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
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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
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