W4879 5858 6748 6986 36.7% 50.0% ~'{Jffii!ll.1 20.1% 38.3%'~ 1fj1~ 19.25 24 24 il*3855. 3912. 4567 4567 24.7% 24.7% ,)~J(!]if!t!!%/!k.\ 1.5% 18.5%~ ~f/!!f!$;'1J:ftf(r,:i 122, 157 162 29458. 32987 42992 4348. 28% 32% 12% 46% 48% ----- 3.529 13.534 14.022 Off\6E I'(r't:. f-,..3 \00-\BO Sf OAT!O.', ",,,,, A ~9'2.0~et$\.,su'Ml2M e ~!.CclO"'O eiJ2rt/. \3W)4~g5GO f1>J<. (303)433-5624 \ .. \ ......g,IU"""".""" " _^ I....n..-!.Sr-l.... Off\6E l'(f1.: ?--.\ \00-\BO Sf Off 61.: I'(PE f-,..2 \00-\BO Sf \2'-0' \,-'-0' o ,0 ---~. <'" 0v 0' , '1. Q<'-::t,\ I II ..11 1..-_..1 00 o , '1. . '3 fa<SOI'l f\I\..I.- VI' c,0I'lfl"f1.l"1-\0\1'I0 . C,01<-1'I1"1<- y-101<-'{.9Jf'-f;"'C,I" . "I)' ~i'fl"O c,ol'lf\0iJI'<-" '\101'1 . 4 fff/SOl'lf1<-IY;'" It c,ol'lfl"1<-8-\C-\1'I0 . C,01<-1'I1"1<- c,O\lf\eJf'.i'1\OI'l . "\." si-\i'ffO c,ol'lfl0iJ1<-i'1101'1 \:2'-0' ~- r-' 0' , '1. 00 o . '" 1O? 1'1"1<-SOI'l c,Ol'lflSf1.l"1-\0\\10 "u" Si-\;...ffO c,Ol'lfleJ!<.l'T\OI'l . OfFICE. A --- ~. fit QAT_I_IIN.SNO-,x, OPEN OffiCE V'lS TYPE C.I 100-110 Sf C\'~O" -" , T () -' <J 1~+1 \ c=~) \ I . liDO j -'k- . :3 FERSON FULL UF GONFERENGIN5 . "u" SHAPED GONFleuRA TION . FROVIDES ADDITIONAL MEETlN5 SFAC,E NlO AC,OUSTIGAL PRIVAC,Y. 1920 MarketSt., Su~e 201 DeTNer, ColOrado 80202 (303)433-9500 FAX (303)433-562' www.ganunsnow.com OPEN OffiCE V'lS TYPE C.2 00-\10 Sf c:;'-o" -"< ~\ X-- I~__- --- ~ i; n \1 r 0, LJ,_I \- I~ ,\D I\D a , :t! -'k- .= . 2 PERSON 5UEST C,APAC,ITY . GORNER WORKSURFAC,E . "U" SHAFED C,ONFIGUF1.AT ON OFFICE C 5CAl-E, 1f,4'~\,~(l)' DATE, 1I1'aPl cl " 0 '<t \iI D 'i \ UJ~ 0 () ~ Ii .' U-C) 9 ~ fo r,- Ii \{j <) t 1.-1 () ~~ ~ ~ ~ S i ;t 6 ? "o-,!- . . ~ 0'. '(S - ~ 0 ~ 1:0. 1: ~ ~ ~ ~ DU- o 'l{ \ \i\ UJ\S1 , () ~ U-() 9 t) ~ <) ~ () 1:r;- "'^ ~ In ~ \{j 'l{ ~~ ~ ;t \\: ~ . . . ,:\ "o-,l.. ~ ~ <{ 0 1: ~ ~ CO\~ ~ ~ \i\ D <) 'l{ ~ ~ 'tI\ l\J~ , <) ~ '" () ~ () U-o t) II In t) r,- ---" ~ \l- 'l{ t 1.-1 ~~.-~ 't ~ ;t <) ~~ to ? IU . . . . " \i\ ~%ifl .0'" ~~1'\ . a '(: ~ .s-% li \ (l) OU- ~ - ~ ~ ~ \~ ~ D .~ ID ~~ () 'l{ ~ \i\ ~b\ () 'tI\ - '^- 0- ., t) % Ii t rO \ ~ '6 () <) 1.-"; \ :s. \II :;; 0 \ \ ~ \{j 'l{ ,)\ 2.~ C/;",J \\: ~ ;t t - ? IU \' ~ . . . . 1:0. U1 ID ID 0- r ~ I.- ~ ~ \ ~ <{ t \i\ t ~ 4 ~ 0 0 , '" () ;., ~ ~ - ~ \t~ 4:. '6 ;t ()o () ~ ~ ~~ . \11::'- . IU'" \,)" O--&) -~ ()1:0 ~\i\ 0\ UJ UJ 0- ~ "'^ <) 1: <{ ~ 'Il 1: \i'. \i\ ~ co\~ ~ ~ Ii ~ '0 'l{ ~ Cl () ID -' () !;i r t) In '0 ~ \t 'l{ - \l- \t~ -...,.-- I> ;t ~ "Cl "? 00 "' . . . ID~ \,o....\L. O--&) 01:0 -: UJ U-I ~ 0- 1: -"'t "'^ ~~~~ () i~%i ~ ~ ~ 'r~li Ui U- ~ ~ ~~ "%. 0 ~ h$\ U-I "Cl Ii ~i~ '0 ,,' ~o~ ., () ~ () '" - % \t~ \ \II \ \ \{j 'l{ 1 00 ~ ~ ;t If)\ <) ~ ~U( () O--&) . . \" ~\ ()<<l OPEN OFFICE 0iS TYPE F.I 100-110 SF 10'-0" . -- , I i I I --+--V ~ Cl 1,-, 0: 1" I , \::' I 52 -,- I ----L -,- 0\ I I- . _ I --L... _ .. . ONI" GUI"ST CAPACITY . DUAL CORNI"R WORKSURFACI"S . EXTENDI"D 'U' SHAPI"D CONFIGURATION . I"XTRA OH. STORAGI" . LAYOUT SURFACI" e 1920 Markel St., Suite 201 Denver, Colorado 80202 (3<)3)43:>9500 FAX (303)433-562' www.gallunsnow.com 24 ,Al.I.1Jl-HSNO"",,, OPEN OFFICE I^lS TYPE F.2 100-110 SF 10'-0" , C" - ----.- I 1 I 1 I I ,~ :\ C) , 52 I I =+ L_I 1 -, 1 .. -T II . NO GUI"ST CAPACITY . CORNI"R ~ORKSURFACI" . "U' SHAPI"D CONFIGURATION . 30'D BACK SURFACI" (LAYOUT SPACI") OFFICE F SCALE, 1/4'-1'-0' DATE: F 11..2'!,D1