HomeMy WebLinkAboutStudy Session Agenda Packet 05-15-17
STUDY SESSION AGENDA
CITY COUNCIL CITY OF WHEAT RIDGE, COLORADO
7500 W. 29th Ave.
Wheat Ridge CO May 15, 2017
6:30 p.m.
Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge. Call Sara Spaulding, Public Information
Officer 303-235-2877 at least one week in advance of a meeting if you are
interested in participating and need inclusion assistance.
Citizen Comment on Agenda Items
1. Staff Report(s)
a) Commercial Mobile Radio Service regulations – Small Cell Facilities
b) Police Department Citizen Forums
c) Police Department Advisory Group
2. Applewood Shopping Center TIF Agreement
3. Homelessness Initiative – “Heading Home” – Linda Barringer
4. Elected Officials’ Report(s)
ADJOURNMENT
Memorandum
TO: Mayor and City Council FROM: Kenneth Johnstone, Community Development Director
Scott Brink, Public Works Director THROUGH: Patrick Goff, City Manager DATE: May 5, 2017 (for May 15 CC study session)
SUBJECT: Commercial Mobile Radio Service regulations pertaining to “Small Cell Facilities”
ISSUE: During the 2017 Colorado state legislative session, the legislature adopted, and the governor signed, House Bill 17-1193 pertaining to small cell wireless service infrastructure. As it pertains to local governments, the bill does two significant things: 1. Makes such facilities a use by right in all zoning districts; and
2. Allows them to locate in public rights-of-way (ROW) and on utility and traffic signal poles in those locations, and in public utility easements, with some limitations and subject to City review and approval. Based on this action, staff recommends the City adopt local regulations pertaining to the design
parameters and approval processes for such facilities, particularly when they might propose to locate in the public ROW. The bill is effective July 1 and staff has received some inquiries from the small cell industry, potentially wishing to make application for facilities in the City ROW. As such, staff recommends prompt action to ensure the City has the ability to proactively regulate their design and location, particularly when wishing to locate in the ROW.
PRIOR ACTION: The City most recently modified its regulations regarding commercial mobile radio service (CMRS) facilities in late 2016. This update was done principally to comply with updated Federal Communications Commission (FCC) regulations stipulating maximum timeframes for local
government review. FINANCIAL IMPACT: The City collects building permit application fees for all new CMRS facilities. In some cases, new facilities require review and approval of special use permits, which also have small
application fees. When requesting to locate in public ROWs, the state legislation allows municipalities to assess application fees, which cannot exceed strictly direct cost recovery. Cumulatively, these are minor revenue sources for the City.
2
BACKGROUND: Since the 1996 adoption of the Federal Telecommunications Act, both the federal and state
governments have placed some limitations on the manner in which local governments regulate the installation of CMRS facilities. In addition to the previously mentioned new state regulations pertaining to small cell facilities, the FCC is also considering rulemaking that would limit the manner in which such facilities can be regulated at a local level. The City has provided comment
to the FCC on the draft regulations and has generally been permissive in regulating the industry,
though the City maintains reasonable design standards that ensure such facilities blend in with the community’s built environment. RECOMMENDATIONS: Staff has met internally to consider modifications to the City’s local regulations that will comply
with the new state legislation and also provide reasonable design standards and a review process for small cell wireless facilities. Staff believes this can be accomplished with an ordinance proposing relatively minor amendments to Chapter 26 - Zoning and Development (amendments are in Bold and CAPS in the attached proposed ordinance). Given that such facilities are now
mandated by the state to be allowed in public rights-of-way, staff believes it is particularly
important to update regulations to address the design parameters and location of such facilities. In order to have such regulations in place by the effective date of the legislation (July 1, 2017), staff proposes the following schedule for consideration of an ordinance:
• May 22 City Council 1st reading
• June 1 Planning Commission public hearing and recommendation
• June 12 City Council 2nd reading/public hearing
ATTACHMENTS: 1. Draft Ordinance 2. House Bill 17-1193
-1-
CITY OF WHEAT RIDGE, COLORADO INTRODUCED BY COUNCIL MEMBER __________________
COUNCIL BILL NO. ____ ORDINANCE NO. _________ Series 2017
TITLE: AN ORDINANCE AMENDING CHAPTER 26 OF THE WHEAT RIDGE
CODE OF LAWS TO REGULATE AND ALLOW SMALL CELL COMMERCIAL MOBILE RADIO SERVICE (CMRS) FACILITIES
WHEREAS, the City of Wheat Ridge, Colorado, is a Colorado home rule municipality, duly organized and existing pursuant to Section 6 of Article XX of the Colorado Constitution; and
WHEREAS, pursuant to its home rule authority and C.R.S. § 31-23-101, the City, acting through its City Council is authorized to adopt ordinances for the protection of the public
health, safety or welfare; and
WHEREAS, in the exercise of this authority the Council has previously adopted Section 26-215 of the Wheat Ridge Code of Laws concerning commercial mobile radio service facilities; and
WHEREAS, the Council wishes to amend Section 26-615 to address changes in
state law affecting “small cell” facilities and to make conforming amendments in connection therewith;
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF WHEAT RIDGE, COLORADO:
Section 1. Section 26-615 of the Code, concerning commercial mobile radio service
facilities, is hereby amended as follows: Sec. 26-615. – Commercial mobile radio service (CMRS) facilities. A. Purpose and intent. The purpose and intent of this section 26-615 is to
accommodate the communication needs of residents and businesses while
protecting the public health, safety, and general welfare of the community. These regulations are necessary in order to: 1. Facilitate the provision of wireless telecommunication services to the residents and businesses of the city. 2. Minimize adverse impacts of facilities through careful design, siting and
screening standards. 3. Encourage and maximize colocation and the use of existing and approved towers, buildings, and other structures to accommodate new wireless telecommunication antennas in order to reduce the number of towers needed to serve the community.
4. Provide specific regulations related to the review processes for CMRS facilities.
Attachment 1
-2-
5. Align the review and approval process for CMRS facilities with the FCC and any other agency of the federal government with the authority to regulate
CMRS facilities. B. Applicability. The standards contained in this section shall apply to all applications for any CMRS facility. The applicant shall demonstrate in writing that its proposed CMRS facility meets all applicable standards and provisions of the code. Pre-existing CMRS facilities shall not be required to meet the requirements of this
section, other than the requirements of subsection E. Changes and additions to
pre-existing CMRS facilities must meet the applicable requirements of this section. C. Review and approval process. Proposed CMRS facilities shall be reviewed pursuant to the following procedures depending upon the facility type and/or proposed change:
1. Review procedure
a. Building- or structure-mounted facilities in all zone districts shall be reviewed by the community development department through a building permit application for compliance with the requirements for such facilities.
b. Roof-mounted facilities in all zone districts shall be reviewed by the
community development department through a building permit application for compliance with the requirements for such facilities. c. New freestanding or alternative tower CMRS facilities must receive a special use permit, pursuant to sections 26-114, 26-204 and 26-1111.
d. New freestanding or alternative tower CMRS facilities in all planned
development zone districts (including planned residential districts) unless specifically listed or shown as such in the outline development plan, also require amendment of the outline development plan pursuant to Article III. At the sole discretion of the community
development director, new freestanding or alternative tower CMRS
facilities may be reviewed as a special use pursuant to sections 26-114, 26-204 and 26-309. e. Applications for colocation on any existing facility shall be reviewed by the community development department through a building permit
application for compliance with the requirements for such facilities. f. SMALL CELL CMRS FACILITIES AND NETWORKS IN PUBLIC RIGHTS-OF-WAY AND EASEMENTS SHALL BE REVIEWED BY THE PUBLIC WORKS DEPARTMENT AND SHALL REQUIRE A PERMIT UNDER SECTION 21-101, ET. SEQ..
g. SMALL CELL CMRS FACILITIES AND NETWORKS ON PRIVATE PROPERTY SHALL BE REVIEWED BY THE COMMUNITY DEVELOPMENT DEPARTMENT THROUGH A BUILDING PERMIT APPLICABLE FOR COMPLIANCE WITH THE REQUIREMENTS FOR SUCH FACILITIES.
2. Approval process
a. The city shall review and act upon the application within the following time periods:
-3-
i. Within 30 days the city will give written notice of incompleteness if so determined, specifying the code section(s) that requires
such missing information. This determination pauses the
remaining deadlines until a complete application is filed. ii. Within 60 days the city will act on applications that are not a substantial change. iii. Within 90 days the city will act on APPLICATIONS FOR
SMALL CELL FACILITIES OR colocation applications that are
not a substantial increase in the size of a tower. iv. Within 150 days the city will act on applications for new CMRS facilities, colocation applications that are a substantial increase in the size of the tower or substantial increase of an existing
CMRS facility.
b. The final action of the city on any CMRS application shall be in writing and shall advise the applicant of the reasons for approval, approval with conditions, or denial. D. Standards for all CMRS facilities. The following are standards for all CMRS
facilities.
1. Colocation. The shared use of existing freestanding or roof-mounted CMRS facilities shall be preferred to the construction of new facilities in order to minimize adverse visual impacts associated with the proliferation of towers. a. No CMRS application to construct a new freestanding or roof-mounted
CMRS facility shall be approved unless the applicant demonstrates to
the reasonable satisfaction of the city that no existing CMRS facility within a reasonable distance, regardless of municipal boundaries, can accommodate the applicant's needs. Evidence submitted to demonstrate that no existing facility can accommodate the applicant's
proposed CMRS facility shall consist of one or more of the following:
i. No existing CMRS facilities are located within the geographic area required to meet the applicant's coverage demands. ii. Existing CMRS facilities or structures are not of sufficient height to meet the applicant's coverage demands and cannot be
extended to such height.
iii. Existing CMRS facilities or structures do not have sufficient structural strength to support applicant's proposed antenna and related equipment. iv. Existing CMRS facilities or structures do not have adequate
space on which proposed equipment can be placed so it can
function effectively and reasonably. v. The applicant's proposed antenna would cause electromagnetic interference with the antennas on the existing CMRS facility, or the antennas on the existing facility would cause interference
with the applicant's proposed antenna.
vi. The applicant demonstrates that there are other compelling limiting factors, including but not limited to economic factors, that render CMRS facilities or structures unsuitable.
-4-
b. No CMRS facility owner or operator shall unreasonably exclude a telecommunication competitor from using the same facility or location.
Upon request by the city, the owner or operator shall provide evidence
and a written statement to explain why colocation is not possible at a particular facility or site. c. If a telecommunication competitor attempts to collocate a CMRS facility on an existing or approved CMRS facility or location, and the
parties cannot reach an agreement, the city may require a third-party
technical study to be completed at the applicant's expense to determine the feasibility of colocation. d. Applications for new freestanding CMRS facilities shall provide evidence that the facility can accommodate colocation of additional
carriers.
2. Federal requirements. All CMRS facilities shall meet the current standards and regulations of the FAA, the FCC, and any other agency of the federal government with the authority to regulate CMRS facilities. Failure to meet such revised standards and regulations shall constitute grounds for
revocation of city approvals and removal of the facility at the owner’s
expense. 3. Safety standards. All CMRS facilities shall conform to the requirements of the international building code, and national electrical code, as applicable. 4. Abandonment. CMRS facilities which are abandoned by nonuse,
disconnection of power service, equipment removal or loss of lease for
greater than six (6) months shall be removed by the CMRS facility owner. Should the owner fail to remove the facilities, the city may do so at its option, and the costs thereof shall be a charge against the owner and recovered by certification of the same to the county treasurer for collection as taxes in the
manner provided by code section 2-93, or by any other means available
under article x of chapter 26. 5. Third party review. a. CMRS providers use various methodologies and analysis tools, including geographically based computer software, to determine the
specific technical parameters of CMRS facilities, such as expected
coverage area, antenna configuration and topographic constraints that affect signal paths. In certain instances there may be a need for expert review by a third party of the technical data submitted by the CMRS provider. The city may require such a technical review to be paid for
by the applicant for a CMRS facility. The selection of the third party
expert may be by mutual agreement between the applicant and the city or at the discretion of the city, with a provision for the applicant and interested parties to comment on the proposed expert and review its qualifications. The expert review is intended to be a site-specific
review of technical aspects of the CMRS facilities and not a subjective
review of the site selection. The expert review of the technical submission shall address the following: i. The accuracy and completeness of the submission;
-5-
ii. The applicability of analysis techniques and methodologies; iii. The validity of conclusions reached;
iv. Any specific technical issues designated by the city.
b. Based on the results of the third party review, the city may require changes to the application for the CMRS facility that comply with the recommendation of the expert. 6. All CMRS facilities are accessory uses to the structure upon which they are
placed or to the primary use of the property on which they are constructed. WITH THE EXCEPTION OF SMALL CELL FACILITIES, no CMRS facility shall be located on a vacant lot devoid of any primary or main building. 7. Siting of CMRS facilities in residential areas. The city encourages the siting of CMRS facilities in nonresidential areas.
a. The city prohibits freestanding CMRS facilities in the following zone
districts: i. Residential-One (R-1), ii. Residential-One A (R-1A), iii. Residential-One B (R-1B),
iv. Residential-One C (R-1C),
v. Residential-Two (R-2), vi. Residential-Two A (R-2A), vii. Residential-Three (R-3), viii. Residential-Three A (R-3A),
ix. Agricultural-One (A-1),
x. Agricultural-Two (A-2), and xi. Mixed Use-Neighborhood (MU-N) zone districts. b. The city prohibits all CMRS facilities on properties where the principal use is a single or two-family dwelling.
c. Alternative tower CMRS facilities may be located on a property
containing a non-residential use, regardless of underlying zoning. d. Building, structure or roof-mounted CMRS facilities may be located on a property containing a nonresidential or multi-family use, regardless of underlying zoning.
e. Alternative tower structures may be located on a property__________ f. SMALL CELL FACILITIES ARE PERMITTED IN ALL ZONE DISTRICTS. E. Standards for freestanding and alternative tower CMRS facilities. Freestanding and alternative tower CMRS facilities are subject to the following requirements and
shall be evaluated as a special use.
1. Freestanding CMRS facilities shall be visually screened from adjacent residential development and public rights-of-way. 2. Freestanding and alternative tower CMRS facilities shall be permitted only as an accessory use, and are subject to accessory use setback development
standards in the applicable zone district.
3. Freestanding and alternative tower CMRS facilities shall not exceed the permitted height for the principal use on the subject property.
-6-
4. Freestanding CMRS facilities shall not be permitted between the principal structure and the street.
F. Standards for building or structure-mounted CMRS facilities. Building or structure-
mounted CMRS facilities are subject to the following requirements and shall be evaluated as part of the community development department’s review process. 1. Such facilities shall be architecturally compatible with and textured and colored to match the building or structure to which they are attached.
2. The antenna shall be mounted as flush to the wall as technically possible.
The maximum protrusion of such facilities from the building or structure face to which they are attached shall be two (2) feet. 3. Panel antennae shall not extend above the building wall or parapet to which they are mounted.
4. Whip antennae shall extend no more than ten (10) feet above the highest
point of the building or structure to which they are attached. G. Standards for roof-mounted CMRS facilities. Roof-mounted CMRS facilities are subject to the following requirements and shall be evaluated as part of community development department’s review process.
1. All roof-mounted CMRS facilities and accessory equipment shall be set back
from the roof or parapet edge so that visibility from the street or adjacent residential properties is minimized to the greatest extent possible. 2. If roof-mounted equipment is visible from the street or adjacent residential properties, CMRS facilities and accessory equipment shall be screened by
materials that are architecturally compatible with and colored to match the
building or structure to which they are attached. 3. No roof-mounted facility, including antenna or accessory equipment, shall exceed twelve (12) feet in height, as measured from the roof deck. 4. Roof-mounted accessory equipment shall not be permitted on a sloped roof,
unless it can be demonstrated that it is not visible from the street or adjacent
residential areas. H. STANDARDS FOR SMALL CELL FACILITIES AND NETWORKS. 1. APPLICABLE REQUIREMENTS. SMALL CELL FACILITIES AND SMALL CELL NETWORKS, SHALL COMPLY IN ALL RESPECTS WITH THE
REQUIREMENTS OF THIS SECTION APPLICABLE TO ALL CMRS FACILITIES, WITH THE FOLLOWING EXCEPTIONS: a. SETBACK REQUIREMENTS; AND b. DESIGN REQUIREMENTS 2. LOCATION. SMALL CELL FACILITIES ARE PERMITTED IN CITY RIGHTS-
OF-WAY, UPON FACILITIES IN THESE RIGHTS-OF-WAY AND ON PUBLIC EASEMENTS OWNED BY THE CITY UNDER THE FOLLOWING PRIORITY: a. FIRST, ON A CITY-OWNED UTILITY POLE, WHICH SHALL BE REMOVED AND REPLACED WITH A POLE DESIGNED TO CONTAIN
ALL ANTENNAE AND EQUIPMENT WITHIN THE POLE TO CONCEAL ANY GROUND-BASED SUPPORT EQUIPMENT AND OWNERSHIP OF WHICH POLE IS CONVEYED TO THE CITY.
-7-
b. SECOND, A CITY-OWNED UTILITY POLE WITH ATTACHMENT OF THE SMALL CALL FACILITIES IN A CONFIGURATION APPROVED BY
THE CITY. c. THIRD, ON A THIRD-PARTY OWNED UTILITY POLE, (WITH THE CONSENT OF THE OWNER THEREOF), WITH ATTACHMENT OF THE SMALL CELL FACILITIES IN A CONFIGURATION APPROVED BY THE CITY.
d. FOURTH, ON A TRAFFIC SIGNAL POLE OR MAST ARM IN A CONFIGURATION APPROVED BY THE CITY, OR IN THE CASE OF A CDOT FACILITY, BY CDOT. e. FIFTH, ON A FREESTANDING OR GROUND-MOUNTED FACILITY WHICH MEETS THE DEFINITION OF AND REQUIREMENTS FOR AN
ALTTERNATIVE TOWER STRUCTURE IN A LOCATION AND CONFIGURATION APPROVED BY THE CITY. 3. HEIGHT. ALL SMALL CELL FACILITIES SHALL NOT EXCEED TWO FEET ABOVE THE LIGHT POLE, TRAFFIC SIGNAL OR OTHER FACILITY OR
STRUCTURE TO WHICH THEY ARE ATTACHED, OR THE MAXIMUM HEIGHT IN THE RELEVANT ZONE DISTRICT, WHICHEVER IS LESS. WHEN NEW UTILITY POLES ARE PROPOSED AS AN ALTERNATIVE TOWER, THEIR HEIGHT SHALL BE SIMILAR TO EXISTING UTILITY/LIGHT POLES IN THE VICINITY.
4. SPACING. NO SMALL CELL FACILITY SHALL BE LOCATED WITHIN ONE THOUSAND FEET (1000 FT) OF ANY OTHER SUCH FACILITY. 5. DESIGN. SMALL CELL FACILITIES SHALL BE DESIGNED TO BLEND WITH AND BE CAMOUFLAGED IN RELATION TO THE STRUCTURE UPON WHICH THEY ARE LOCATED (E.G.: PAINTED TO MATCH THE
STRUCTURE OR SAME MATERIAL AND COLOR AS ADJACENT UTILITY POLES). 6. PERMITTING. SMALL CELL FACILITIES AND NETWORKS SHALL MAKE APPLICATION FOR A PERMIT FOR WORK IN THE RIGHT-OF-WAY UNDER CODE SECTION 21-11, ET. SEQ., AND FOR LOCATION AND
MAINTENANCE OF SUCH FACILITY SHALL MAKE APPLICATION FOR A PERMIT FOR USE OF THE PUBLIC RIGHT OF WAY UNDER CODE SECTION 21-101, ET SEQ. SMALL CELL FACILITIES AND NETWORKS SHALL MAKE APPLICATION FOR LOCATION ON PRIVATE PROPERTY THROUGH THE BUILDING PERMIT PROCESS. THE CITY MAY ACCEPT
APPLICATIONS FOR A SMALL CELL NETWORK, PROVIDED EACH SMALL CELL FACILITY SHALL BE SEPARATELY REVIEWED. 7. INDEMNIFICATION. THE OPERATOR OF A SMALL CELL FACILITY WHICH IS PERMITTED TO LOCATE ON A CITY-OWNED UTILITY POLE, TRAFFIC SIGNAL OR OTHER STRUCTURE OWNED BY THE CITY
SHALL, AS A CONDITION OF PERMIT APPROVAL, INDEMNIFY THE CITY FROM AND AGAINST ALL LIABILITY AND CLAIMS ARISING AS A RESULT OF THAT ATTACHMENT, INCLUDING REPAIR AND
-8-
REPLACEMENT OF DAMAGED POLES AND EQUIPMENT, IN A FORM APPROVED BY THE CITY ATTORNEY.
8. BONDING. ALL PERMITS FOR LOCATION OF SMALL CELL FACILITIES ON REAL PROPERTY NOT OWNED BY THE SMALL CELL PERMITTEE SHALL INCLUDE AS A CONDITION OF APPROVAL A BOND, IN FORM APPROVED BY THE CITY ATTORNEY, TO GUARANTEE PAYMENT FOR ANY DAMAGES TO THE REAL PROPERTY AND REMOVAL OF THE
FACILITY UPON ITS ABANDONMENT. I. Standards for ground-mounted accessory equipment. Ground-mounted accessory equipment that is associated with a freestanding, roof-mounted or building-mounted CMRS facility are subject to the following requirements and shall be evaluated with the associated CMRS facility application.
1. Ground-mounted accessory equipment shall be subject to the accessory
structure setback requirements in the underlying zone district. 2. Ground-mounted accessory equipment or buildings containing accessory equipment shall not exceed 12 feet in height. 3. Ground-mounted accessory equipment not fully enclosed in a building shall
be fully screened from adjacent residential properties and public rights-of-
way. 4. Buildings containing ground-mounted accessory equipment shall be architecturally compatible with the existing structures on the property and character of the neighborhood.
J. Definitions.
1. Alternative Tower CMRS facility. An existing or proposed structure that is compatible with the natural setting and surrounding structures and that
camouflages or conceals the presence of the antennae and can be used to
house or mount CMRS antenna. Examples include manmade trees, clock towers, bell steeples, light poles, silos, existing utility poles, existing utility transmission towers and other similar alternative designed structures.
2. Tower. Any freestanding structure designed and constructed primarily for the
purpose of supporting one (1) or more Federal Communications Commission-licensed or authorized antennae, including self-supporting lattice towers, guy towers and monopole towers, radio and television transmission towers, microwave towers, common carrier towers, cellular telephone towers and
other similar structures. The term also includes any antenna or antenna array
attached to the tower structure. 3. Substantially Change. A modification which substantially changes the physical dimensions of an eligible support structure if it meets any of the
following criteria, including a single change or a series of changes over time
whether made by a single owner or operator or different owners/operators over time, when viewed against the initial approval for the support structure. The following are considered substantial changes:
-9-
a. For towers other than towers in the public rights-of-way, it increases the height of the tower by more than 10% or by the height of one
additional antenna array with separation from the nearest existing
antenna not to exceed twenty feet, whichever is greater; for other eligible support structures, it increases the height of the structure by more than 10% or more than ten feet, whichever is greater; b. For towers other than towers in the public rights-of-way, it involves
adding an appurtenance to the body of the tower that would protrude
from the edge of the tower more than twenty feet, or more than the width of the Tower structure at the level of the appurtenance, whichever is greater; for other eligible support structures, it involves adding an appurtenance to the body of the structure that would
protrude from the edge of the structure by more than six feet;
c. For any eligible support structure, it involves installation of more than the standard number of new equipment cabinets for the technology involved, or more than four cabinets; or, for towers in the public rights-of-way and base stations, it involves installation of any new equipment
cabinets on the ground if there are no pre-existing ground cabinets
associated with the structure, or else involves installation of ground cabinets that are more than 10% larger in height or overall volume than any other ground cabinets associated with the structure; d. It entails any excavation or deployment outside the current site
e. It would defeat the concealment elements of the eligible support
structure; or f. It does not comply with conditions associated with the original siting approval for the construction or modification of the eligible support structure or base station equipment, provided however that this
limitation does not apply to any modification that is non-compliant only
in a manner that would not exceed the thresholds identified in paragraphs a through e of this definition. Section 2. The following definitions are hereby deleted from Section 26-123 and
inserted within Section 26-615 under a new paragraph I:
Building or structure-mounted commercial mobile radio service facility. A CMRS facility in which antenna are mounted to an existing structure (e.g., water tower, light pole, steeple, etc.) or building face.
CDOT COLORADO DEPARTMENT OF TRANSPORTATION.
Commercial mobile radio service (CMRS) accessory building or cabinet. An unmanned building or cabinet used to house equipment associated with a CMRS facility.
Commercial mobile radio service (CMRS) site. An unmanned facility consisting of equipment for the reception, switching and transmission of wireless telecommunications, including, but not limited to, personal communications service
-10-
(PCS), enhanced specialized mobile radio (ESMR), paging, cellular telephone and similar technologies.
Freestanding commercial mobile radio service (CMRS) facility. A CMRS facility that consists of a stand-alone support facility (monopole and/or lattice structure), antenna, associated equipment, accessory buildings and equipment cabinets.
Roof-mounted commercial mobile radio service (CMRS) facility. A CMRS facility in
which antenna are mounted on an existing building roof. SMALL CELL CMRS FACILITY MEANS EITHER: 1. A PERSONAL WIRELESS SERVICE FACILITY AS DEFINED BY THE
FEDERAL TELECOMMUNICATIONS ACT OF 1996,” AS AMENDED AS OF AUGUST 6, 2014; OR 2. A WIRELESS SERVICE FACILITY THAT MEETS BOTH OF THE FOLLOWING QUALIFICATIONS: a. EACH ANTENNA IS LOCATED INSIDE AN ENCLOSURE OF NO MORE
THAN THREE CUBIC FEET IN VOLUME OR, IN THE CASE OF AN ANTENNA THAT HAS EXPOSED ELEMENTS, THE ANTENNA AND ALL OF ITS EXPOSED ELEMENTS COULD FIT WITHIN AN IMAGINARY ENCLOSURE OF NO MORE THAN THREE CUBIC FEET; AND
b. PRIMARY EQUIPMENT ENCLOSURES ARE NOT LARGER THAN SEVENTEEN CUBIC FEET IN VOLUME. THE FOLLOWING ASSOCIATED EQUIPMENT MAY BE LOCATED OUTSIDE OF THE PRIMARY EQUIPMENT ENCLOSURE AND, IF SO LOCATED, IS NOT INCLUDED IN THE CALCULATION OF EQUIPMENT VOLUME:
ELECTRIC METER, CONCEALMENT, TELECOMMUNICATIONS DEMARCATION BOX, GROUND-BASED ENCLOSURES, BACK-UP POWER SYSTEMS, GROUNDING EQUIPMENT, POWER TRANSFER SWITCH, AND CUT-OFF SWITCH.
SMALL CELL CMRS NETWORK. A COLLECTION OF INTERRELATED SMALL CELL FACILITIES DESIGNED TO DELIVER WIRELESS SERVICE.
Section 3. Severability, Conflicting Ordinances Repealed. If any section, subsection or clause of this Ordinance shall be deemed to be unconstitutional or otherwise invalid, the validity of the remaining sections, subsections and clauses shall
not be affected thereby. All other ordinances or parts of ordinances in conflict with the
provisions of this Ordinance are hereby repealed. Section 4. Effective Date. This Ordinance shall take effect upon adoption and signature by the Mayor and City Clerk, as permitted by Section 5.11 of the Charter.
INTRODUCED, READ, AND ADOPTED on first reading by a vote of ___ to ___ on this ___ day of _____________, 2017, ordered published in full in a newspaper of
-11-
general circulation in the City of Wheat Ridge, and Public Hearing and consideration on final passage set for ____________________, 2017 at 7:00 p.m. in the Council
Chambers, 7500 West 29th Avenue, Wheat Ridge, Colorado.
READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by a vote of ___ to ___, this _____ day of ______________, 2017.
SIGNED by the Mayor on this _____ day of ____________, 2017.
_________________________ Joyce Jay, Mayor
ATTEST: _________________________
Janelle Shaver, City Clerk
Approved as to Form
_________________________ Gerald E. Dahl, City Attorney First Publication:
Second Publication:
Wheat Ridge Transcript Effective Date: Published:
Wheat Ridge Transcript and www.ci.wheatridge.co.us
HOUSE BILL 17-1193
BY REPRESENTATIVE(S) Kraft-Tharp and Becker J., Arndt, Becker K.,
Danielson, Ginal, Hansen, Hooton, Kennedy, McKean, Melton, Pabon,
Van Winkle, Gray, Lontine, Wilson, Duran;
also SENATOR(S) Tate and Kerr, Crowder, Donovan, Fields, Garcia,
Guzman, Hill, Holbert, Jahn, Kefalas, Lundberg, Marble,
Martinez Humenik, Merrifield, Neville T., Priola, Scott, Todd,
Williams A., Zenzinger, Grantham.
CONCERNING THE INSTALLATION OF SMALL WIRELESS SERVICE
INFRASTRUCTURE WITHIN A LOCAL GOVERNMENT'S JURISDICTION,
AND, IN CONNECTION THEREWITH, CLARIFYJNG THAT AN EXPEDITED
PERMITIING PROCESS APPLIES TO SMALL CELL FACILITIES AND SMALL
CELL NETWORKS AND THAT THE RIGHTS-OF-WAY ACCESS AFFORDED
TELECOMMUNICATIONS PROVIDERS EXTENDS TO BROADBAND
PROVIDERS AND TO SMALL CELL FACILITIES AND SMALL CELL
NETWORKS.
Be it enacted by the General Assembly of the State of Colorado:
SECTION 1. In Colorado Revised Statutes, 29-27-401, add (2) as
follows:
29-27-401. Legislative declaration. (2) THEGENERAL ASSEMBLY
Capital letters indicate new material added to existing statutes; dashes through words indicate deletions from existing statutes and such material not part of act.
Attachment 2
FURTHER FINDS AND DECLARES THAT:
(a)SMALL CELL FACILITIES OFTEN MAY BE DEPLOYED MOST
EFFECTIVELY IN THE PUBLIC RIGHTS-OF-WAY; AND
(b) ACCESS TO LOCAL GOVERNMENT STRUCTURES IS ESSENTIAL TO
THE CONSTRUCTION AND MAINTENANCE OF WIRELESS SERVICE FACILITIES
OR BROADBAND FACILITIES.
SECTION 2. In Colorado Revised Statutes, 29-27-402, amend (1 ),
(4), and (7); and add (1.5), (3.5), and (6.5) as follows:
29-27-402. Definitions. As used in this part 4, unless the context
otherwise requires:
( 1)"Broadband facility" means any h1fi. ast:I uctu1 e used to deliver
b1oadband senice or fOI the provision ofbroadbat1d service. "ANTENNA"
MEANS COMMUNICATIONS EQUIPMENT THAT TRANSWTS OR RECEIVES
ELECTROMAGNETIC RADIO FREQUENCY SIGNALS USED TO PROVIDE WIRELESS
SERVICE.
(1.5) "BROADBAND FACILITY" MEANS ANY INFRASTRUCTURE USED
TO DELIVER BROADBAND SERVICE OR FOR THE PROVISION OF BROADBAND
SERVICE.
(3.5) 11MICRO WIRELESS FACILITY" MEANS A SMALL WIRELESS
FACILITY TI-IA TIS NO LARGER IN DIMENSIONS TI-IAN TWENTY-FOUR INCHES
IN LENGTH, FIFTEEN INCHES IN WIDTH, AND TWELVE INCHES IN HEIGHT AND
THAT HAS AN EXTERIOR ANTENNA, IF ANY, TI-IA TIS NO MORE THAN ELEVEN
INCHES IN LENGTH.
(4)(a) "Small cell facility" means either:
ta} (I) A personal wireless service facility as defined by the federal
"Telecommunications Act of 1996", as amended as of August 6, 2014; or
th] (II) A wireless service facility that meets both of the following
qualifications:
ffl (A) Each antenna is located inside an enclosure of no more than
PAGE2-HOUSEB1LL 17-1193
three cubic feet in volume or, in the case of an antenna that has exposed
elements, the antenna and all of its exposed elements could fit within an
imaginary enclosure of no more than three cubic feet; and
tff7 (B) Primary equipment enclosures are no larger than seventeen
cubic feet in volume. The following associated equipment may be located
outside of the primary equipment enclosure and, if so located, is not
included in the calculation of equipment volume: Electric meter,
concealment, telecommunications demarcation box, ground-based
enclosures, back-up power systems, grounding equipment, power transfer
switch, and cut-off switch.
(b)"SMALL CELL FACILITY" INCLUDES A MICRO WIRELESS FACILITY.
(6.5) "TOWER" MEANS ANY STRUCTURE BUILT FOR THE SOLE OR
PRIMARY PURPOSE OF SUPPORTING ANTENNAS LICENSED OR AUTHORIZED BY
THE FEDERAL COMMUNICATIONS COMMISSION AND THE ANTENNAS'
ASSOCIATED FACILITIES, INCLUDING STRUCTURES THAT ARE CONSTRUCTED
FOR WIRELESS COMMUNICATIONS SERVICES INCLUDING PRIVATE,
BROADCAST, AND PUBLIC SAFETY SERVICES; UNLICENSED WIRELESS
SERVICES; FIXED WIRELESS SERVICES SUCH AS BACKHAUL; AND THE
ASSOCIATED SITE.
(7)"Wireless service facility" means a facility for the provision of
wireless services; EXCEPT THAT "WIRELESS SERVICE FACILITY" DOES NOT
INCLUDE COAXIAL OR FIBER-OPTIC CABLE TIIA T IS NOT IMMEDIATELY
ADJACENT TO, OR DIRECTLY AS SOCIA TED WITH, A PARTICULAR ANTENNA.
SECTION 3. In Colorado Revised Statutes, 29-27-403, amend (1)
and (3) as follows:
29-27-403. Permit-approval-deadline-exception. {l) A local
government may take up to:
(a)NINETY DAYS TO PROCESS A COMPLETE APPLICATION FOR:
(I)LOCATION OR COLLOCATION OF A SMALL CELL FACILITY OR A
SMA.LL CELL NETWORK;OR
(II)REPLACEMENT OR MODIFICATION OF A SMALL CELL FACILITY OR
PAGE 3-HOUSE BILL 17-1193
FACILITIES OR SMALL CELL NETWORK.
ta} (b) Ninety days to process a complete application that involves
a collocation of a tower, building, structure, or replacement structure
01HER TI-IAN A SMALL CELL FACILITY OR SMALL CELL NETWORK; or
fl,:) ( c) One hundred fifty days to process a complete application that
involves a new structure or a new wireless service facility, OTHER THAN A
SMALL CELL FACILITY OR SMALL CELL NETWORK AND other than a
collocation.
(3)An applicant and a local government ENTITY may mutually
agree that an application may be processed in a longer period than set forth
in subsection (1) of this section.
SECTION 4. In Colorado Revised Statutes, 29-27-404, amend (1)
and (2) introductory portion; and add (3) as follows:
29-27-404. Permit process. (1) (a) For small cell networks
involving multiple individual small cell facilities within the jurisdiction of
a single local government ENTITY, the local government ENTITY shall allow
the applicant, at the applicant's discretion, to file a consolidated application
and receive a single permit for the small cell network instead of filing
separate applications for each individual small cell facility.
(b)FOR A CONSOLIDATED APPLICATION FILED PURSUANT TO
SUBSECTION (l)(a) OF THIS SECTION, EACH SMALL CELL FACILITY WITHIN
THE CONSOLIDATED APPLICATION REMAINS SUBJECT TO REVIEW FOR
COMPLIANCE WITH OBJECTIVE REQUIREMENTS AND APPROV ALAS PROVIDED
INTHISARTICLE27. THELOCALGOVERNMENT'S DENIALOF ANY INDIVIDUAL
SMALL CELL FACILITY IS NOT A BASIS TO DENY 1HE CONSOLIDATED
APPLICATION AS A WHOLE OR ANY OTHER SMALL CELL FACILITY
INCORPORATED WITHIN THE CONSOLIDATED APPLICATION.
(2)If a wireless service provider applies to LOCATE OR collocate
several wireless service facilities within the jurisdiction of a single local
government ENTITY, the local government ENTITY shall:
(3)THE SITING, MOUNTING, PLACEMENT, CONSTRUCTION, AND
OPERATION OF A SMALL CELL FACILITY OR A SMALL CELL NETWORK IS A
PAGE 4-HOUSE BILL 17-1193
PERMITTED USE BY RIGHT IN ANY ZONE.
SECTION 5. In Colorado Revised Statutes, amend 38-5.5-102 as
foI1ows:
38-5.5-102. Definitions. As used in this ruticle ARTICLE 5.5, unless
the context otherwise requires:
(I)"Broadband" or "broadband service" has the same meaning as
set forth in 7 U.S.C. sec. 950bb (b)(l) as of August 6, 2014, and includes
"cable service", as defined in 47 U.S.C. sec. 522 (6) as of August 6, 2014.
tt:z1 (2) "Broadband facility" means any infrastructure used to
deliver broadband service or for the provision of broadband service.
tf:-37 (3) "Broadband provider" means a person that provides
broadband service, and includes a "cable operator", as defined in 4 7 U.S.C.
sec. 522 (5) as of August 6, 2014.
(4)"COLLOCATION" HAS THE SAME MEANING AS SET FORTH IN
SECTION 29-27-402 (3).
Er.'77 (5) "Political subdivision" OR "LOCAL GOVERNMENT ENTITY"
means a county; city and county; city; town; service authority; school
district; local improvement district; law enforcement authority; water,
sanitation, fire protection, metropolitan, irrigation, drainage, or other
special district; or any other kind of municipal, quasi-municipal, or public
corporation organized pursuant to law.
ffl (6) "Public highway" or "highway" for purposes of this aiticle
ARTICLE 5.5 includes all roads, streets, and alleys and all other dedicated
rights-of-way and utility easements of the state or any of its political
subdivisions, whether located within the boundaries of a political
subdivision or otherwise.
(7)"SMALL CELL FACILITY" HAS THE SAME MEANING AS SET FORTH
IN SECTION 29-27-402 (4).
(8)"SMALL CELL NETWORK" HAS THE SAME MEANING AS SET FORTH
IN SECTION 29-27-402 (5).
PAGE 5-HOUSEBILL 17-1193
f.37 (9) "Telecommunications provider" OI "piovide111 means a
person that provides telecommunications service, as defined in section
40-15-102 (29), C.R.S., with the exception of cable services as defined by
section 602 (5) of the federal "Cable Communications Policy Act of1984",
4 7 U.S.C. sec. 522 (6), pursuant to authority granted by the public utilities
commission of this state or by the federal communications commission.
"Telecommunications provider" or "p1ovider" does not mean a person or
business using antennas, support towers, equipment, and buildings used to
transmit high power over-the-air broadcast of AM and FM radio, VHF and
UHF television, and advanced television services, including high definition
television. The term "telecommunications provider" is synonymous with
"telecommunication provider".
SECTION 6. In Colorado Revised Statutes, amend 38-5.5-103 as
follows:
38-5.5-103. Use of public highways-discrimination prohibited
-content regulation prohibited. (1) (a) Any domestic or foreign
telecommunications provider or broadband provider authorized to do
business under the laws of this state shall have HAS the right to construct,
maintain, and operate conduit, cable, switches, and related appurtenances
and facilities, AND COMMUNICATIONS AND BROADBAND FACILITIES,
INCLUDING SMALL CELL FACILITIES AND SMALL CELL NETWORKS, along,
across, upon, ABOVE, and under any public highway in this state, subject to
thep1ovisions of this articleARTICLE5.5 and of article 1.5 of title 9. C.R.S.,
and
(b)The construction, maintenance, operation, and regulation of
snch TIIE facilities DESCRIBED IN SUBSECTION (l)(a) OF TilIS SECTION,
including the right to occupy and utilize the public rights-of-way, by
telecommunications providers and broadband providers are hereby declared
to-be matters of statewide concern. Sttch THE facilities shall be so
constructed and maintained so as not to obstruct or hinder the usual travel
on sneh A highway.
(2)No A political subdivision shall NOT discriminate among or
grant a preference to competing telecommunications providers OR
BROADBAND PROVIDERS in the issuance of permits or the passage of any
ordinance for the use of its rights-of-way, nor create or erect any
unreasonable requirements for entry to the rights-of-way for sneh TIIE
PAGE 6-HOUSE BILL 17-1193
providers.
(3)No A political subdivision shall NOT regulate A
telecommunications p1ovide1s PROVIDER OR A BROADBAND PROVIDER
based upon the content or type of signals that are carried or capable of
being carried over the provider's facilities; except that nothing in this
subsection (3) shall be const1tted to prevent snch PREVENTS regulation by
a political subdivision when the authority to so regulate has been granted
to the political subdivision under federal law.
SECTION 7. In Colorado Revised Statutes, amend 38-5.5-104 as
follows:
38-5.5-104. Right-of-way across state land. Any domestic or
foreign telecommunications provider OR BROADBAND PROVIDER authorized
to do business under the laws of this state shail have HAS the right to
construct, maintain, and operate lines of communication, switches, and
related facilities, AND COMMUNICATIONS AND BROADBAND FACILITIES,
INCLUDING SMALL CELLFACILITIESANDSMALLCELLNETWORKS, and obtain
A permanent right-of-way thc1efo1 FOR THE FACILITIES over, upon, under,
and across all public lands owned by or under the control of the state, upon
the payment of such just compensation and upon compliance with such
reasonable conditions as may be reqtti:tcd b:y the state board of land
commissioners MAY REQUIRE.
SECTION 8. In Colorado Revised Statutes, add 38-5.5-104.5 as
follows:
38-5.5-104.5. Use of local government entity structures.
(1)EXCEPT AS PROVIDED IN SUBSECTION (2) OF THIS SECTION AND SUBJECT
TO THE REQUIREMENTS AND LIMITATIONS OF THIS ARTICLE 5.5, SECTIONS
29-27-403 AND 29-27-404, AND A LOCAL GOVERNMENT ENTITY'S POLICE
POWERS, A TELECO:MMUNICA TIONS PROVIDER ORA BROADBAND PROVIDER
HAS THE RIGHT TO LOCATE OR COLLOCATE SMALL CELL FACILITIES OR
SMALL CELL NETWORKS ON THE LIGHT POLES, LIGHT STANDARDS, TRAFFIC
SIGNALS, OR UTILITY POLES IN THE RIGHTS-OF-WAY OWNED BY THE LOCAL
GOVERNMENT ENTITY; EXCEPT THAT, A SMALL CELL FACILITY OR A SMALL
CELL NETWORK SHALL NOT BE LOCATED OR MOUNTED ON ANY APPARATUS,
POLE, OR SIGNAL WITH TOLLING COLLECTION OR ENFORCEMENTEQUIPMENT
ATTACHED.
PAGE 7-HOUSE BILL 17-1193
(2)IF, AT ANY TIME, THE CONSTRUCTION, INSTALLATION,
OPERATION, OR MAINTENANCE OF A SMALL CELL FACILITY ON A LOCAL
GOVERNMENTENTITY'SLIGHTPOLE,LIGHTSTANDARD, TRAFFIC SIGNAL,OR
UTILITY POLE FAILS TO COMPLY WITH APPLICABLE LAW, THE LOCAL
GOVERNMENT ENTITY, BY PROVIDING TIIE TELECOMMUNICATIONS PROVIDER
OR THE BROADBAND PROVIDER NOTICE AND A REASONABLE OPPORTUNITY
TO CURE THE NONCOMPLIANCE, MAY:
(a)CAUSE TIIE ATTACHMENT ON THE AFFECTED STRUCTURE TO BE
REMOVED; AND
{b) PROHIBIT FUTURE, NONCOMPLIANT USE OF THE LIGHT POLE,
LIGHT STANDARD, TRAFFIC SIGNAL, OR UTILITY POLE.
(3)(a) EXCEPT AS PROVIDED IN SUBSECTIONS (3)(b) AND (3)(c) OF
THIS SECTION, A LOCAL GOVERNMENT ENTITY SHALL NOT IMPOSE ANY FEE
OR REQUIRE ANY APPLICATION OR PERMIT FOR TIIE INSTALLATION,
PLACEMENT, OPERATION, MAINTENANCE, OR REPLACEMENT OF MICRO
WIRELESS FACILITIES THAT ARE SUSPENDED ON CABLE OPERATOR-OWNED
CABLES OR LINES THAT ARE STRUNG BETWEEN EXISTING UTILITY POLES IN
COMPLIANCE WITH NATIONAL SAFETY CODES.
{b) A LOCAL GOVERNMENT ENTITY WITH A MUNICIPAL OR COUNTY
CODE THAT REQUIRES AN APPLICATION OR PERMIT FOR TIIE INSTALLATION
OF MICRO WIRELESS FACILITIES MAY, BUT IS NOT REQUIRED TO, CONTINUE
THEAPPLICATIONOR PERMITREQUIREMENT SUBSEQUENTTO THEEFFECTIVE
DATE OF THIS SECTION.
( c)A LOCAL GOVERNMENT ENTITY MAY REQUIRE A SINGLE-USE
RIGHT-OF-WAY PERMIT IF THE INSTALLATION, PLACEMENT, OPERATION,
MAINTENANCE, OR REPLACEMENT OF MICRO WIRELESS FACILITIES:
(I)INYOL YES WORKING WITHIN A HIGHWAY TRAVEL LANE OR
REQUIRES THE CLOSURE OF A IIlGHWAY TRAVEL LANE;
{II) DISTURBS THE PA VEMENTOR A SHOULDER,ROADWAY,ORDITCH
LINE;
(Ill) INCLUDES PLACEMENT ON LIMITED ACCESS RIGHTS-OF-WAY; OR
PAGE 8-HOUSE BILL 17-1193
{IV) REQUIRES ANY SPECIFIC PRECAUTIONS TO ENSURE THE SAFETY
OF THE TRAVELING PUBLIC; THE PROTECTION OF PUBLIC fNFRASTRUCTURE;
OR THE OPERATION OF PUBLIC INFRASTRUCTURE; AND SUCH ACTIVITIES
EITHER WERE NOT AUTHORIZED IN, OR WILL BE CONDUCTED IN A TIME,
PLACE, OR MANNER THAT IS INCONSISTENT WITH, THE APPROVAL TERMS OF
THE EXISTING PERMIT FOR THE FACILITY OR STRUCTURE UPON WHICH THE
MICRO WIRELESS FACILITY IS ATTACHED.
SECTION 9. In Colorado Revised Statutes, amend 38-5.5-105 as
follows:
38-5.5-105. Power of companies to contract. Any domestic or
foreign telecommunications provider shall ha1v e OR BROADBAND PROVIDER
HAS THE power to contract with any person 01 INDIVIDUAL; corporation; OR
the owner of any lands, or any franchise, easement, or interest therein over
or under which the provider's conduits; cable; switches; and
COMMUNICATIONS OR BROADBAND FACILITIES, INCLUDING SMALL CELL
FACILITIES AND SMALL CELL NETWORKS; OR related appurtenances and
facilities are proposed to be laid or created for the right-of-way for the
construction, maintenance, and operation of SttCh THE facilities and OR for
the erection, maintenance, occupation, and operation of offices at suitable
distances for the public accommodation.
SECTION 10. In Colorado Revised Statutes, amend 38-5.5-106
as follows:
38-5.5-106. Consent necessary for use of streets. (1) (a) Nothing
in This atticle shall be constroed to ARTICLE 5.5 DOES NOT authorize any
telecommunications provider OR BROADBAND PROVIDER to erect, WITHIN
A POLITICAL SUBDIVISION, any poles or construct any COMMUNICATIONS OR
BROADBAND FACILITIES, INCLUDING SMALL CELL FACILITIES AND SMALL
CELL NETWORKS; conduit; cable; switch; or related appurtenances and
facilities along, through, in, upon, under, or over any public highway
withh1 a political snbdivision without first obtaining the consent of the
authorities having power to give the consent of snch THE political
subdivision.
(b) A telecommunications provider OR BROADBAND PROVIDER that,
on or before Apxil 12, 1996 JULY l, 2017, either has obtained consent of
the political subdivision having power to give SttCh consent or is lawfully
PAGE 9-HOUSE BILL 17-1193
occupying a public highway in a political subdivision shal-l NEED not be
requited to apply for additional or continued consent of sneh THE political
subdivision under this section.
(c)NOTWITHSTANDINGANYOTHERPROVISIONOFLAW,APOLITICAL
SUBDIVISION'S CONSENT GIVEN TO A TELECOMMUNICATIONS PROVIDER OR
A BROADBAND PROVIDER TO ERECT OR CONSTRUCT ANY POLES, OR TO
LOCATE OR COLLOCATE COMMUNICATIONS AND BROADBAND FACILITIES ON
VERTICAL STRUCTURES IN A RIGHT-OF-WAY, DOES NOT EXTEND TO THE
LOCATION OF NEW FACILITIES OR TO THE ERECTION OR CONSTRUCTION OF
NEW POLES IN A RIGHT-OF-WAY NO T SPECIFICALLY REFERENCED IN THE
GRANT OF CONSENT.
(2)(a) THE consent OF A POLIT ICAL SUBDIVISION for the use of a
public highway within a political sobdhiision ITS JURISDICTION shall be
based upon a lawful exercise of the ITS police power of sueh political
subdivision and shall not be unreasonably withheld. nor
(b)A POLITICAL SUBDIVISION shall NOT CREA TE any preference or
disadvantage be created through the granting or withholding of such ITS
consent. A POLITICAL SUBDIVISION'S DECISION THAT A VERTICAL
STRUCTURE IN THE RIGHT-OF-WAY, INCLUDING A VERTICAL STRUCTURE
OWNED BY A MUNICIPALITY, LACKS SPACE OR LOAD CAPACITY FOR
COMMUNICATIONS OR BROADBAND FACILITIES, OR THAT THE NUMBER OF
ADDITIONAL VERTICAL STRUCTURES IN THE RIGHTS-OF-WAY SHOULD BE
REASONABLY LIMITED, CONSISTENT WITH PROTECTION OF PUBLIC HEAL TH,
SAFETY, AND WELFARE, DOES NOT CREATE A PREFERENCE FOR OR
DISADVANTAGE ANY TELECOMMUNICATIONS PROVIDER OR BROADBAND
PROVIDER, PROVIDED THAT SUCH DECISION DOES NOT HA VE THE EFFECT OF
PROHIBITING A PROVIDER'S ABILITY TO PROVIDE SERVICE WITHIN THE
SERVICE AREA OF THE PROPOSED FACILITY.
SECTION 11. In Colorado Revised Statutes, 38-5.5-107, amend
(7)as follows:
38-5.5-107. Permissible taxes, fees, and charges. (7) As used in
this section, "public highway" or "highway" as otherwise defined in section
38-5.5-102 tz, (6) does not include excess and remainder rights-of-way
under the department of transportation's jurisdiction.
PAGE IO-HOUSE BILL 17-1193
SECTION 12. In Colorado Revised Statutes, amend 38-5.5-108
as follows:
38-5.5-108. Pole attachment agreements -limitations onrequired payments. (1) No NEITHERA LOCALGOVERNMENTENTITYNOR
A municipally owned utility shall request or receive from a
telecommunications provider, BROADBAND PROVIDER, ora cable television
provider, as defined in section 602 (5) of the federal "Cable
Communications Policy Act of 19 84 ", in exchange for permission to attach
SMALL CELL FACILITIES, BROADBAND DEVICES, OR telecommunications
devices to poles OR STRUCTURES IN A RIGHT-OF-WAY, any payment in
excess of the amount that would be authorized if the LOCAL GOVERNMENT
ENTITY OR municipally owned utility were regulated pursuant to 47 U.S.C.
sec. 224, as amended.
(2)No A municipality shall NOT request or receive from a
telecommunications provider ORA BROADBAND PROVIDER, in exchange for
or as a condition upon a grant of permission to attach telecommunications
OR BROADBAND devices to poles, any in-kind payment.
SECTION 13. Effective date -applicability. This act takes effect
July 1, 2017, and applies to permit applications received on or after said
date.
SECTION 14. Safety clause. The general assembly hereby finds,
PAGE I I-HOUSE BILL 17-1193
determines, and declares that this act is necessary for the immediate preservation of the public peace, health, and safety.
Crisanta Duran SPEAKER OF THE HOUSE OF REPRESENTATIVES
�c{'d'c4dw., MarilynEds CHIEF CLERK OF THE HOUSE OF REPRESENTATIVES
APPROVED ) L Q 1 p �(; \
PAGE 12-HOUSE BUL 17-1193
Kevin J. Grantham PRESIDENT OF THE SENATE
EffieAm� SECRETARY OF THE SENATE
Memorandum
TO: Mayor Jay and City Council THROUGH: Patrick Goff, City Manager Daniel Brennan, Chief of Police
FROM: Jim Lorentz, Division Chief, Patrol Operations Division DATE: April 24, 2017 (for Study Session of May 15, 2017) SUBJECT: Staff Report – Chief’s Forum
ISSUE: The President’s Task Force on 21st Century Policing was established by executive order and the
final report of the Task Force was released in May of 2015. The report examined, among other
issues, how to strengthen public trust and foster strong relationships between local law enforcement and the communities that they protect, while also promoting effective crime reduction. The report consists of six building blocks of Community Policing: Building Trust, Crime Reduction, Policy, Training, Technology, and Officer Wellness and Safety.
The Wheat Ridge Police Department (WRPD) took the initiative to study the report and the recommendations that law enforcement agencies should develop into policies and strategies that reinforce the importance of community engagement by emphasizing working with neighborhood residents to co-produce public safety. Through the 21st Century Policing Report, law
enforcement agencies are encouraged to work with community residents to identify problems
and collaborate on implementing solutions that produce meaningful results for the community. To address those recommendations, the WRPD plans to develop and schedule regular forums and meetings where all community members can interact with police and help influence programs and policy. By establishing the Chief’s Forum, the police department can provide the
opportunity for the community to meet with the Chief of Police and members of his staff for
discussions about law enforcement issues that affect traffic safety, life quality, and crime reduction within the Wheat Ridge community. BACKGROUND: The Police Chief’s Forum is a community meeting that anyone can attend. The Chief of Police
and members of his staff can share their knowledge and perspectives on a variety of law enforcement issues, and members of the audience can ask questions during a pre-set time. It is a great resource for anyone who wants to learn more about a public safety issue. The purpose of the Chief’s Forum is to bring the community and police together in a positive manner. The
forum can be a very effective way to raise awareness in the community and to inform people
about law enforcement issues. Community members ask questions about traffic safety, life
Staff Report – Chief’s Forum
April 24, 2017
Page 2 quality, and crime reduction within the community as well as learning about other contemporary issues in law enforcement.
The benefits to the police department include transparency, credibility, support, outside opinion and direct feedback. The benefits to the community include knowledge of law enforcement operations, understanding of police policies, satisfaction from community participation, sharing of ideas, direct involvement with the police department, and a personal connection with the Chief
of Police.
FORUM STRUCTURE The Chief’s Forum will occur on a quarterly basis at City Hall or the Recreation Center. The meeting will be limited to about an hour. Events will be publicized on the City website,
Facebook, Twitter, Connections, and Mayor’s Matters. The forum topic will be publicized in
advance. Partnering with community organizations that are interested in public safety issues will enhance the success of the event. Invitations can be sent directly to the faith-based community, school associations, businesses, HOAs, other City departments, elected officials, service clubs, and interested persons.
SAMPLE TOPICS
• Crime and Traffic in Wheat Ridge
• Homelessness
• Code Enforcement
• Body-Worn Cameras
• Police Training/Use of Force
• Procedural Justice
• President’s Task Force on 21st Century Policing
RECOMMENDATIONS:
By establishing the Chief’s Forum, the police department can provide the opportunity for the community to learn about law enforcement issues in Wheat Ridge, helping to improve traffic safety, life quality, and to reduce crime and the fear of crime. The program can also further the development of the strong relationship between law enforcement and the Wheat Ridge
community by providing education regarding policing issues within the community.
ATTACHMENTS: 1. Chief’s Forum PowerPoint Presentation
WHEAT RIDGE POLICE
CHIEF’S FORUM
APRIL 10, 2017
Attachment 1
Daniel G. Brennan
Chief of Police7500 W. 29th AvenueWheat Ridge, Colorado 80033Office Phone:(303) 235-2911dbrennan@ci.wheatridge.co.us
Chief’s Forum–What is It?
The Wheat Ridge Police Chief’s Forum is a community meeting that
anyone can attend where the Chief of police and members of his
staff can share their knowledge and perspectives on a variety of law enforcement issues.
Members of the audience can ask questions during a pre -set time.
It is a great resource for anyone who wants to learn more about a public safety issue and seek ways to increase traffic safety, increase life quality, and reduce crime and the fear of crime.
To bring the community and police together in a positive manner.
The Chief’s Forum can be a very effective way to raise awareness in our community and to get people informed
about an issue.
Community members can learn and ask questions about
crime, quality of life, and traffic safety issues as well as
other contemporary issues in law enforcement.
Why Hold a Chief’s Forum?
Transparency
Credibility
Support
Outside opinion
Direct feedback
Benefits to WRPD
Knowledge of law enforcement operations
Understanding of police policies
Satisfaction from participation
Sharing of ideas
Direct involvement with Police Department
Personal connection with Chief of Police
Benefits to the Community
Logistics
Chief’s Forums will occur on a quarterly basis at City
Hall or the Recreation Center.
Meeting should be limited to about an hour.
Events can be publicized on City website, Facebook,
Twitter, Connections, and Mayor’s Matters.
The topic of the Chief’s Forum will be publicized in
advance.
Connecting with Community Partners
Partnering with community organizations that are interested in
public safety issues will only enhance the success of the Chief’s
Forum.
Consider faith based community, school associations, businesses,
HOAs, city departments, etc…
Provide evaluation forms
◦Gauge response
◦How to increase participation
◦Topics for the future
Have an agenda
Begin on time
End on time
Manage the dialog during the meeting
Include key items that the Chief wants to promote (e.g. budget
items, key policies, city codes or state laws)
Tips on Running a Chief’s Forum
Chief’s Forum Sample Topics
Crime and Traffic in Wheat Ridge
Homelessness
Code Enforcement
Body Worn Cameras
Police Training/Use of Force
Procedural Justice
President’s Task Force on 21st Century Policing
Questions?
Chief Dan Brennan
dbrennan@ci.wheatridge.co.us
(303) 235-2911
Division Chief Jim Lorentz
jlorentz@ci.wheatridge.co.us
(303) 235-2955
Memorandum
TO: Mayor Jay and City Council THROUGH: Patrick Goff, City Manager Daniel Brennan, Chief of Police
FROM: Jim Lorentz, Division Chief, Patrol Operations Division DATE: April 24, 2017 (for Study Session of May 15) SUBJECT: Staff Report – Wheat Ridge Police Advisory Group
ISSUE: The President’s Task Force on 21st Century Policing was established by an executive order and
the final report of the Task Force was released in May of 2015. The report examined, among
other issues, how to strengthen public trust and foster strong relationships between local law enforcement and the communities that they protect, while also promoting effective crime reduction. The report consists of six building blocks of Community Policing: Building Trust, Crime Reduction, Policy, Training, Technology, and Officer Wellness and Safety.
The Wheat Ridge Police Department (WRPD) took the initiative to study the report and the recommendations that law enforcement agencies should develop into policies and strategies that reinforce the importance of community engagement by emphasizing working with neighborhood residents to co-produce public safety. Through the 21st Century Policing Report, law
enforcement agencies are encouraged to work with community residents to identify problems
and collaborate on implementing solutions that produce meaningful results for the community. By establishing the Wheat Ridge Police Advisory Group (WRPA), the police department can provide the opportunity for the community to assist in advising the police department on matters regarding crime prevention strategies and agency policies as well as provide valuable input on
policing issues.
BACKGROUND: It is proposed that a group of people will meet on a regular basis to provide the Chief of Police and his staff with input on a wide range of police activities within the City. Members will be
selected to represent samples of key population groups within the City, considering diversity in
race, gender, professional backgrounds, and geographical areas. It is recommended that these members return to their affiliations such as the faith-based community, neighborhoods, schools, businesses, and service clubs, to report on the issues discussed within the WRPA. Citizens who have complained about the police in the past should not necessarily be ruled out, but should
demonstrate a strong desire to serve the community and work cooperatively to provide solutions
to problems.
Staff Report: Wheat Ridge Police Advisory Group
April 24, 2017
Page 2 Benefits to the police department might include transparency, credibility, support, outside
opinion, and direct feedback; while benefits to the community could include knowledge of law
enforcement operations, understanding of police policies, satisfaction from participation, sharing of ideas, direct involvement with police, and personal connection with the Chief of Police. WRPA GROUP STRUCTURE The structure of the WRPA was based on a model used by the Salt Lake City Police Department
and the Provo Police Department that was featured at the 2016 International Association of Chiefs of Police Conference in San Diego, CA. Chief Mike Brown of Salt Lake City and Chief John King of Provo presented a discussion of citizen-based advisory committees for police departments. Division Chief Jim Lorentz attended this presentation and subsequently contacted
both Chiefs for additional information and insight.
While police advisory committees are not uncommon across the country, many are regulated by municipal ordinance and have a formal, political appointment to serve on such committees. The Chiefs from Utah suggested a less formal structure where a group of citizens can serve their
community by using their personal and professional experience to provide a more pure form of
advice directly to the Chief of Police and the department without requirements or approval from municipal government. The name, Wheat Ridge Police Advisory Group, reflects the purpose of the group without the use of identifiers such as committee or board, which may detract from the primary function of the group providing advice to the police department. Both Chiefs from the
Utah agencies reported increased community awareness, communication, and support for the
department. They also reported increased appreciation and insight from the members regarding police-related issues. Chief King specifically cited the benefits of having teachers and professors that provided assistance and recommendations involving police training, as well as health care professionals that provided insight in medically related issues.
The proposed structure of the WRPA includes quarterly meetings held by the Chief of Police in a relaxed environment to encourage discussion. The representative group of community members can provide advice to the Chief of Police and his staff on a variety of topics with four primary objectives:
1. Discovering and addressing critical policing issues. 2. Building trust between the police and community. 3. Training and safety in police and community interactions. 4. Providing a forum through which community concerns may be raised and addressed.
The focus of the meetings should be on the City of Wheat Ridge, while not ignoring the general policing issues of the greater Denver Metro area, the state of Colorado, and to some extent, policing issues across the country. An agenda will be set for each meeting, but a free-flowing open dialogue is encouraged. The group will occasionally organize action plans to address
specific topics. The staff of the police department will record minutes of the meeting and
provide administrative assistance for the implementation of the WRPA action plans. Examples of community involvement could include review of department policies and department training
Staff Report: Wheat Ridge Police Advisory Group
April 24, 2017
Page 3 curriculum, assist with department training (cultural awareness, professional writing, and critical decision making skills) and assist with community outreach.
RECOMMENDATION: By establishing the Wheat Ridge Police Advisory Group, the police department can provide the opportunity for the community to learn and advise the department about law enforcement issues in Wheat Ridge for the purpose of increasing traffic safety, increasing life quality, and reducing
crime and the fear of crime. The program can help to further develop the strong relationship
between law enforcement and the Wheat Ridge community by asking for assistance in developing crime prevention strategies and agency policies as well as providing input on policing issues.
ATTACHMENTS:
1. Wheat Ridge Police Advisory Group PowerPoint Presentation
WHEAT RIDGE
POLICE ADVISORY
GROUP
APRIL 10, 2017
Attachment 1
Daniel G. Brennan
Chief of Police7500 W. 29th AvenueWheat Ridge, Colorado 80033Office Phone:(303) 235-2911dbrennan@ci.wheatridge.co.us
WRPA –What is It?
The Wheat Ridge Police Advisory group will meet on a
regular basis to provide the Chief of Police and his staff
with INPUT on a wide range of police activities within the
City.
A representative sample of key population groups within the City.
Diversity in race, gender, professional backgrounds, and geographical areas.
Citizens who have complained about the police should not
necessarily be ruled out.
WRPA –How to Select Members?
Transparency
Credibility
Support
Outside opinion
Direct feedback
WRPA –Benefits to Agency
Knowledge of law enforcement operations
Understanding of police policies
Satisfaction from participation
Sharing of ideas
Direct involvement with Police Department
Personal connection with Chief of Police
WRPA –Benefits to the Community
WRPA –How to Create
CREATE A DRAFT DOCUMENT OF OBJECTIVES FOR THE WRPA (PERMIT THE MEMBERS OF THE GROUP TO FINALIZE THOSE
GOALS).
GET SUGGESTIONS FOR MEMBERSHIP FROM DEPARTMENT AND COMMUNITY.
HAVE A PLAN FOR THE LEVEL OF COMMITMENT THAT
MEMBERS WILL NEED SO POTENTIAL MEMBERS WILL
UNDERSTAND THE OBLIGATION.
WRPA Structure
Date:Third Tuesday of the months of March, June, September, and December
Location:Wheat Ridge Police Training Room
Time:6:00 pm –7:30 pm
Agenda:Anyone can suggest an agenda item. Email Laura McAlvoy or Chief Brennan.
Guests:Members of the WRPA may bring guests to the meetings. Please make introductions and the start of the meeting.
Formality:A relaxed environment encourages discussion. The Chief may have to limit the length of discussion in order to cover the designated topics before the conclusion of the meeting.
Miscellaneous: Outside of the quarterly meetings of the WRPA, members may request additional meetings with police staff to discuss or learn about specific topics.
Members are encouraged to attend the Citizen’s Police Academy and the Civic Academy.
WRPA Statement of Purpose
The Wheat Ridge Police Advisory group (WRPA) was formed in 2017 for the purpose of having a representative group of community members to provide advice to the Chief of police and his staff on a variety of topics.
The four primary objectives for the WRPA are:
1.Discovering and addressing critical policing issues
2.Building trust between the police and community
3.Training and safety in police and community interactions
4.Providing a forum through which community concerns may be raised and addressed
The focus should be on the City of Wheat Ridge while not ignoring the general policing issues of the greater Denver Metro area, the state of Colorado, and the United States of America.
Meetings are scheduled quarterly on the third Tuesday of the months of March, June, September, and December and are held in the Wheat Ridge Police Training Room from 6:00 pm to 7:30 pm.
An agenda will be set for each meeting, but a free-flowing open dialogue is encouraged.
The WRPA will occasionally organize action plans to address specific topics. The staff of the police department will record minutes of the meeting and provide administrative assistance for the implementation of the WRPA action plans.
Listen to them
Respond to them
Involve them
Introduce them to the members of the Department
Meet with them individually as needed
Have them work on projects
WRPA –How to Use
Have an agenda
Begin on time
End on time
Manage the dialogue during the meeting
Ask the members what they would like to discuss
Include key items that the Chief wants to promote (e.g. budget items, key policies, City Codes or state laws)
Tips on Running a WRPA Meeting
Sample WRPA Agenda
WHEAT RIDGE POLICE ADVISORY GROUP
AGENDA
Tuesday, June 20, 2017
6:00 pm –7:30 pm
Police Training Room
ATTENDEE DISCUSSION TOPIC
Chief Dan Brennan Welcome and introduction of
members and guests
Discussion of formation of the WRPA Group
Open discussion
Set agenda for next meeting
Cmdr. J.D. Jepkema Tour of police department
Review department policies (either key ones like BWCs or all policies)
Review department training curriculum
Assist with department training (cultural awareness, professional writing, critical decision making skills)
Assist with writing grant applications
Assist with social media outreach
WRPA –Examples of Citizen Involvement
Direct involvement of the Chief of Police
Regularly set meetings
Make meeting valuable to both sides
Keep members informed via special notices
Invite members to Department functions such as promotional,
memorial and award ceremonies
Recognize them at those events
WRPA –How to Sustain It
Initial invitations (general social media, City publications, schools,
businesses, service clubs, etc…)
Set a two-year term limit that can be renewable
Determine correct number of members? (10 to 15)
What is the process for adding new members?
What is the process for eliminating members?
Ideas about Membership
Questions?
Chief Dan Brennan
dbrennan@ci.wheatridge.co.us
(303) 235-2911
Division Chief Jim Lorentz
jlorentz@ci.wheatridge.co.us
(303) 235-2955
Memorandum
TO: Mayor and City Council FROM: Patrick Goff, City Manager DATE: May 8, 2017 (for May 15, 2017 Study Session)
SUBJECT: Hacienda Colorado TIF Agreement
ISSUE: The Wheat Ridge Urban Renewal Authority dba Renewal Wheat Ridge provided consensus to staff at the May 2, 2017 meeting to draft a Tax Increment Finance (TIF) Agreement with Hacienda Colorado for a new restaurant located in the Applewood Village Shopping Center.
Charter Section 12.10 requires that any TIF Agreement approved by Renewal Wheat Ridge must
also be ratified by the City Council via a vote on a formal agenda. City staff, Renewal Wheat Ridge consultants Environmental and Planning Systems (EPS), and representatives from the Applewood Village (US Retail Partners, LLC), will provide more information about the proposed project and TIF Agreement at the May 15th study session.
BACKGROUND: Hacienda Colorado is a local restaurant who has coined the term “Mountain Mex®” to describe their offering (see attached media kit). Hacienda has proven to be a unique, local and extremely well received restaurant in the Front Range area. Through disciplined and strategic growth, they
have sustained their strong performance at each of their five locations in Colorado and have
proven to be a valuable asset to the communities where they operate. Hacienda restaurants range in size from 7,000 to 11,000 sq. ft. and employ approximately 120 people (80 FTEs). The Applewood Village location is proposed to be 9,500 sq. ft. designed as 7,000 sq. ft. ground
floor space with an additional 2,500 sq. ft. on the second level including an open-air mezzanine
to capture the unique vista of the Front Range to the west. An approximately 1-acre parcel exists at Applewood Village (former Wells Fargo drive-through bank location) that would accommodate the building footprint as well as associated parking and landscaping.
The total project cost is estimated at $6,884,759. US Retail Partners, LLC will contribute
$5,357,153 and Hacienda will contribute $1,527,606 of equity towards the project (see attached cost estimates). These costs do not include the cost to underground the power, cable and phone lines along Youngfield Street, which are estimated at an additional $425,000. The City’s Xcel 1% Fund currently has a balance of approximately $850,000, which can be allocated towards this
project.
The Hacienda project will include over $1.6 million of public benefits. Those primary benefits include demolition of vacant and blighted buildings, sidewalks, and landscaping; installation of new sidewalks, landscaping, pedestrian lighting; stormwater improvements; and reconfiguration
Study Session Memo – Hacienda Colorado
May 15, 2017 Page 2
of public drive lanes and parking. Other benefits from this project to Wheat Ridge and the region include the:
• Opportunity to attract a high-quality tenant that will improve the overall quality of
Applewood Village and help to attract additional tenants
• Opportunity to add an anchor tenant to the Applewood Village that is projected to have sales of greater than $500 per square foot, which will generate significant sales taxes for the City
• Opportunity to increase the Applewood Village and City trade area and draw shoppers from across the Denver Metro area
• Opportunity to invest in a retail sector that is growing (food & beverage) and provide a new restaurant option for residents and businesses
• Opportunity to diversify the tenant mix in Applewood Village
• Opportunity to invest tax dollars in the amount of $1.01 million with an estimated return of at least $4.3 million in sales and property tax revenues over the 22 year life of the TIF
Proposed TIF Agreement
A public investment of $1.01M is requested for this project in order for US Retail Partners to meet their 6.45% return on cost requirement. The public investment will come in the form of sales and property tax increment generated from this project and a one-time cash contribution by Renewal Wheat Ridge, as follows:
• Property Tax – 100% of annual property tax increment for approximately eight years; total amount of $294,901 o After eight years, or when the total public investment of $1.01M has been met;
Renewal Wheat Ridge will continue to receive 100% of the property tax
increment through the life of the TIF (2040) in an amount estimated at $799,488
• Sale Tax – 50% of annual sales tax increment for approximately eight years; total amount
of $619,795
o During the first eight years of the TIF, the City will retain 50% of the sales tax increment in the amount of $619,795. After eight years, or when the total public investment of $1.01M has been met; the City will receive 100% of the sales tax increment through the life of the TIF (2040) in an amount estimated at $2.9M
• Cash – One-time cash contribution from Renewal Wheat Ridge in 2018 in the amount of $100,000 o Funds are available in the I-70/Kipling Corridors Urban Renewal budget to fund this contribution
RECOMMENDATION: Staff recommends approval of this TIF Agreement for the reasons summarized above. The proposed public investment for the Hacienda Colorado is similar to other public investment
projects in Wheat Ridge and is expected to return $4.26 per every $1.00 of investment.
Study Session Memo – Hacienda Colorado
May 15, 2017 Page 3
Project Terms Public Investment Estimated TIF Revenues ROI/$1 Dollar
Hacienda Colorado 100% Property Tax/50% Sales Tax/8
years
$1.01M $4.3M $4.26
Kipling Ridge 100%
Property
and Sales Tax/10 Years
$3.455M $13.8M $3.99
Corners at Wheat Ridge 100% Property Tax/33% Sales
Tax/1%
PIF/12-15 Years
$6.25M $25.0M $4.00
ATTACHMENTS: 1. Hacienda Media Kit
2. Public Private Partnership Evaluation, EPS, May 1, 2017
Colorado Springs Denver Lakewood Lone Tree Westminster
ATTACHMENT 1
FACT SHEET
Hacienda Colorado – The home of mountain mex
It should be no surprise that a restaurant as unique as Hacienda Colorado has a style of cuisine unlike any other. In fact,
we had to invent a new term for it — “Mountain Mex®. ” We’ve taken traditional recipes and updated them with a distinct
Rocky Mountain twist.
When you come to Hacienda Colorado, feel free to dress up or dress down. Make a quick lunch or a leisurely occasion out
of it. In any case, you’ll enjoy our unique food and drink, including 40 tequilas, served with a friendly sophistication. Try a
different one of our signature sauces every time you come in, or stick with your favorite. You can relax on the patio, take a
table inside, or sit at the bar. Anywhere you choose, you’ll enjoy the full food and drink menus.
The History of Mountain Mex®
…we were hungry. Hungry for something beyond the Tex-Mex food that has spread out all over the country. Something
closer to the original recipes of true Mexican food, but adapted to suit our particular Rocky Mountain tastes. The world’s
first taste of Mountain Mex® was at Hacienda Colorado Southwest Plaza, located at Wadsworth and Belleview in Lakewood.
Our second location, Lone Tree, near I-25 and Lincoln Ave., debuted a more contemporary Mexican hacienda
architecture. That same style continued in Hacienda Colorado Westminster, our third location near the Boulder Turnpike
and 104th.
We opened our first location in the city of Denver just off Colorado Blvd and I-25. Our “Mexican Food with Altitude” is now
physically located where it’s been all these years – in the heart of Denver.
Now we have traveled south to Colorado Springs to North Nevada Avenue & I-25 and built our fifth restaurant.
In the future, Hacienda Colorado will be bringing our Mountain Mex® taste to other locations in Colorado and around
the country.
MountaIn Mex
ceRTifIed
locations
Denver
4100 E. Mexico Ave.
Denver, CO 80222
Near Colorado Blvd. and I-25
(303) 756-5700 Phone | (303) 300-4870 Fax
Lakewood
5056 S. Wadsworth Way
Lakewood, CO 80123
Wadsworth and Belleview
(303) 932-0272 Phone | (303) 932-7975 Fax
Lone Tree
10500 Bierstadt Way
Englewood, CO 80112
Just east of I-25, North of the
Lincoln Ave. exit 193
(303) 858-8588 Phone | (303) 858-0314 Fax
Westminster
10422 Town Center Dr.
Westminster, CO 80021
US-36 at 104th and Church Ranch Rd.
(303) 460-0111 Phone | (303) 460-0140 Fax
Colorado Springs
5246 N. Nevada Ave.
Colorado Springs, CO 80918
North Nevada and I-25 exit
(719) 418-7999 Phone | (719) 599-7301 Fax
Hours of Operation
Sunday-Thursday 11am-9:00pm; Friday & Saturday 11am-10pm
Summer: Sunday-Thursday 11am-9:30pm; Friday & Saturday 11am-10pm
Signature Entrées
Applewood-Roasted Pork Carnitas Tacos
Applewood-Roasted Pork Carnitas Burrito
Hacienda Chipotle-Lime Chicken
Poblano de Pollo
Chipotle Baby Back Ribs
Camarones Baja
California Fish Tacos
Fish Tacos
Salmon del Mar
Shrimp Tacos
Prices
Entrées range from $8.59 - $16.99.
Catering
For parties of 10 to 1,000.
Contact
Gene Van Horne
1720 S. Bellaire St.
Suite 520
Denver, CO 80222
303-399-3230 x19
gene@haciendacolorado.com
MountaIn Mex
ceRTifIed
Mild or Spicy Queso Cup 5.29 Bowl 6.99A mild blend of yellow queso melted with green chiles and tomatoes. Jalapeños and cilantro make it spicy.
Queso Blanco Cup 5.29 Bowl 6.99A spicy white queso blend with roasted poblanos.
Queso Hacienda 8.99Your choice of mild queso, spicy queso or queso blanco, and your choice of chorizo, shredded chicken or seasoned ground beef with refried beans, guacamole and pico de gallo. Served with fresh flour tortillas.
Hacienda Guacamole 8.99Freshly crafted guacamole with chips.
Flautas de Chorizo 7.99Our fresh, house-crafted chorizo and frijoles a la charra rolled in corn tortillas and served with Jalapeño sauce, queso blanco and guacamole.
Grilled Quesadilla* 8.99Choose from chicken or steak with poblano peppers. Served with guacamole, sour cream, pico de gallo and jalapeños.
Spinach and Mushroom Quesadilla 8.99With red bell peppers, poblano chile, Cheddar and Monterey Jack. Served with guacamole, sour cream and jalapeños.
Camarones Baja 12.99Four jumbo shrimp stuffed with Monterey Jack and jalapeño, wrapped in applewood-smoked bacon and grilled. Served with lemon garlic butter.
Pikes Peak Nachos 8.99Corn tortilla chips piled high with ground beef, spicy queso blanco, pico de gallo, jalapeños, guacamole and sour cream.
Nachos de Fajita* 10.99Individual nachos with chicken or steak, refried beans and cheese with pico de gallo, jalapeños and sour cream.
Nachos Deluxe 9.59Individual nachos with seasoned ground beef, refried beans and cheese with pico de gallo, jalapeños and sour cream.
Hacienda Posole Bowl 4.99A spicy stew with New Mexico chiles, hominy and tender pork. Served with fresh flour or corn tortillas.
New Mexico Hatch Green Chile Cup 3.79 Bowl 4.99 Our classic Green Chile served with fresh flour tortillas. Contains pork and rice.
Tortilla Soup Cup 3.79 Bowl 4.99 Contains rice.
Mexican Chopped Salad 9.99Grilled chicken breast, chopped greens, roasted pumpkin seeds, hominy, black beans, avocado, tomato, sweet corn and tortilla strips tossed with Lime-Cilantro Jalapeño Vinaigrette dressing.
Applewood-Roasted Carnitas 9.99
and Spinach SaladPork carnitas, fresh spinach, grilled pineapple, cranberries, corn tortilla strips, jicama, bacon, carrots and red onion with Chipotle Lime Vinaigrette.
Hacienda Mountain Mex Salad 10.29Your choice of taco meat, charbroiled chicken or carnitas. A mixture of seven lettuces with red onions, sweet corn, jicama, roasted pumpkin seeds, black beans, chopped tomatoes, Anaheim peppers, queso fresco, guacamole and three toasted flour tortilla chips.
Substitute Sirloin Steak* or Fire-Grilled Garlic Shrimp 11.29
Barbecue Salmon Salad* 10.99Norwegian salmon, mixed greens, Cheddar and Monterey Jack, avocado, pico de gallo, tossed with our Traditional Ranch dressing and topped with Chipotle Barbecue Vinaigrette and crema limón garnish.
Dressing Choices – Chipotle Barbecue Vinaigrette, Chipotle Lime Vinaigrette, Champagne Vinaigrette, Lime-Cilantro Jalapeño Vinaigrette, Traditional Ranch or Southwestern Ranch.
Served with rice, frijoles a la charra, red and green bell peppers, roasted onions, fresh jalapeños, sour cream, Cheddar and Monterey Jack, guacamole and pico de gallo. Your choice of fresh flour or fresh corn tortillas or lettuce cups.
FAJITAS FOR ONE FAJITAS FOR TWO
All Natural Grilled Chicken or Chipotle-Lime Chicken 14.99 27.99
Choice Sirloin Steak or Steak and Chicken Combo* 16.99 29.99
Fire-Grilled Garlic Shrimp 16.99 29.99
Portobello 14.99 27.99Grilled portobello mushroom, onion, red bell pepper and roasted garlic.
MountaIn Mex
ceRTifIed
Served with rice and beans.
Poblano de Pollo 13.99Fresh, hand-roasted poblano pepper stuffed with grilled chicken, cheese, chipotle aioli and tomatillo-corn relish, served with a chile relleno.
Applewood Chicken-Stuffed Anaheim 13.99Fresh roasted Anaheim pepper stuffed with a mix of smoked chicken, roasted poblano peppers, red bell peppers, onions, cheese medley, chipotle sauce and jalapeño sauce, then dusted in Panko crumbs and lightly fried.
Camarones Baja 18.99Six jumbo shrimp stuffed with Monterey Jack and jalapeño, wrapped in applewood-smoked bacon and grilled. Served with lemon garlic butter.
Hacienda Chipotle-Lime Chicken 13.99A lime-marinated chicken breast tops a stacked cheese enchilada on a bed of chipotle rice, black beans and Colorado sauce. Garnished with pico de gallo and crema limón.
Salmon del Mar* 17.99Half-pound of Norwegian salmon grilled medium with sautéed peppers and onions with pineapple pico de gallo on the side.
Chipotle Baby Back Rib Combo 15.99A half rack of our fall-off-the-bone chipotle BBQ ribs accompanied by your choice of a chile relleno or Hacienda-Style Cheese Enchilada.
Chipotle Baby Back Ribs 18.99A full rack of slow-cooked, fall-off-the-bone ribs basted with chipotle barbecue sauce.
Substitute mixed grilled veggies or dinner salad, add .75.
Mountain Mex Burrito Bowl 11.69Rice, black beans, sauce and chipotle aioli topped with avocado, crema limón,
shredded lettuce and your choice of:
Chipotle-Lime Chicken with pico, avocado and cucumber-jicama slaw
Fire-Grilled Garlic Shrimp with pineapple pico and cucumber-jicama slaw
Sirloin Steak* with pico
Portobello Mushrooms with pico
Wrapped in a fresh, handmade flour tortilla, topped with melted cheese and your choice of sauce. Served with rice, lettuce, tomato and sour cream.
Bean and Cheese Burrito 9.99Refried beans and cheese. Recommended Sauce: New Mexico Hatch Green Chile
Applewood-Roasted Carnitas Burrito 11.79Smoked pork carnitas and black beans. Recommended Sauce: Roasted Jalapeño
Applewood-Smoked Chicken Burrito 11.79Chicken with black beans. Recommended Sauce: Roasted Jalapeño
Slow-Roasted Barbacoa Burrito 11.79Barbacoa with frijoles a la charra. Recommended Sauce: Colorado
Deluxe Burrito* 11.99Grilled chicken or steak, frijoles a la charra. Recommended Sauce: Colorado
Beef and Bean Burrito 10.59Seasoned ground beef and refried beans. Recommended Sauce: Carne
Paige Elway’s All-Beef Burrito 11.79No beans, just more seasoned ground beef. Recommended Sauce: New Mexico Hatch Green Chile
Portobello Burrito 11.59Portobello mushrooms, red and green bell peppers, onions, chipotle aioli, black beans and rice on the inside, topped with Colorado sauce, cheese, crema limón and cilantro, with guacamole on the side.
Add a Chile Relleno 2.99Add Sliced Avocados, Guacamole or Sour Cream 1.29, or any two items 1.99
Served with rice and black beans.
Green Chile-Chicken Tamales 12.50Two handcrafted tamales made with diced all natural chicken breast, Anaheim and poblano peppers, green chile, Monterey Jack and spicy queso blanco wrapped in handmade masa. Recommended Sauce: New Mexico Hatch Green Chile
Carnitas Tamales 12.50Two homemade tamales stuffed with house-smoked carnitas, red mole, poblano peppers and queso quesadilla cheese wrapped in handmade masa. Recommended Sauce: Roasted Jalapeño
Tamale Combo 12.50Choose a Carnitas Tamale or a Green Chile-Chicken Tamale and pair it with one of the following and your choice of our Famous Sauces.
Chile Relleno Seasoned Ground Beef Enchilada
Chicken Enchilada Cheese Enchilada
8-Chile Caliente A blend of 8 peppers.
Spicy New Mexico
Hatch Green Chile Great with all dishes. Contains pork.
Roasted Jalapeño Great with all dishes.
Spicy Queso Blanco Great with beef or cheese dishes.
Spicy Queso Great with beef or cheese dishes.
New Mexico
Hatch Green Chile Great with all dishes. Contains pork.
Colorado Great with all dishes.
Red Chile Great with all dishes.
Tomatillo Great with chicken dishes.
Tex-Mex
Chile Con Carne Great with beef or cheese dishes.
Mild QuesoGreat with beef or cheese dishes.
RancheroGreat with chicken dishes.
= Regular Salsa
= Vegetarian Item
Smother your entrée with any of our famous sauces.
Choose any 3 Tacos 13.49Choose a combination of any three Hacienda-Style tacos.
Chipotle-Lime Chicken Tacos 11.99Homemade flour tortillas topped with grilled chipotle-lime marinated chicken, chipotle aioli, crema limón, pico de gallo, avocado and cucumber-jicama slaw.
California Fish Tacos (Contains sesame seeds) 12.99Cool, crisp baby iceberg lettuce cups filled with crunchy, breaded white fish, avocado, grilled pineapple, roasted poblano chiles, pico de gallo and crema limón.
#7 Steak Tacos* 13.49#7's favorite! Steak, mild queso, poblano peppers, pico de gallo and avocado.
Fire-Grilled Garlic Shrimp Tacos 13.29 Grilled shrimp, chipotle aioli, crema limón, pico de gallo and cool lime-marinated cabbage.
Applewood-Roasted Carnitas Tacos 11.99Smoked pork carnitas, chipotle aioli, crema limón, pico de gallo and shredded lettuce.
Slow-Roasted Barbacoa Tacos 11.99Beef barbacoa, pico de gallo, cilantro and avocado drizzled with Sriracha Hot Chili Sauce.
Seasoned Ground Beef Changa 11.59
Applewood-Smoked Chicken Changa 11.79
Applewood-Roasted Carnitas Changa 11.79
Slow-Roasted Barbacoa Changa 11.79
Steak Changa* 12.49
Grilled Chicken Queso Changa 11.99A chicken chimichanga served with a side of mild queso.
Add a Chile Relleno 2.99Add Sliced Avocados, Guacamole or Sour Cream 1.29, or any two items 1.99
Served with your choice of sauce, rice, frijoles a la charra and sour cream.
Carnitas Enchiladas 11.49Hacienda-smoked carnitas, Cheddar and Monterey Jack, onions and cilantro topped with Jalapeño sauce.
Hacienda-Style Cheese Enchiladas 10.79Cheddar and Monterey Jack, onions and cilantro. Topped with Carne sauce.
Seasoned Ground Beef, 10.79
Chicken or Cheese EnchiladasChoose any two.
Admiral Guzman’s Shrimp Enchiladas 13.99Cheese enchiladas topped with sautéed shrimp in our white wine shrimp cream sauce with pico de gallo and avocado. Served with black beans.
Add a Chile Relleno 2.99Add Sliced Avocados, Guacamole or Sour Cream 1.29, or any two items 1.99
Two enchiladas served with rice, refried beans and your choice of sauce.
Served with rice and frijoles a la charra.
Chile Rellenos 11.99Three crispy rellenos filled with a cheese medley.
Jaime’s Platter 13.79Two beef enchiladas and two chile rellenos.
Comida Deluxe 13.99Two beef enchiladas and a bean and beef burrito.
Roberto’s Platter 12.79Two chicken enchiladas and a crispy chicken taco.
Patron’s Platter 12.79Two cheese enchiladas, crispy beef taco and mild queso.
Traditional Tacos 10.79Three crispy or soft flour tortillas filled with your choice of shredded chicken or seasoned ground beef.
Substitute Sirloin Steak,* Charbroiled Chicken or Fire-Grilled Garlic Shrimp. 12.99
Add a Chile Relleno 2.99Add Sliced Avocados, Guacamole or Sour Cream 1.29, or any two items 1.99
Your choice of handmade flour tortillas, soft corn tortillas or lettuce cups. All Hacienda-Style tacos are served with black beans and your choice of taco sauce.
Sauces served cold.
Habanero With roasted pineapple.
Victor's With jalapeño.
Coronado With roasted tomatoes.
Tomatillo Fresca
Original Fish Tacos 12.99Mahi-Mahi, grilled with roasted poblano peppers. Topped with chipotle aioli sauce, cool lime-marinated cabbage, pico de gallo, chipotle onions and crema limón.
Fire-Grilled Street Tacos 13.49Straight from the heart of Mexico–fire-grilled corn tortillas filled with grilled chicken and topped with melted queso quesadilla cheese, roasted habanero and jalapeño peppers, pico de gallo, cilantro and avocado with crema limón. Served with rice and black beans.
We also offer a gluten-sensitive menu. Our refried beans and frijoles a la charra contain bacon. All fried items are trans-fat free using soy/canola blend cooking oil.
*Regarding safety, written information available upon request. Consuming raw or undercooked meats, poultry, seafood, shellfish or eggs may increase the risk of foodborne illness, especially if you have certain medical conditions.
8/14
Served Monday – Saturday, 11 a.m. – 3 p.m.
Executive Lunch Margarita Rocks 2.25 Frozen 3.25A lunch-sized pour of our Hacienda Gold Margarita.
Hacienda Combination Platter 9.99Select any two of the following: chicken or beef crispy taco; chicken, beef or cheese enchilada, or chile relleno. Served with rice and refried beans.
Hacienda-Style Cheese Enchiladas 9.99Two enchiladas filled with Cheddar and Monterey Jack, onions and cilantro. Topped with Carne sauce. Served with rice and refried beans.
Soup and Salad 6.49Bowl of Tortilla, Posole or Green Chile Soup. Served with a mixed green salad.
Beef and Bean Burrito 9.49Seasoned ground beef, refried beans. Served with rice, lettuce, tomato and sour cream. Recommended Sauce: Carne
Bean and Cheese Burrito 8.99Refried beans and cheese. Served with rice, lettuce, tomato and sour cream. Recommended Sauce: New Mexico Hatch Green Chile
Mexican Chopped Salad 8.99Grilled chicken breast, chopped greens, roasted pumpkin seeds, hominy, black beans, avocado, tomato, sweet corn and tortilla strips tossed with Lime-Cilantro Jalapeño Vinaigrette dressing.
Lunch Chicken Fajitas 10.99Served with rice, frijoles a la charra, fresh flour tortillas, sour cream, Cheddar and Monterey Jack, guacamole and pico de gallo.
Lunch Choice Sirloin Steak 11.99
or Steak and Chicken Combo Fajitas*
Served with rice, frijoles a la charra, fresh flour tortillas, sour cream, Cheddar and Monterey Jack, guacamole and pico de gallo.
Add a Chile Relleno 2.99Add Sliced Avocados, Guacamole or Sour Cream 1.29, or any two items 1.99
Tamale 4.99
Hacienda-Style Taco 4.75
Shredded Chicken or Beef Taco 4.29
Chile Relleno 3.99
Enchilada 3.99
Large Guacamole 2.99
Side Salad 2.99
Rice and Beans 1.99
Rice or Beans 1.29
Fresh Flour Tortilla .25
Cheese, Pico de Gallo or Tomatoes .99
Guacamole and Sour Cream 1.99
Guacamole or Sour Cream 1.29
Trescerro Organic 100% Arabica French Roast Coffee, Hot Tea, San Pellegrino bottled water
and these Coca-Cola products:
Teakoe 100% Organic Brewed Regular Iced Tea
19September The Life in Broadmoor Bluffs18The Life in Broadmoor Bluffs SeptemberNeighborhoodNews
Reviewrestaurant
Hacienda Colorado
5246 N Nevada Avenue • 418-7999
With a roof top patio and a clear view
of the whole mountain range, Hacienda
Colorado will bring a little bit of Mexico
to your day, and has a unique menu
like no other. From fish tacos to hand
crafted tamales, they have taken tradi-
tional recipes and given them a Rocky
Mountain twist called “Mountain Mex®”.
Our official taste-testers call it “seriously
amazing, upscale and gave it an A++!”
It’s always 5 o’clock at the Hacienda
and you won’t want to miss the frozen
margaritas, whole menu of tequilas,
and a happy hour that beats all oth-
ers. (Monday – Friday 3:00 p.m. – 6:00
p.m. Saturday & Sunday 11:00 a.m. –
4:30 p.m.) So come casual, or dress up
if you wish, but just don’t miss out on
one of the best kept secrets that mix
fun with sophistication.
continued...
What’s Fried Ice Cream you say? Only the best thing
ever! Crispy cornflakes and coconut encase vanilla ice
cream served in a cinnamon-sugar tortilla bowl. Rated
the best score of a 5 from everyone who favored it, you
may need to stop in to enjoy this delight just by itself,
but bring a friend since the portion is big! So, when
you are feeling like a little spice and a little sweet, invite
a few friends and drop into Hacienda Colorado for a
Mountain Mex® treat!
“The food was great but the attentiveness and service
were the big highlight of the evening. We had a veg-
etarian and two people with allergies; they were very
attentive to those issues even bringing out a special dish
for the vegetarian. Quite a surprise!” Kate Snatchko,
Balmoral Way.
“The presentation of the Salmon Salad was unlike oth-
ers I’d seen. It came in a short canister form with the
salmon on top. I have some food limitations and my
wait staff kindly helped me and changed the ingredi-
ents in a snap. This, of course, implies that everything is
made upon order. The salmon is Norwegian and as I am
watching where my salmon comes from, I was comfort-
able with this. It was tender and tasty! The chef went
out of his way to meet the request of a vegetarian in our
group and the lighting was good. The place was full on
a Tuesday night. It’s become the place to go. I am ready
to quit my day job and become a restaurant connoisseur
full time. “ Chelley Garder-Smith, Thames
“Hacienda Colorado is a very nice, low-mid priced din-
ing experience. The bar and wait staff are very courteous
and accommodating. The food presents well and tastes
good. I recommend it for a nice dining outing.” Randy
Dyess, Mallory Road.
“I had such a nice time. I have a food allergy that makes
dining challenging and the Hacienda Colorado staff
was so helpful. I thoroughly enjoyed my dinner! Thank
you!” Deborah Lowery, Southern Cross Drive.
“Food was very good and service was excellent – so
attentive!” Joelle DeMeter, Buttermere Drive.
“Great flavors and sauces. Green Chile was good with
a good flavor profile. Service was very good and we will
recommend Hacienda to several friends.” Birdie Lowery,
Southern Cross Drive.
Teresa Lee Photography
Teresa Lee Photography
Written by Krystal Bou-
dreau, Event Director for
the life in Broadmoor Bluffs
What does a half ton shiny truck and chorizo flautas have in
common? Nothing…. except that everyone loves both! When
the rain cleared out on July 15, guests were given a special test
driving opportunity before dinner, thanks to David Perkins
and Perkins Motors. Two shiny vehicles were a highlight of the
night; but a close second to the hand-crafted Chorizo Flautas
with jalapeno sauce, queso blanco, and guacamole that were
voted the all-around favorite appetizer of the evening. Hand
crafted Guacamole and the Nachos Deluxe, which were the size
of a mountain, were also yummy appetizers that were passed
around. And if you have food allergies or restrictions, Hacienda
will cater to you. Many guests rated their experience as one of
the best in town for vegetarians, or food allergy substitutions. All menu items were
rated on a scale from 1-5, with 5 being excellent!
Guests felt like celebrities as they were welcomed by Frank, the General Manager, at
the table, which was just one more example of how customer service is a top prior-
ity at Hacienda Colorado. The service was not only top notch at the bar, but followed
through to our table. Our hungry crowd chose, individually, the most appealing main
menu item; and it wasn’t an easy choice, since the more you read the menu, the more
you wanted. The entrees that stood out most were the California Fish Tacos and Chili
Rellenos. If you think you have had the best fish tacos, then these will put yours to the
test. Crispy lettuce cups filled with a breaded white fish, avocado, grilled pineapple,
roasted pablano chiles, and pico will tantalize your taste buds; and you can guarantee
you will NOT leave any for leftovers. If you are like me, and are drawn
to green chile and cheese, then forget looking at the menu and order the
chili relleno plate, with a choice of 12 sauces to smother them in. Other
favorite dishes were the to Green Chile Chicken Tamales, Chicken Chi-
michangas, Steak Fajitas, and Shrimp Tacos. You will not be disappoint-
ed; in fact, you may not even have room for the famous Fried Ice Cream!
NeighborhoodNews
19September The Life in Broadmoor Bluffs18The Life in Broadmoor Bluffs SeptemberNeighborhoodNews
Reviewrestaurant
Hacienda Colorado
5246 N Nevada Avenue • 418-7999
With a roof top patio and a clear view
of the whole mountain range, Hacienda
Colorado will bring a little bit of Mexico
to your day, and has a unique menu
like no other. From fish tacos to hand
crafted tamales, they have taken tradi-
tional recipes and given them a Rocky
Mountain twist called “Mountain Mex®”.
Our official taste-testers call it “seriously
amazing, upscale and gave it an A++!”
It’s always 5 o’clock at the Hacienda
and you won’t want to miss the frozen
margaritas, whole menu of tequilas,
and a happy hour that beats all oth-
ers. (Monday – Friday 3:00 p.m. – 6:00
p.m. Saturday & Sunday 11:00 a.m. –
4:30 p.m.) So come casual, or dress up
if you wish, but just don’t miss out on
one of the best kept secrets that mix
fun with sophistication.
continued...
What’s Fried Ice Cream you say? Only the best thing
ever! Crispy cornflakes and coconut encase vanilla ice
cream served in a cinnamon-sugar tortilla bowl. Rated
the best score of a 5 from everyone who favored it, you
may need to stop in to enjoy this delight just by itself,
but bring a friend since the portion is big! So, when
you are feeling like a little spice and a little sweet, invite
a few friends and drop into Hacienda Colorado for a
Mountain Mex® treat!
“The food was great but the attentiveness and service
were the big highlight of the evening. We had a veg-
etarian and two people with allergies; they were very
attentive to those issues even bringing out a special dish
for the vegetarian. Quite a surprise!” Kate Snatchko,
Balmoral Way.
“The presentation of the Salmon Salad was unlike oth-
ers I’d seen. It came in a short canister form with the
salmon on top. I have some food limitations and my
wait staff kindly helped me and changed the ingredi-
ents in a snap. This, of course, implies that everything is
made upon order. The salmon is Norwegian and as I am
watching where my salmon comes from, I was comfort-
able with this. It was tender and tasty! The chef went
out of his way to meet the request of a vegetarian in our
group and the lighting was good. The place was full on
a Tuesday night. It’s become the place to go. I am ready
to quit my day job and become a restaurant connoisseur
full time. “ Chelley Garder-Smith, Thames
“Hacienda Colorado is a very nice, low-mid priced din-
ing experience. The bar and wait staff are very courteous
and accommodating. The food presents well and tastes
good. I recommend it for a nice dining outing.” Randy
Dyess, Mallory Road.
“I had such a nice time. I have a food allergy that makes
dining challenging and the Hacienda Colorado staff
was so helpful. I thoroughly enjoyed my dinner! Thank
you!” Deborah Lowery, Southern Cross Drive.
“Food was very good and service was excellent – so
attentive!” Joelle DeMeter, Buttermere Drive.
“Great flavors and sauces. Green Chile was good with
a good flavor profile. Service was very good and we will
recommend Hacienda to several friends.” Birdie Lowery,
Southern Cross Drive.
Teresa Lee Photography
Teresa Lee Photography
Written by Krystal Bou-
dreau, Event Director for
the life in Broadmoor Bluffs
What does a half ton shiny truck and chorizo flautas have in
common? Nothing…. except that everyone loves both! When
the rain cleared out on July 15, guests were given a special test
driving opportunity before dinner, thanks to David Perkins
and Perkins Motors. Two shiny vehicles were a highlight of the
night; but a close second to the hand-crafted Chorizo Flautas
with jalapeno sauce, queso blanco, and guacamole that were
voted the all-around favorite appetizer of the evening. Hand
crafted Guacamole and the Nachos Deluxe, which were the size
of a mountain, were also yummy appetizers that were passed
around. And if you have food allergies or restrictions, Hacienda
will cater to you. Many guests rated their experience as one of
the best in town for vegetarians, or food allergy substitutions. All menu items were
rated on a scale from 1-5, with 5 being excellent!
Guests felt like celebrities as they were welcomed by Frank, the General Manager, at
the table, which was just one more example of how customer service is a top prior-
ity at Hacienda Colorado. The service was not only top notch at the bar, but followed
through to our table. Our hungry crowd chose, individually, the most appealing main
menu item; and it wasn’t an easy choice, since the more you read the menu, the more
you wanted. The entrees that stood out most were the California Fish Tacos and Chili
Rellenos. If you think you have had the best fish tacos, then these will put yours to the
test. Crispy lettuce cups filled with a breaded white fish, avocado, grilled pineapple,
roasted pablano chiles, and pico will tantalize your taste buds; and you can guarantee
you will NOT leave any for leftovers. If you are like me, and are drawn
to green chile and cheese, then forget looking at the menu and order the
chili relleno plate, with a choice of 12 sauces to smother them in. Other
favorite dishes were the to Green Chile Chicken Tamales, Chicken Chi-
michangas, Steak Fajitas, and Shrimp Tacos. You will not be disappoint-
ed; in fact, you may not even have room for the famous Fried Ice Cream!
NeighborhoodNews
21September The Life in Broadmoor Bluffs20The Life in Broadmoor Bluffs September
“Great time – the Camarones Baja had a large bed of rice, rich
butter dipping sauce and bacon wrapped with made my mouth
water.” Mark Potter, Cardiff Circle.
“Chile Relleno was very good. Gave the key lime bar dessert a
5.” Willis, Thames Drive.
“Hacienda Colorado is a truly awesome
dining experience. The food is great, the
service is spot-on, and together creates
the right combination for a perfect time
out. I will definitely be back again!” Aar-
on Wood, Rugely Court.
“Food was seriously amazing. Staff is
nice and not annoying. The atmosphere
is clean, modern, relaxing and very
enjoyable. I’m coming here again!” Rach-
elle Wood, Rugely Court.
“Hacienda Colorado has a great atmo-
sphere and friendly, quality staff. We
enjoyed our time and the food was great!”
Andrea Perkins, Venus Drive.
...continued
NeighborhoodNews
DISCLAIMER: The business reviewed in this section provided products and/or
services free of charge in exchange for this review.
Want to eat out for free & Review a local restaurant? Email brian.gowdy@n2pub.
com to be placed on the Broadmoor Bluffs neighborhood Restaurant Review
invite list!
1694 E. Cheyenne Mountain Blvd.
appleorthocolorado.com
719-538-4671
Dr. Lou Taloumis D.M.D.
Broadmoor Bluffs Residents
Dr. Michael Kofford
D.M.D., M.S.D.
Public Private Partnership Evaluation
Hacienda P3 Evaluation
Prepared for:
The City of Wheat Ridge
Prepared by:
Economic & Planning Systems, Inc.
Date:
May 11, 2017
EPS #163105
Attachment 2
Hacienda P3 Feasibility Study
Economic & Planning Systems
5/11/2017
Table 1Construction Costs
Description Regency Hacienda City Total
CONSTRUCTION COSTLand (534,867)$ -$ -$ (534,867)$ Acquire Vacant Bank
Due Diligence and Legal (75,900)$ -$ -$ (75,900)$
Architectural, Structural, MEP -$ (121,543)$ -$ (121,543)$ Engineering and Landscape Design (53,457)$ -$ -$ (53,457)$ Survey, GeotechSitework and Offsite Work (1,382,500)$ -$ -$ (1,382,500)$ see detailed breakdown
Shell Building (1,874,000)$ -$ -$ (1,874,000)$ based upon November 2015 contractor estimates
Tenant Finish/ Tenant Allowance (788,000)$ (212,000)$ -$ (1,000,000)$ based upon most recent store openingFurnishings, Fixtures and Equipment -$ (750,000)$ -$ (750,000)$ based upon most recent store openingPermits, Fees, Taxes and Misc.(133,957)$ -$ -$ (133,957)$ City Permits, Use Taxes
Store Opening Costs -$ (200,000)$ -$ (200,000)$ based upon most recent store opening
Project Management (109,034)$ (114,177)$ -$ (223,211)$ 5.0%Leasing Commissions (208,050)$ -$ -$ (208,050)$ Interest Carry (197,388)$ (129,886)$ -$ (327,274)$ 5.0%
Underground Utilities -$ -$ (425,000)$ (425,000)$ assumed to by a City cost
Subtotal (5,357,153)$ (1,527,606)$ (425,000)$ (7,309,759)$
Source: Regency Centers; Economic & Planning Systems
\\EPSDC02\Proj\163105-Wheat Ridge Hacienda P3 Review\Models\[163105-Hacienda Proforma-2-16-2017.xlsm]Construction Costs
2 of 5
Hacienda P3 Feasibility Study
Economic & Planning Systems
5/11/2017
Table 2Regency Investment Proforma
Final Request:
Summary of Changes
Description Factor Baseline Final Request
Building Area 9,500 9,500
OPERATING INCOMEBase Rent (NNN)
Rental Rate NNN 30.00$ 30.00$ Total Rent 285,000$ 285,000$
Reimbursement Income
Common Area Expenses $5.69/sq. ft.54,055$ 54,055$
Real Estate Taxes $4.17/sq. ft.39,615$ 39,615$
Insurance $0.48/sq. ft.4,560$ 4,560$
Subtotal 98,230$ 98,230$
Gross Potential Income 383,230$ 383,230$
Vacancy Rate 8.0%0.0%Less: Vacancy (30,658)$ -$
Operating ExpensesCommon Area Expenses $5.69/sq. ft.(54,055)$ (54,055)$ Real Estate Taxes $4.17/sq. ft.(39,615)$ (39,615)$ Insurance $0.48/sq. ft.(4,560)$ (4,560)$ 15% Administrative Fee 15.0%(14,735)$ (4,912)$ Subtotal (112,965)$ (103,142)$
Net Operating Income 239,607$ 280,089$
CONSTRUCTION COST (Regency)
Land (534,867)$ (534,867)$
Due Diligence and Legal (75,900)$ (75,900)$
Architectural, Structural, MEP -$ -$
Engineering and Landscape Design (53,457)$ (53,457)$
Sitework and Offsite Work $146/sq. ft.(1,382,500)$ (1,382,500)$
Shell Building $197/sq. ft.(1,874,000)$ (1,874,000)$
Tenant Finish/ Tenant Allowance (788,000)$ (788,000)$
Furnishings, Fixtures and Equipment -$ -$
Permits, Fees, Taxes and Misc.(133,957)$ (133,957)$
Store Opening Costs -$ -$
Project Management (109,034)$ (109,034)$ Leasing Commissions (208,050)$ (208,050)$ Interest Carry (197,388)$ (197,388)$ Underground Utilities -$ -$ Subtotal (5,357,153)$ (5,357,153)$
Regency Project Return (w/out public subsidy)Total Regency Cost -$5,357,153 -$5,357,153Stabilized NOI $239,607 $280,089Return on Cost 4.47%5.23%
Required Hurdle Rate 6.38%6.45%
Regency Project Return (w/ public subsidy)
Total Cost -$5,357,153 -$5,357,153City Subsidy $1,601,556 $1,014,696
Net Project Cost -$3,755,597 -$4,342,457
Stabilized NOI $239,607 $280,089
Return on Cost 6.38%6.45%
City Contribution
Underground Utilities $425,000 $425,000Project Subsidy $1,601,556 $1,014,696Subtotal$2,026,556 $1,439,696
Source: Regency Centers; Economic & Planning Systems
\\EPSDC02\Proj\163105-Wheat Ridge Hacienda P3 Review\Models\[163105-Hacienda Proforma-2-16-2017.xlsm]Proforma
Reduced vacancy rate from 8.0% to 0.0%,
reduced admin. Fee from 15.0% to 5.0%, and
increased developer required return on cost
from 6.38% to 6.45%
3 of 5
Hacienda P3 Feasibility Study Economic & Planning Systems 5/11/2017
Ta
b
l
e
3
Ci
t
y
o
f
W
h
e
a
t
R
i
d
g
e
a
n
d
U
R
A
C
a
s
h
F
l
o
w
-
H
a
c
i
e
n
d
a
D
e
v
e
l
o
p
m
e
n
t
Sh
a
r
e
b
a
c
k
P
e
r
i
o
d
:
8
y
e
a
r
s
Ci
t
y
/
U
R
A
C
o
n
t
r
i
b
u
t
i
o
n
:
$
1
,
0
1
4
,
6
9
6
Pr
o
j
e
c
t
T
i
m
i
n
g
:
A
s
s
u
m
e
s
2
0
1
8
c
o
n
s
t
r
u
c
t
i
o
n
w
i
t
h
d
o
o
r
s
o
p
e
n
i
n
g
N
o
v
e
m
b
e
r
1
,
2
0
1
8
.
20
1
8
2
0
1
9
2
0
2
0
2
0
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
2
0
2
6
2
0
2
7
2
0
2
8
2
0
2
9
2
0
3
0
2
0
3
1
2
0
3
2
2
0
3
3
2
0
3
4
2
0
3
5
2
0
3
6
2
0
3
7
2
0
3
8
2
0
3
9
2
0
4
0
De
s
c
r
i
p
t
i
o
n
To
t
a
l
Ye
a
r
0
Y
e
a
r
1
Y
e
a
r
2
Y
e
a
r
3
Y
e
a
r
4
Y
e
a
r
5
Y
e
a
r
6
Y
e
a
r
7
Y
e
a
r
8
Y
e
a
r
9
Y
e
a
r
1
0
Y
e
a
r
1
1
Y
e
a
r
1
2
Y
e
a
r
1
3
Y
e
a
r
1
4
Y
e
a
r
1
5
Y
e
a
r
1
6
Y
e
a
r
1
7
Y
e
a
r
1
8
Y
e
a
r
1
9
Y
e
a
r
2
0
Y
e
a
r
2
1
Y
e
a
r
2
2
Pr
o
j
e
c
t
I
n
v
e
s
t
m
e
n
t
Ur
b
a
n
R
e
n
e
w
a
l
A
u
t
h
o
r
i
t
y
$
1
0
0
,
0
0
0
$
1
0
0
,
0
0
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
TI
F
:
P
r
o
p
e
r
t
y
T
a
x
$2
9
4
,
9
0
1
$0
$
0
$
4
2
,
8
4
5
$
4
2
,
8
4
5
$
4
4
,
5
7
6
$
4
4
,
5
7
6
$
4
6
,
3
7
7
$
4
6
,
3
7
7
$
2
7
,
3
0
3
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
TI
F
:
S
a
l
e
s
T
a
x
(
5
0
%
)
$6
1
9
,
7
9
5
$1
2
,
5
0
0
$7
5
,
0
0
0
$7
6
,
5
0
0
$7
8
,
0
3
0
$7
9
,
5
9
1
$8
1
,
1
8
2
$8
2
,
8
0
6
$8
4
,
4
6
2
$4
9
,
7
2
4
$0
$0
$0
$0
$0
$0 $0 $0 $0 $0 $0 $0 $0 $0
Su
b
t
o
t
a
l
$1
,
0
1
4
,
6
9
6
$
1
1
2
,
5
0
0
$
7
5
,
0
0
0
$
1
1
9
,
3
4
5
$
1
2
0
,
8
7
5
$
1
2
4
,
1
6
7
$
1
2
5
,
7
5
9
$
1
2
9
,
1
8
3
$
1
3
0
,
8
3
9
$
7
7
,
0
2
7
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
Cu
m
u
l
a
t
i
v
e
O
u
t
l
a
y
$1
1
2
,
5
0
0
$
1
8
7
,
5
0
0
$
3
0
6
,
8
4
5
$
4
2
7
,
7
2
1
$
5
5
1
,
8
8
8
$
6
7
7
,
6
4
6
$
8
0
6
,
8
3
0
$
9
3
7
,
6
6
9
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
$
1
,
0
1
4
,
6
9
6
Ne
t
P
r
e
s
e
n
t
V
a
l
u
e
(
N
P
V
)
5.
0
%
$8
3
8
,
8
0
1
UR
A
R
E
V
E
N
U
E
Pr
o
p
e
r
t
y
T
a
x
$7
9
9
,
4
8
8
$0
$
0
$
0
$
0
$
0
$
0
$
0
$
0
$
2
0
,
9
4
8
$
4
8
,
2
5
1
$
5
0
,
2
0
0
$
5
0
,
2
0
0
$
5
2
,
2
2
8
$
5
2
,
2
2
8
$
5
4
,
3
3
8
$
5
4
,
3
3
8
$
5
6
,
5
3
4
$
5
6
,
5
3
4
$
5
8
,
8
1
8
$
5
8
,
8
1
8
$
6
1
,
1
9
4
$
6
1
,
1
9
4
$
6
3
,
6
6
6
Sa
l
e
s
T
a
x
$3
,
5
0
0
,
0
5
2
$1
2
,
5
0
0
$7
5
,
0
0
0
$7
6
,
5
0
0
$7
8
,
0
3
0
$7
9
,
5
9
1
$8
1
,
1
8
2
$8
2
,
8
0
6
$8
4
,
4
6
2
$1
2
2
,
5
7
9
$1
7
5
,
7
4
9
$1
7
9
,
2
6
4
$1
8
2
,
8
4
9
$1
8
6
,
5
0
6
$1
9
0
,
2
3
6
$194,041 $197,922 $201,880 $205,918 $210,036 $214,237 $218,522 $222,892 $227,350
Su
b
t
o
t
a
l
$4
,
2
9
9
,
5
4
0
$
1
2
,
5
0
0
$
7
5
,
0
0
0
$
7
6
,
5
0
0
$
7
8
,
0
3
0
$
7
9
,
5
9
1
$
8
1
,
1
8
2
$
8
2
,
8
0
6
$
8
4
,
4
6
2
$
1
4
3
,
5
2
7
$
2
2
4
,
0
0
0
$
2
2
9
,
4
6
4
$
2
3
3
,
0
4
9
$
2
3
8
,
7
3
4
$
2
4
2
,
4
6
5
$
2
4
8
,
3
7
9
$
2
5
2
,
2
6
0
$
2
5
8
,
4
1
4
$
2
6
2
,
4
5
1
$
2
6
8
,
8
5
4
$
2
7
3
,
0
5
4
$
2
7
9
,
7
1
5
$
2
8
4
,
0
8
6
$
2
9
1
,
0
1
6
Cu
m
u
l
a
t
i
v
e
R
e
v
e
n
u
e
$1
2
,
5
0
0
$
8
7
,
5
0
0
$
1
6
4
,
0
0
0
$
2
4
2
,
0
3
0
$
3
2
1
,
6
2
1
$
4
0
2
,
8
0
3
$
4
8
5
,
6
0
9
$
5
7
0
,
0
7
1
$
7
1
3
,
5
9
8
$
9
3
7
,
5
9
8
$
1
,
1
6
7
,
0
6
2
$
1
,
4
0
0
,
1
1
2
$
1
,
6
3
8
,
8
4
6
$
1
,
8
8
1
,
3
1
0
$
2
,
1
2
9
,
6
9
0
$
2
,
3
8
1
,
9
5
0
$
2
,
6
4
0
,
3
6
4
$
2
,
9
0
2
,
8
1
5
$
3
,
1
7
1
,
6
6
9
$
3
,
4
4
4
,
7
2
3
$
3
,
7
2
4
,
4
3
9
$
4
,
0
0
8
,
5
2
4
$
4
,
2
9
9
,
5
4
0
Ne
t
P
r
e
s
e
n
t
V
a
l
u
e
(
N
P
V
)
5.
0
%
$2
,
2
5
8
,
1
4
0
So
u
r
c
e
:
E
c
o
n
o
m
i
c
&
P
l
a
n
n
i
n
g
S
y
s
t
e
m
s
\\
E
P
S
D
C
0
2
\
P
r
o
j
\
1
6
3
1
0
5
-
W
h
e
a
t
R
i
d
g
e
H
a
c
i
e
n
d
a
P
3
R
e
v
i
e
w
\
M
o
d
e
l
s
\
[
1
6
3
1
0
5
-
H
a
c
i
e
n
d
a
P
r
o
f
o
r
m
a
-
2
-
1
6
-
2
0
1
7
.
x
l
s
m
]
O
u
t
l
a
y
4
o
f
5
Hacienda P3 Feasibility Study Economic & Planning Systems 5/11/2017
Ta
b
l
e
4
Ha
c
i
e
n
d
a
T
a
x
R
e
v
e
n
u
e
E
s
t
i
m
a
t
e
20
1
8
2
0
1
9
2
0
2
0
2
0
2
1
2
0
2
2
2
0
2
3
2
0
2
4
2
0
2
5
2
0
2
6
2
0
2
7
2
0
2
8
2
0
2
9
2
0
3
0
2
0
3
1
2
0
3
2
2
0
3
3
2
0
3
4
2
0
3
5
2
0
3
6
2
0
3
7
2
0
3
8
2
0
3
9
2
0
4
0
De
s
c
r
i
p
t
i
o
n
Ye
a
r
0
Y
e
a
r
1
Y
e
a
r
2
Y
e
a
r
3
Y
e
a
r
4
Y
e
a
r
5
Y
e
a
r
6
Y
e
a
r
7
Y
e
a
r
8
Y
e
a
r
9
Y
e
a
r
1
0
Y
e
a
r
1
1
Y
e
a
r
1
2
Y
e
a
r
1
3
Y
e
a
r
1
4
Y
e
a
r
1
5
Y
e
a
r
1
6
Y
e
a
r
1
7
Y
e
a
r
1
8
Y
e
a
r
1
9
Y
e
a
r
2
0
Y
e
a
r
2
1
Y
e
a
r
2
2
Bu
i
l
d
i
n
g
A
r
e
a
9,
5
0
0
% o
f
Y
e
a
r
Do
o
r
s
o
p
e
n
N
o
v
.
1
,
2
0
1
8
17
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
1
0
0
%
SA
L
E
S
T
A
X
R
E
V
E
N
U
E
An
n
u
a
l
S
a
l
e
s
$5
2
6
pe
r
s
q
.
f
t
.
2
.
0
%
p
e
r
y
e
a
r
$8
3
3
,
3
3
3
$
5
,
0
0
0
,
0
0
0
$
5
,
1
0
0
,
0
0
0
$
5
,
2
0
2
,
0
0
0
$
5
,
3
0
6
,
0
4
0
$
5
,
4
1
2
,
1
6
1
$
5
,
5
2
0
,
4
0
4
$
5
,
6
3
0
,
8
1
2
$
5
,
7
4
3
,
4
2
8
$
5
,
8
5
8
,
2
9
7
$
5
,
9
7
5
,
4
6
3
$
6
,
0
9
4
,
9
7
2
$
6
,
2
1
6
,
8
7
2
$
6
,
3
4
1
,
2
0
9
$
6
,
4
6
8
,
0
3
3
$
6
,
5
9
7
,
3
9
4
$
6
,
7
2
9
,
3
4
2
$
6
,
8
6
3
,
9
2
9
$
7
,
0
0
1
,
2
0
7
$
7
,
1
4
1
,
2
3
1
$
7
,
2
8
4
,
0
5
6
$
7
,
4
2
9
,
7
3
7
$
7
,
5
7
8
,
3
3
2
To
t
a
l
S
a
l
e
s
T
a
x
8.
0
0
%
$0
$
4
0
0
,
0
0
0
$
4
0
8
,
0
0
0
$
4
1
6
,
1
6
0
$
4
2
4
,
4
8
3
$
4
3
2
,
9
7
3
$
4
4
1
,
6
3
2
$
4
5
0
,
4
6
5
$
4
5
9
,
4
7
4
$
4
6
8
,
6
6
4
$
4
7
8
,
0
3
7
$
4
8
7
,
5
9
8
$
4
9
7
,
3
5
0
$
5
0
7
,
2
9
7
$
5
1
7
,
4
4
3
$
5
2
7
,
7
9
2
$
5
3
8
,
3
4
7
$
5
4
9
,
1
1
4
$
5
6
0
,
0
9
7
$
5
7
1
,
2
9
8
$
5
8
2
,
7
2
4
$
5
9
4
,
3
7
9
$
6
0
6
,
2
6
7
Cit
y
S
a
l
e
s
T
a
x
3.
0
0
%
$2
5
,
0
0
0
$
1
5
0
,
0
0
0
$
1
5
3
,
0
0
0
$
1
5
6
,
0
6
0
$
1
5
9
,
1
8
1
$
1
6
2
,
3
6
5
$
1
6
5
,
6
1
2
$
1
6
8
,
9
2
4
$
1
7
2
,
3
0
3
$
1
7
5
,
7
4
9
$
1
7
9
,
2
6
4
$
1
8
2
,
8
4
9
$
1
8
6
,
5
0
6
$
1
9
0
,
2
3
6
$
1
9
4
,
0
4
1
$
1
9
7
,
9
2
2
$
2
0
1
,
8
8
0
$
2
0
5
,
9
1
8
$
2
1
0
,
0
3
6
$
2
1
4
,
2
3
7
$
2
1
8
,
5
2
2
$
2
2
2
,
8
9
2
$
2
2
7
,
3
5
0
To
t
a
l
S
a
l
e
s
T
a
x
$1
0
,
9
1
9
,
5
9
3
ov
e
r
2
5
y
e
a
r
s
To
t
a
l
C
i
t
y
S
a
l
e
s
T
a
x
$4
,
1
1
9
,
8
4
8
ov
e
r
2
5
y
e
a
r
s
PR
O
P
E
R
T
Y
T
A
X
Ma
r
k
e
t
V
a
l
u
e
$1
7
5
pe
r
s
q
.
f
t
.
2
.
0
%
p
e
r
y
e
a
r
$0
$
1
,
6
6
2
,
5
0
0
$
1
,
6
9
5
,
7
5
0
$
1
,
7
2
9
,
6
6
5
$
1
,
7
6
4
,
2
5
8
$
1
,
7
9
9
,
5
4
3
$
1
,
8
3
5
,
5
3
4
$
1
,
8
7
2
,
2
4
5
$
1
,
9
0
9
,
6
9
0
$
1
,
9
4
7
,
8
8
4
$
1
,
9
8
6
,
8
4
1
$
2
,
0
2
6
,
5
7
8
$
2
,
0
6
7
,
1
1
0
$
2
,
1
0
8
,
4
5
2
$
2
,
1
5
0
,
6
2
1
$
2
,
1
9
3
,
6
3
3
$
2
,
2
3
7
,
5
0
6
$
2
,
2
8
2
,
2
5
6
$
2
,
3
2
7
,
9
0
1
$
2
,
3
7
4
,
4
5
9
$
2
,
4
2
1
,
9
4
9
$
2
,
4
7
0
,
3
8
8
$
2
,
5
1
9
,
7
9
5
Ap
p
r
a
i
s
e
d
V
a
l
u
e
95
%
of
m
a
r
k
e
t
v
a
l
u
e
$0
$
1
,
5
7
9
,
3
7
5
$
1
,
5
7
9
,
3
7
5
$
1
,
6
4
3
,
1
8
2
$
1
,
6
4
3
,
1
8
2
$
1
,
7
0
9
,
5
6
6
$
1
,
7
0
9
,
5
6
6
$
1
,
7
7
8
,
6
3
3
$
1
,
7
7
8
,
6
3
3
$
1
,
8
5
0
,
4
9
0
$
1
,
8
5
0
,
4
9
0
$
1
,
9
2
5
,
2
4
9
$
1
,
9
2
5
,
2
4
9
$
2
,
0
0
3
,
0
2
9
$
2
,
0
0
3
,
0
2
9
$
2
,
0
8
3
,
9
5
2
$
2
,
0
8
3
,
9
5
2
$
2
,
1
6
8
,
1
4
3
$
2
,
1
6
8
,
1
4
3
$
2
,
2
5
5
,
7
3
6
$
2
,
2
5
5
,
7
3
6
$
2
,
3
4
6
,
8
6
8
$
2
,
3
4
6
,
8
6
8
As
s
e
s
s
e
d
V
a
l
u
e
29
.
0
%
of
a
p
p
r
a
i
s
e
d
v
a
l
u
e
$0
$
0
$
4
5
8
,
0
1
9
$
4
5
8
,
0
1
9
$
4
7
6
,
5
2
3
$
4
7
6
,
5
2
3
$
4
9
5
,
7
7
4
$
4
9
5
,
7
7
4
$
5
1
5
,
8
0
4
$
5
1
5
,
8
0
4
$
5
3
6
,
6
4
2
$
5
3
6
,
6
4
2
$
5
5
8
,
3
2
2
$
5
5
8
,
3
2
2
$
5
8
0
,
8
7
9
$
5
8
0
,
8
7
9
$
6
0
4
,
3
4
6
$
6
0
4
,
3
4
6
$
6
2
8
,
7
6
2
$
6
2
8
,
7
6
2
$
6
5
4
,
1
6
4
$
6
5
4
,
1
6
4
$
6
8
0
,
5
9
2
To
t
a
l
M
i
l
l
L
e
v
y
93
.
5
4
5
0
pe
r
$
1
,
0
0
0
o
f
A
V
$0
$
0
$
4
2
,
8
4
5
$
4
2
,
8
4
5
$
4
4
,
5
7
6
$
4
4
,
5
7
6
$
4
6
,
3
7
7
$
4
6
,
3
7
7
$
4
8
,
2
5
1
$
4
8
,
2
5
1
$
5
0
,
2
0
0
$
5
0
,
2
0
0
$
5
2
,
2
2
8
$
5
2
,
2
2
8
$
5
4
,
3
3
8
$
5
4
,
3
3
8
$
5
6
,
5
3
4
$
5
6
,
5
3
4
$
5
8
,
8
1
8
$
5
8
,
8
1
8
$
6
1
,
1
9
4
$
6
1
,
1
9
4
$
6
3
,
6
6
6
Cit
y
M
i
l
l
L
e
v
y
1.
8
3
0
0
pe
r
$
1
,
0
0
0
o
f
A
V
$0
$
0
$
8
3
8
$
8
3
8
$
8
7
2
$
8
7
2
$
9
0
7
$
9
0
7
$
9
4
4
$
9
4
4
$
9
8
2
$
9
8
2
$
1
,
0
2
2
$
1
,
0
2
2
$
1
,
0
6
3
$
1
,
0
6
3
$
1
,
1
0
6
$
1
,
1
0
6
$
1
,
1
5
1
$
1
,
1
5
1
$
1
,
1
9
7
$
1
,
1
9
7
$
1
,
2
4
5
To
t
a
l
P
r
o
p
e
r
t
y
T
a
x
$1
,
0
9
4
,
3
8
8
ov
e
r
2
5
y
e
a
r
s
Ci
t
y
P
r
o
p
e
r
t
y
T
a
x
$2
1
,
4
0
9
ov
e
r
2
5
y
e
a
r
s
PO
T
E
N
T
I
A
L
P
R
O
J
E
C
T
C
O
N
T
R
I
B
U
T
I
O
N
Op
t
i
o
n
A
Pr
o
p
e
r
t
y
T
a
x
93
.
5
4
5
0
$0
$
0
$
4
2
,
8
4
5
$
4
2
,
8
4
5
$
4
4
,
5
7
6
$
4
4
,
5
7
6
$
4
6
,
3
7
7
$
4
6
,
3
7
7
$
4
8
,
2
5
1
$
4
8
,
2
5
1
$
5
0
,
2
0
0
$
5
0
,
2
0
0
$
5
2
,
2
2
8
$
5
2
,
2
2
8
$
5
4
,
3
3
8
$
5
4
,
3
3
8
$
5
6
,
5
3
4
$
5
6
,
5
3
4
$
5
8
,
8
1
8
$
5
8
,
8
1
8
$
6
1
,
1
9
4
$
6
1
,
1
9
4
$
6
3
,
6
6
6
25
%
o
f
C
i
t
y
S
a
l
e
s
T
a
x
25
%
$6
,
2
5
0
$3
7
,
5
0
0
$3
8
,
2
5
0
$3
9
,
0
1
5
$3
9
,
7
9
5
$4
0
,
5
9
1
$4
1
,
4
0
3
$4
2
,
2
3
1
$4
3
,
0
7
6
$4
3
,
9
3
7
$4
4
,
8
1
6
$4
5
,
7
1
2
$4
6
,
6
2
7
$47,559 $48,510 $49,480 $50,470 $51,479 $52,509 $53,559 $54,630 $55,723 $56,837
Su
b
t
o
t
a
l
$6
,
2
5
0
$
3
7
,
5
0
0
$
8
1
,
0
9
5
$
8
1
,
8
6
0
$
8
4
,
3
7
2
$
8
5
,
1
6
8
$
8
7
,
7
8
0
$
8
8
,
6
0
8
$
9
1
,
3
2
7
$
9
2
,
1
8
8
$
9
5
,
0
1
6
$
9
5
,
9
1
2
$
9
8
,
8
5
5
$
9
9
,
7
8
7
$
1
0
2
,
8
4
9
$
1
0
3
,
8
1
9
$
1
0
7
,
0
0
4
$
1
0
8
,
0
1
3
$
1
1
1
,
3
2
7
$
1
1
2
,
3
7
7
$
1
1
5
,
8
2
4
$
1
1
6
,
9
1
7
$
1
2
0
,
5
0
3
Op
t
i
o
n
B
Pr
o
p
e
r
t
y
T
a
x
93
.
5
4
5
0
$0
$
0
$
4
2
,
8
4
5
$
4
2
,
8
4
5
$
4
4
,
5
7
6
$
4
4
,
5
7
6
$
4
6
,
3
7
7
$
4
6
,
3
7
7
$
4
8
,
2
5
1
$
4
8
,
2
5
1
$
5
0
,
2
0
0
$
5
0
,
2
0
0
$
5
2
,
2
2
8
$
5
2
,
2
2
8
$
5
4
,
3
3
8
$
5
4
,
3
3
8
$
5
6
,
5
3
4
$
5
6
,
5
3
4
$
5
8
,
8
1
8
$
5
8
,
8
1
8
$
6
1
,
1
9
4
$
6
1
,
1
9
4
$
6
3
,
6
6
6
50
%
o
f
C
i
t
y
S
a
l
e
s
T
a
x
50
%
$1
2
,
5
0
0
$7
5
,
0
0
0
$7
6
,
5
0
0
$7
8
,
0
3
0
$7
9
,
5
9
1
$8
1
,
1
8
2
$8
2
,
8
0
6
$8
4
,
4
6
2
$8
6
,
1
5
1
$8
7
,
8
7
4
$8
9
,
6
3
2
$9
1
,
4
2
5
$9
3
,
2
5
3
$95,118 $97,020 $98,961 $100,940 $102,959 $105,018 $107,118 $109,261 $111,446 $113,675
Su
b
t
o
t
a
l
$1
2
,
5
0
0
$
7
5
,
0
0
0
$
1
1
9
,
3
4
5
$
1
2
0
,
8
7
5
$
1
2
4
,
1
6
7
$
1
2
5
,
7
5
9
$
1
2
9
,
1
8
3
$
1
3
0
,
8
3
9
$
1
3
4
,
4
0
2
$
1
3
6
,
1
2
5
$
1
3
9
,
8
3
2
$
1
4
1
,
6
2
5
$
1
4
5
,
4
8
1
$
1
4
7
,
3
4
6
$
1
5
1
,
3
5
9
$
1
5
3
,
2
9
9
$
1
5
7
,
4
7
4
$
1
5
9
,
4
9
2
$
1
6
3
,
8
3
6
$
1
6
5
,
9
3
6
$
1
7
0
,
4
5
5
$
1
7
2
,
6
4
0
$
1
7
7
,
3
4
1
Op
t
i
o
n
C
Pr
o
p
e
r
t
y
T
a
x
93
.
5
4
5
0
$0
$
0
$
4
2
,
8
4
5
$
4
2
,
8
4
5
$
4
4
,
5
7
6
$
4
4
,
5
7
6
$
4
6
,
3
7
7
$
4
6
,
3
7
7
$
4
8
,
2
5
1
$
4
8
,
2
5
1
$
5
0
,
2
0
0
$
5
0
,
2
0
0
$
5
2
,
2
2
8
$
5
2
,
2
2
8
$
5
4
,
3
3
8
$
5
4
,
3
3
8
$
5
6
,
5
3
4
$
5
6
,
5
3
4
$
5
8
,
8
1
8
$
5
8
,
8
1
8
$
6
1
,
1
9
4
$
6
1
,
1
9
4
$
6
3
,
6
6
6
75
%
o
f
C
i
t
y
S
a
l
e
s
T
a
x
75
%
$1
8
,
7
5
0
$1
1
2
,
5
0
0
$1
1
4
,
7
5
0
$1
1
7
,
0
4
5
$1
1
9
,
3
8
6
$1
2
1
,
7
7
4
$1
2
4
,
2
0
9
$1
2
6
,
6
9
3
$1
2
9
,
2
2
7
$1
3
1
,
8
1
2
$1
3
4
,
4
4
8
$1
3
7
,
1
3
7
$1
3
9
,
8
8
0
$142,677 $145,531 $148,441 $151,410 $154,438 $157,527 $160,678 $163,891 $167,169 $170,512
Su
b
t
o
t
a
l
$1
8
,
7
5
0
$
1
1
2
,
5
0
0
$
1
5
7
,
5
9
5
$
1
5
9
,
8
9
0
$
1
6
3
,
9
6
2
$
1
6
6
,
3
5
0
$
1
7
0
,
5
8
6
$
1
7
3
,
0
7
0
$
1
7
7
,
4
7
8
$
1
8
0
,
0
6
3
$
1
8
4
,
6
4
8
$
1
8
7
,
3
3
7
$
1
9
2
,
1
0
8
$
1
9
4
,
9
0
5
$
1
9
9
,
8
6
9
$
2
0
2
,
7
8
0
$
2
0
7
,
9
4
4
$
2
1
0
,
9
7
2
$
2
1
6
,
3
4
5
$
2
1
9
,
4
9
5
$
2
2
5
,
0
8
5
$
2
2
8
,
3
6
3
$
2
3
4
,
1
7
8
Op
t
i
o
n
D
Pr
o
p
e
r
t
y
T
a
x
93
.
5
4
5
0
$0
$
0
$
4
2
,
8
4
5
$
4
2
,
8
4
5
$
4
4
,
5
7
6
$
4
4
,
5
7
6
$
4
6
,
3
7
7
$
4
6
,
3
7
7
$
4
8
,
2
5
1
$
4
8
,
2
5
1
$
5
0
,
2
0
0
$
5
0
,
2
0
0
$
5
2
,
2
2
8
$
5
2
,
2
2
8
$
5
4
,
3
3
8
$
5
4
,
3
3
8
$
5
6
,
5
3
4
$
5
6
,
5
3
4
$
5
8
,
8
1
8
$
5
8
,
8
1
8
$
6
1
,
1
9
4
$
6
1
,
1
9
4
$
6
3
,
6
6
6
10
0
%
o
f
C
i
t
y
S
a
l
e
s
T
a
x
10
0
%
$2
5
,
0
0
0
$1
5
0
,
0
0
0
$1
5
3
,
0
0
0
$1
5
6
,
0
6
0
$1
5
9
,
1
8
1
$1
6
2
,
3
6
5
$1
6
5
,
6
1
2
$1
6
8
,
9
2
4
$1
7
2
,
3
0
3
$1
7
5
,
7
4
9
$1
7
9
,
2
6
4
$1
8
2
,
8
4
9
$1
8
6
,
5
0
6
$190,236 $194,041 $197,922 $201,880 $205,918 $210,036 $214,237 $218,522 $222,892 $227,350
Su
b
t
o
t
a
l
$2
5
,
0
0
0
$
1
5
0
,
0
0
0
$
1
9
5
,
8
4
5
$
1
9
8
,
9
0
5
$
2
0
3
,
7
5
8
$
2
0
6
,
9
4
1
$
2
1
1
,
9
8
9
$
2
1
5
,
3
0
2
$
2
2
0
,
5
5
4
$
2
2
4
,
0
0
0
$
2
2
9
,
4
6
4
$
2
3
3
,
0
4
9
$
2
3
8
,
7
3
4
$
2
4
2
,
4
6
5
$
2
4
8
,
3
7
9
$
2
5
2
,
2
6
0
$
2
5
8
,
4
1
4
$
2
6
2
,
4
5
1
$
2
6
8
,
8
5
4
$
2
7
3
,
0
5
4
$
2
7
9
,
7
1
5
$
2
8
4
,
0
8
6
$
2
9
1
,
0
1
6
PO
T
E
N
T
I
A
L
P
R
O
J
E
C
T
C
O
N
T
R
I
B
T
U
T
I
O
N
(
C
U
M
U
L
A
T
I
V
E
)
Op
t
i
o
n
A
Pr
o
p
e
r
t
y
T
a
x
93
.
5
4
5
0
$0
$
0
$
4
2
,
8
4
5
$
8
5
,
6
9
1
$
1
3
0
,
2
6
7
$
1
7
4
,
8
4
3
$
2
2
1
,
2
2
1
$
2
6
7
,
5
9
8
$
3
1
5
,
8
4
9
$
3
6
4
,
0
9
9
$
4
1
4
,
3
0
0
$
4
6
4
,
5
0
0
$
5
1
6
,
7
2
8
$
5
6
8
,
9
5
6
$
6
2
3
,
2
9
5
$
6
7
7
,
6
3
3
$
7
3
4
,
1
6
6
$
7
9
0
,
7
0
0
$
8
4
9
,
5
1
7
$
9
0
8
,
3
3
5
$
9
6
9
,
5
2
9
$
1
,
0
3
0
,
7
2
2
$
1
,
0
9
4
,
3
8
8
25
%
o
f
C
i
t
y
S
a
l
e
s
T
a
x
25
%
$6
,
2
5
0
$4
3
,
7
5
0
$8
2
,
0
0
0
$1
2
1
,
0
1
5
$1
6
0
,
8
1
0
$2
0
1
,
4
0
2
$2
4
2
,
8
0
5
$2
8
5
,
0
3
6
$3
2
8
,
1
1
1
$3
7
2
,
0
4
9
$4
1
6
,
8
6
5
$4
6
2
,
5
7
7
$5
0
9
,
2
0
3
$556,762 $605,273 $654,753 $705,223 $756,703 $809,212 $862,771 $917,401 $973,124 $1,029,962
Su
b
t
o
t
a
l
$6
,
2
5
0
$
4
3
,
7
5
0
$
1
2
4
,
8
4
5
$
2
0
6
,
7
0
6
$
2
9
1
,
0
7
7
$
3
7
6
,
2
4
5
$
4
6
4
,
0
2
5
$
5
5
2
,
6
3
3
$
6
4
3
,
9
6
0
$
7
3
6
,
1
4
8
$
8
3
1
,
1
6
4
$
9
2
7
,
0
7
7
$
1
,
0
2
5
,
9
3
1
$
1
,
1
2
5
,
7
1
9
$
1
,
2
2
8
,
5
6
7
$
1
,
3
3
2
,
3
8
6
$
1
,
4
3
9
,
3
9
0
$
1
,
5
4
7
,
4
0
3
$
1
,
6
5
8
,
7
2
9
$
1
,
7
7
1
,
1
0
6
$
1
,
8
8
6
,
9
3
0
$
2
,
0
0
3
,
8
4
7
$
2
,
1
2
4
,
3
5
0
Op
t
i
o
n
B
Pr
o
p
e
r
t
y
T
a
x
93
.
5
4
5
0
$0
$
0
$
4
2
,
8
4
5
$
8
5
,
6
9
1
$
1
3
0
,
2
6
7
$
1
7
4
,
8
4
3
$
2
2
1
,
2
2
1
$
2
6
7
,
5
9
8
$
3
1
5
,
8
4
9
$
3
6
4
,
0
9
9
$
4
1
4
,
3
0
0
$
4
6
4
,
5
0
0
$
5
1
6
,
7
2
8
$
5
6
8
,
9
5
6
$
6
2
3
,
2
9
5
$
6
7
7
,
6
3
3
$
7
3
4
,
1
6
6
$
7
9
0
,
7
0
0
$
8
4
9
,
5
1
7
$
9
0
8
,
3
3
5
$
9
6
9
,
5
2
9
$
1
,
0
3
0
,
7
2
2
$
1
,
0
9
4
,
3
8
8
50
%
o
f
C
i
t
y
S
a
l
e
s
T
a
x
50
%
$1
2
,
5
0
0
$8
7
,
5
0
0
$1
6
4
,
0
0
0
$2
4
2
,
0
3
0
$3
2
1
,
6
2
1
$4
0
2
,
8
0
3
$4
8
5
,
6
0
9
$5
7
0
,
0
7
1
$6
5
6
,
2
2
3
$7
4
4
,
0
9
7
$8
3
3
,
7
2
9
$9
2
5
,
1
5
4
$1
,
0
1
8
,
4
0
7
$1,113,525 $1,210,545 $1,309,506 $1,410,446 $1,513,405 $1,618,423 $1,725,542 $1,834,803 $1,946,249 $2,059,924
Su
b
t
o
t
a
l
$1
2
,
5
0
0
$
8
7
,
5
0
0
$
2
0
6
,
8
4
5
$
3
2
7
,
7
2
1
$
4
5
1
,
8
8
8
$
5
7
7
,
6
4
6
$
7
0
6
,
8
3
0
$
8
3
7
,
6
6
9
$
9
7
2
,
0
7
1
$
1
,
1
0
8
,
1
9
7
$
1
,
2
4
8
,
0
2
9
$
1
,
3
8
9
,
6
5
3
$
1
,
5
3
5
,
1
3
5
$
1
,
6
8
2
,
4
8
1
$
1
,
8
3
3
,
8
4
0
$
1
,
9
8
7
,
1
3
9
$
2
,
1
4
4
,
6
1
3
$
2
,
3
0
4
,
1
0
5
$
2
,
4
6
7
,
9
4
1
$
2
,
6
3
3
,
8
7
7
$
2
,
8
0
4
,
3
3
1
$
2
,
9
7
6
,
9
7
1
$
3
,
1
5
4
,
3
1
2
Op
t
i
o
n
C
Pr
o
p
e
r
t
y
T
a
x
93
.
5
4
5
0
$0
$
0
$
4
2
,
8
4
5
$
8
5
,
6
9
1
$
1
3
0
,
2
6
7
$
1
7
4
,
8
4
3
$
2
2
1
,
2
2
1
$
2
6
7
,
5
9
8
$
3
1
5
,
8
4
9
$
3
6
4
,
0
9
9
$
4
1
4
,
3
0
0
$
4
6
4
,
5
0
0
$
5
1
6
,
7
2
8
$
5
6
8
,
9
5
6
$
6
2
3
,
2
9
5
$
6
7
7
,
6
3
3
$
7
3
4
,
1
6
6
$
7
9
0
,
7
0
0
$
8
4
9
,
5
1
7
$
9
0
8
,
3
3
5
$
9
6
9
,
5
2
9
$
1
,
0
3
0
,
7
2
2
$
1
,
0
9
4
,
3
8
8
75
%
o
f
C
i
t
y
S
a
l
e
s
T
a
x
75
%
$1
8
,
7
5
0
$1
3
1
,
2
5
0
$2
4
6
,
0
0
0
$3
6
3
,
0
4
5
$4
8
2
,
4
3
1
$6
0
4
,
2
0
5
$7
2
8
,
4
1
4
$8
5
5
,
1
0
7
$9
8
4
,
3
3
4
$1
,
1
1
6
,
1
4
6
$1
,
2
5
0
,
5
9
4
$1
,
3
8
7
,
7
3
0
$1
,
5
2
7
,
6
1
0
$1,670,287 $1,815,818 $1,964,259 $2,115,670 $2,270,108 $2,427,635 $2,588,313 $2,752,204 $2,919,373 $3,089,886
Su
b
t
o
t
a
l
$1
8
,
7
5
0
$
1
3
1
,
2
5
0
$
2
8
8
,
8
4
5
$
4
4
8
,
7
3
6
$
6
1
2
,
6
9
8
$
7
7
9
,
0
4
8
$
9
4
9
,
6
3
4
$
1
,
1
2
2
,
7
0
5
$
1
,
3
0
0
,
1
8
3
$
1
,
4
8
0
,
2
4
5
$
1
,
6
6
4
,
8
9
3
$
1
,
8
5
2
,
2
3
0
$
2
,
0
4
4
,
3
3
8
$
2
,
2
3
9
,
2
4
4
$
2
,
4
3
9
,
1
1
3
$
2
,
6
4
1
,
8
9
2
$
2
,
8
4
9
,
8
3
6
$
3
,
0
6
0
,
8
0
8
$
3
,
2
7
7
,
1
5
3
$
3
,
4
9
6
,
6
4
8
$
3
,
7
2
1
,
7
3
3
$
3
,
9
5
0
,
0
9
6
$
4
,
1
8
4
,
2
7
4
Op
t
i
o
n
D
Pr
o
p
e
r
t
y
T
a
x
93
.
5
4
5
0
$0
$
0
$
4
2
,
8
4
5
$
8
5
,
6
9
1
$
1
3
0
,
2
6
7
$
1
7
4
,
8
4
3
$
2
2
1
,
2
2
1
$
2
6
7
,
5
9
8
$
3
1
5
,
8
4
9
$
3
6
4
,
0
9
9
$
4
1
4
,
3
0
0
$
4
6
4
,
5
0
0
$
5
1
6
,
7
2
8
$
5
6
8
,
9
5
6
$
6
2
3
,
2
9
5
$
6
7
7
,
6
3
3
$
7
3
4
,
1
6
6
$
7
9
0
,
7
0
0
$
8
4
9
,
5
1
7
$
9
0
8
,
3
3
5
$
9
6
9
,
5
2
9
$
1
,
0
3
0
,
7
2
2
$
1
,
0
9
4
,
3
8
8
10
0
%
o
f
C
i
t
y
S
a
l
e
s
T
a
x
10
0
%
$2
5
,
0
0
0
$1
7
5
,
0
0
0
$3
2
8
,
0
0
0
$4
8
4
,
0
6
0
$6
4
3
,
2
4
1
$8
0
5
,
6
0
6
$9
7
1
,
2
1
8
$1
,
1
4
0
,
1
4
3
$1
,
3
1
2
,
4
4
5
$1
,
4
8
8
,
1
9
4
$1
,
6
6
7
,
4
5
8
$1
,
8
5
0
,
3
0
7
$2
,
0
3
6
,
8
1
3
$2,227,050 $2,421,091 $2,619,013 $2,820,893 $3,026,811 $3,236,847 $3,451,084 $3,669,605 $3,892,498 $4,119,848
Su
b
t
o
t
a
l
$2
5
,
0
0
0
$
1
7
5
,
0
0
0
$
3
7
0
,
8
4
5
$
5
6
9
,
7
5
1
$
7
7
3
,
5
0
8
$
9
8
0
,
4
4
9
$
1
,
1
9
2
,
4
3
9
$
1
,
4
0
7
,
7
4
0
$
1
,
6
2
8
,
2
9
4
$
1
,
8
5
2
,
2
9
4
$
2
,
0
8
1
,
7
5
8
$
2
,
3
1
4
,
8
0
7
$
2
,
5
5
3
,
5
4
2
$
2
,
7
9
6
,
0
0
6
$
3
,
0
4
4
,
3
8
5
$
3
,
2
9
6
,
6
4
5
$
3
,
5
5
5
,
0
5
9
$
3
,
8
1
7
,
5
1
1
$
4
,
0
8
6
,
3
6
4
$
4
,
3
5
9
,
4
1
9
$
4
,
6
3
9
,
1
3
4
$
4
,
9
2
3
,
2
2
0
$
5
,
2
1
4
,
2
3
6
So
u
r
c
e
:
E
c
o
n
o
m
i
c
&
P
l
a
n
n
i
n
g
S
y
s
t
e
m
s
\\E
P
S
D
C
0
2
\
P
r
o
j
\
1
6
3
1
0
5
-
W
h
e
a
t
R
i
d
g
e
H
a
c
i
e
n
d
a
P
3
R
e
v
i
e
w
\
M
o
d
e
l
s
\
[
1
6
3
1
0
5
-
H
a
c
i
e
n
d
a
P
r
o
f
o
r
m
a
-
2
-
1
6
-
2
0
1
7
.
x
l
s
m
]
T
a
x
R
e
v
e
n
u
e
5
o
f
5
Memorandum
TO: Mayor and City Council THROUGH: Patrick Goff, City Manager
FROM: Heather Geyer, Administrative Services Director DATE: May 2, 2017 (for May 15th Study Session)
SUBJECT: Homelessness Initiatives Update
At the May 15th Study Session, Linda Barringer with Family Tree Homelessness Services/Heading Home will present on Heading Home’s efforts to date. Linda will speak specifically to the background and goals of Heading Home as well as the Point in Time (PIT) survey in Jefferson County. Additionally, updates will be provided by Joyce Manwaring,
Director of Parks and Recreation and Chief Dan Brennan, Police Department. Heading Home Heading Home is a subcommittee of the Jefferson County Child and Youth Leadership Commission (CYLC). The mission of the group is “to establish a collaborative leadership that
promotes accountable, efficient, cost-effective and coordinated systems in an effort to increase the health and well-being of children, youth and families in Jefferson County. The CYLC website can be found at https://www.jeffersoncountycylc.com/ Heading Home’s website can be found at http://www.headinghomejeffco.com/about_us
CYLC charged Heading Home with developing a plan to address and end homelessness in Jefferson County. Attachment 1 includes a copy of the April 18, 2013 Heading Home “A Plan to End Homelessness in Jefferson County.” The plan is built on the following principles:
• To end homelessness in Jefferson County, we must first prevent it by utilizing
intervention with services and financial support. Emergency shelter must be available to
assist people experiencing a temporary housing crisis.
• Affordable housing must be developed to meet the needs of households at all income
levels.
• System changes must occur to eliminate policies that are ineffective and hinder the
stability of people in need.
• Services that enhance and support the independence of people must be readily available
and coordinated.
Homelessness Initiatives Update
May 2, 2017
Page 2
The plan outlines seven goals and designates working groups composed of elected officials and
community leaders. Each working group has a chair. Linda Barringer is working on an update to
this plan and will share the efforts of the working groups at the study session.
Heading Home hosted their second summit on January 18, 2017. Councilmembers Monica
Duran, Larry Mathews, and Zach Urban attended. Staff members in attendance included City
Manager Patrick Goff, Police Chief Dan Brennan, Division Chief Jim Lorentz, and Senior Planner Lauren Mikulak. Point-In-Time Survey The Metropolitan Denver Homeless Initiative (MDHI) collaborates with multiple agencies and
volunteers to conduct the annual national Point-in-Time (PIT) survey. The survey is a count of the number of homeless individuals on one day of the year providing a “snapshot” of the individuals and families experiencing homelessness in our communities. The US Department of Housing and Urban Development (HUD) for every region in the country requires the PIT. The
2017 PIT is not yet available. The PIT took place on January 30, 2017 and the Wheat Ridge
Police Department was instrumental in the count that took place in the city. The purpose of the survey*:
• Educate citizens about the presence of homelessness within their communities
• Identify trends and service needs of those experiencing homelessness in the region (i.e. gaps in providing services, be they housing or geographical)
• Funnel resources to services and programs serving the population of persons
experiencing homelessness
• Help the Metro Denver Homeless Initiative remain competitive for grant funding from Housing and Urban Development
• Gather data on subpopulations such as veterans, those experiencing chronic
homelessness, and … PIT survey provides communities with a count of the number of persons in metropolitan Denver who are identified as lacking a permanent place to live during a week. Individuals included in the
PIT survey are:
• Sheltered*: “An individual or family living in a supervised, publicly or privately operated shelter designated to provide temporary living arrangements (including congregate shelters, transitional housing, and hotels and motels paid for by charitable organizations
or by federal, state, or local government programs for low-income individuals),” on the night of Jan. 30th, 2017.
• Unsheltered*: “An individual or family with a primary nighttime residence that is a
public or private place not designed for, or ordinarily used, as a regular sleeping
accommodation for human beings, including a car, park, abandoned building, bus or train station, airport, or camping ground” on the night of Jan. 30th, 2017. *Source: MDHI
Homelessness Initiatives Update
May 2, 2017
Page 3 The 2017 PIT will serve as the baseline year for including youth data. According to MDHI, in the federal strategic plan to end homelessness, “Opening Doors,” the federal government set a
goal of ending youth homelessness by 2020. The addition of counting youth is important because
youth are generally under-counted and under-represented in the PIT. The under-representation can be a contributing factor to the lack of resources available. The hope is to build relationships and leverage partnerships to provide resources to youth in need.
2016 PIT Jefferson County Results
At the January 18th Summit, Linda Barringer shared considerable data from the 2016 PIT Survey. Included below are many of the data points she shared:
• During the week of January 25, 2016, there were 439 people who were experiencing
homelessness in Jefferson County.
• The following is a breakdown of where the 439 homeless people counted stayed: o 223 were in transitional housing o 110 were in emergency shelters o 84 were on the street
o 22 were in domestic violence shelters
• 57 households (25%) were newly homeless households
• 50 respondents were experiencing chronic homelessness
• 14 respondents were veterans
• 21 were unaccompanied youth
• Abuse or violence in the home (13%) was reported as the reason for homelessness
• 40% of the households experiencing homelessness reported working in the last 30 days
• 8.9% of people are below poverty level
• 12.1% of children are below the poverty level
• 34% of school children qualify for free or reduced lunch City Updates Staff updates are included in Attachments 2 and 3.
Regional Efforts Considerable discussion is taking place within Jefferson County among elected officials and staff. A North Jefferson County Regional Government Summit was held on October 7, 2016 and attended by elected officials and staff. There were nine topics discussed and homelessness was
rated the third highest topic for regional discussion. A copy of the summit notes is included in
Attachment 4. In an effort to raise awareness of the homelessness issue in Jefferson County, the Wheat Ridge Transcript ran a series of articles in April. These articles are included as Attachment 5.
Staff is in the process of evaluating ways to raise awareness using City communication tools such as the City website, Wheat Ridge Top of the Hour and other opportunities.
Homelessness Initiatives Update
May 2, 2017
Page 4 ATTACHMENTS: 1. Heading Home: A Plan to End Homelessness in Jefferson County
2. Memorandum from Police Chief Dan Brennan
3. Memorandum from Joyce Manwaring, Director of Parks and Recreation 4. North Jefferson County Regional Government Summit 5. Wheat Ridge Transcript Articles on Homelessness
1
April 18th, 2013
A Plan to End
Homelessness in
Attachment 1
2
Executive Summary
Our Challenge
Homelessness only ends when people are in permanent housing that they can afford.
Anything else is just making homelessness a little more comfortable.
~ Tanya Tull
History
A Jefferson County networking group that had been meeting for years to share
resources decided, in 2006 to change focus and work toward ending homelessness in
Jefferson County. Initial steps to the development of a plan to address homelessness
were created and committees were formed. This group is now known as Heading Home:
Jeffco Community Steps to Housing and is comprised of non-profit and government
agencies, faith based community members, law enforcement, school district personnel,
city/county representatives, private citizens (including persons who have experienced
homelessness).
As the group charged with the development and writing of The Plan to End
Homelessness in Jefferson County (here after called The Plan), in June 2010, The
Leadership Committee of Heading Home was given the endorsement of the Jefferson
County Child and Youth Leadership Commission to write this plan. The Plan shifts our
paradigm from one that reacts to homelessness to one that prevents and ends
homelessness. The Plan identifies long-term, sustainable strategies to utilize the
existing system of resources and services more effectively through collaboration,
implement a holistic approach to recovery and stability, and support people along the
continuum of self-sufficiency. We invite the Jefferson County Community to join this
partnership in ending homelessness and commit to addressing the social conditions
which create homelessness.
Why is a plan important?
The National Alliance to End Homelessness and the US Interagency Council on
Homelessness has advocated for local communities to develop ten year plans to end
homelessness. Other communities have seen significant savings in the areas of public
systems, (including: reduced use of emergency medical systems, homeless shelters,
correctional facilities, and acute psychiatric services), enhancement of the quality of life
for both the housed and the homeless, an increase in supported housing retention rates
when a formalized, shared plan to address homeless has been established. This plan
follows suit with the redevelopment and revitalization approach that is being
implemented throughout the cities of our county.
The number of homeless people in Colorado more than tripled between 1988 and 2006 with most being families with children (National Alliance to End Homelessness, 2006).
3
The situation in Jefferson County
Although Jefferson County is the “Gateway to the Colorado
Rockies,” home of beautiful mountain vistas, elk and buffalo
herds, it does present some challenges. Jefferson County is
one of the largest counties in Colorado, with over 550,000
residents. The entire geographic area of Jefferson County is
773 square miles. 75.8% of Jefferson County is considered
“non-urban” and 24.2% is considered “urban.” Thus the
county presents some unique challenges with small
mountain communities and larger metro-area
municipalities, all with its share of homeless. Challenges
include public transportation, affordable housing and jobs
paying a living wage.
It has the largest school district with approximately 85,000
students, of which 2,812 were counted as homeless the
2011/2012 school year (Colorado Department of
Education). It also has one of the largest homeless
populations in metro Denver.
According to the 2012 Point in Time count:
1435 people were counted as homeless in Jefferson County,
72% of those households were families with children,
41% of these households were employed, and
Over 50% reported being homeless for the first time.
“It’s just a sign of the times,” says Lynnae Flora,
Community Assistance Director for Jefferson County
Human Services. “People used to be living pay check to pay
check. Well, they’re not anymore, because there isn’t any
pay check.”
HUD Secretary Shaun Donovan,
HHS Secretary Kathleen
Sebelius, VA Secretary Eric K.
Shinseki, and Labor Secretary
Hilda Solis declared the vision
of The Plan to be centered on
the belief that “no one should
experience homelessness—no
one should be without a safe,
stable place to call home.”
The themes of the federal
strategic plan are:
Increase leadership,
collaboration, and civic
engagement
Increase access to stable and
affordable housing
Increase economic security
Improve health and stability
Retool the homeless crisis
response system
Colorado ranks 4th in the U.S. for the number of children living in rent-burdened households and 15th in the nation for the worst rate of child homelessness (The National Center on Family Homelessness, State Report Card on Child Homelessness, 2008).
4
Principles
This plan is built on the following principles:
To end homelessness in Jefferson County we must first prevent it utilizing
intervention with services and financial support. Emergency shelter must also be
available to assist people experiencing a temporary housing crisis.
Affordable housing must be developed to meet the needs of households at all
income levels.
Systems change must occur to eliminate policies that are ineffective and hinder
the stability of people in need.
Services that enhance and support the independence of people are readily
available and coordinated.
Goals at a Glance
Goal #1
Prevent individuals and families from becoming homeless
No efforts at ending homelessness will be successful until the flow of people becoming
homeless is stopped. The central challenge of prevention is targeting our efforts toward
those who will become homeless without an intervention. The most economically
efficient and humane way to end homelessness is to prevent its happening in the first
place. Affordable housing that meets the needs of all income levels is the ultimate
prevention tactic. Until enough affordable housing is available other strategies are
critical to “closing the front door,” or eliminating the possibility of youth, adults and
families who may fall into homelessness. This plan seeks to increase housing stability
for youth, individuals and families at risk of homelessness by working collaboratively
and supporting and expanding programs that provide short-term rental assistance,
utility assistance, eviction prevention services and other supportive services. This plan
will work to increase the economic security of low-income people by improving access
to mainstream benefits (TANF, Medicaid, SSI) and job readiness services, as well as
develop new systems to improve and better track the efficiency of the program and the
dollars spent. Lastly, this plan will work to improve prevention services including case
management, and working with the schools and landlords.
The cost of being homeless can be quite high. Because homeless people have no regular
place to stay, people who are homeless use a variety of public systems in an inefficient and
costly way. It often seems that placing homeless people in shelters, while not the most
desirable course is at least the most inexpensive way of meeting basic needs this is
deceptive. While emergency shelter care is sometimes necessary for short-terms crisis, it
is a costly alternative to permanent housing. The cost of an emergency shelter bed funded
by HUD’s Emergency Shelter Grants program is approximately $8,067, which is more than
the average annual cost of a federal housing subsidy (National Alliance to End
Homelessness, 2006).
5
Goal #2
Provide temporary shelter, alternative housing and supportive
services for those who are temporarily homeless until permanent
housing is available
The temporarily homeless are those who experience an acute homeless episode or have
intermittent periods in which they need housing assistance and/or supportive services.
With support, these individuals and families are often able to move back quickly to a
stable and self-supported living arrangement. Given the critical nature of their need, the
temporarily homeless may also need short-term shelter services. This goal also focuses
on the strategic management of shelter beds along with the development of overflow
resources to ensure that emergency shelter services are available when they are most
needed, including during severe weather.
When immediate permanent housing is not available, a need for interim housing
options is essential. An increase in the number of interim housing beds is needed for
individuals and families and could include the utilization of hotels and/or motels,
particularly for homeless families. Additionally, interim housing should include
comprehensive case management and supportive services.
Goal #3
Provide permanent housing with supportive services to meet the
long-term needs of homeless individuals
This plan seeks to move homeless individuals and families into permanent supportive
housing as quickly as possible. Permanent housing is a critical component to ensure
stability and ready access to services, transportation, employment and education. The
supportive component seeks to better align services with housing, currently two
functions that are often separate. Aligning services with housing will not recreate
existing services furthering the strain on resources but rather partner them together
more efficiently through collaboration with faith based, nonprofit, public and business
organizations. The Jefferson County Plan has a three part strategy for impacting
homelessness which includes the provision of permanent housing, responsive wrap-
around services with case management, and effective outreach that is aimed at helping
to identify and connect these individuals with needed services and housing.
6
Goal #4
Increase Economic Opportunities for Homeless People
Caught in the cycle of poverty, Jefferson County’s unemployed and underemployed
homeless citizens are struggling. Many have multiple barriers that make it difficult to
find or keep a job. They may be coping with past or present addictions, mental health
issues, and physical disabilities in addition to a lack of stable housing. They may also
begin their search for employment with low skill levels, low education attainment, poor
work history and for many, a criminal record. Unfortunately securing a job may not
mean the end to their homelessness. Many homeless citizens of Jefferson County are
working. According the 2012 Point in Time (PIT) survey, 41% of Jefferson County
homeless households were working. They just do not make enough money to afford
housing. We must provide job training, educational opportunities and support services
that lead to “living wage” jobs which are essential to moving families out of
homelessness.
Goal #5
Implement effective governance and staffing structure
Plans of this nature are difficult to implement and require support from a number of
people and institutions in order to be successful. Implementation of Jefferson County’s
Plan requires the development of a governance structure that will ensure the successful
implementation of the various strategic efforts outlined in the plan. This includes
coordination and oversight of plan efforts, the strategic allocation of resources, review
and refinement of plan contents, implementation of a project evaluation, and the
development of resources needed for plan activities.
Goal #6
Promote public awareness and advocacy
It is critical that the citizens of Jefferson County stay fully informed about the changing
nature of homelessness in Jefferson County as well as efforts and successes related to
the implementation of this plan. This helps to maintain public confidence in the use of
plan resources and provides avenues for greater public participation. The plan
developers recognize that they cannot fully solve the problem of homelessness on their
own and that success requires participation from a variety of sectors including
nonprofits, faith-based organizations, businesses, the larger community, and the
homeless population. The community awareness and advocacy efforts outlined in this
goal are designed to galvanize relevant sectors in Jefferson County to ensure the plan
receives ongoing community support. It is the intent of this plan to create ongoing
community support through public engagement with creative and innovative new
partnerships.
7
Goal #7
Develop systems to support efficient and effective plan
implementation
The plan will build upon past planning efforts, as well as new partnerships, to
significantly decrease homelessness in Jefferson County and all encompassing cities.
Implementation of this plan will require the creation of new strategies focusing on a
holistic approach to address the needs of the whole individual as well as the family.
Addressing homelessness in Jefferson County will require support from human service
agencies, county and city officials, faith-based organizations, the business community,
and private citizens. There is much that can be done through existing resources and
collaboration by enacting improvements in their efficiency, effectiveness, and
coordination. Improvement will be accomplished through streamlining and increasing
access to public benefits, education, behavioral health system, affordable housing,
transportation, needed services and job training. Key objectives under this goal are to
support better information exchange, improve the collaborative efforts to coordinate
services, and to develop and implement a prevention and tracking model in order to
provide real opportunities for self-sufficiency among our homeless population.
Objectives and Strategies
Goal #1
Prevent people from becoming homeless
Until enough affordable housing is available other strategies are critical to “closing the
front door,” or eliminating the possibility of youth, adults and families who may fall into
homelessness. The approach to prevention is three pronged:
• Emergency financial assistance
• Service interventions
• Systems coordination
Objective 1 - Provide immediate financial interventions to avoid
eviction/foreclosure.
Strategy 1.1.1 Increase funding available in the county for emergency
rental/mortgage/utility and other financial assistance by $1.1 million* (based on
2011 PIT count, number of people who indicated they were homeless because
they could not pay their rent multiplied by the total household assistance needed
to prevent eviction under government funded programs).
8
Action step 1: Identify amount of emergency financial assistance currently
available.
Action step 2: Identify and apply for additional resources.
Strategy 1.1.2 Provide rent/mortgage/utility and other financial assistance to
prevent eviction for those at 0-50% of Area Median Income
Action step 1: Strengthen the coordination and referral process between
agencies serving those at-risk of homelessness.
Action step 2: Develop and formalize a coordinated assessment process.
Strategy 1.1.3 Improve access to all public benefits for at-risk households.
Action step 1: Work with key players in the public and private sector to
ensure there is “No Wrong Door” to gain access to benefits/ services.
Action step 2: Ensure coordinated assessment process identifies the need for
public benefits.
Action step 3: Provide community-based services sites to access public benefits.
Action step 4: Develop a working group of local service providers and public
benefits programs to work toward eliminating barriers to accessing
benefits/services for those at-risk of homelessness including victims of domestic
violence, youth aging out of foster care and individuals being released from
correctional facilities.
Action step 5: Work to eliminate the “cliff effect” where by mainstream benefits
are eliminated prior to households reaching financial stability.
Strategy 1.1.4 Research the feasibility of a One Stop Resource Center.
Action step 1: Explore each option for possible One Stop:
Kiosk-staffed or virtual, representing all services.
Co-located agencies providing services in the same location, such as Metro
Community Provider Network and Jefferson Center for Mental Health.
Children experiencing homelessness are sick 4 times more often than other children and go hungry at twice the rate of other children. By age 12, 83% have been exposed to at least one serious violent event. Nationally 75% of homeless children perform below grade level in reading, 72% perform below grade level in
spelling, and 54% perform below grade level in math (National Alliance to End
Homelessness, 2006).
9
A self-sustaining donated space that houses multiple agencies, such as a
shelter that also serves as a One Stop.
Objective 2 - Provide immediate service interventions to avoid eviction/
foreclosure.
Strategy 1.2.1 Provide necessary and comprehensive case management services
to those at-risk of homelessness.
Strategy 1.2.2 Develop landlord relationships
Action step 1: Develop effective tenant/landlord collaboration including
educational programs, mediation options including early lease termination, and
waivers for rental applications, deposits and move in fees.
Action step 2: Identify and recruit client/community minded landlords. Work
with them to accept tenants with criminal and poor credit backgrounds.
Strategy 1.2.3 Partner with school system to identify those families that are at-
risk of homelessness.
Action step 1: Coordinate services with Homeless Liaisons.
Objective 3- Increase the supply of affordable housing:
Strategy 1.3.1 Educate funders, local government (zoning) and the community
about the need for affordable housing.
Strategy 1.3.2 Work closely with developers to ensure the availability of
supportive services for clients housed in their completed projects.
Strategy 1.3.3 Seek and support additional rental housing subsidies through
federal, state, local, and private sources.
Strategy 1.3.4 Work with regional, state and local government to expand low-
cost capital for new construction and rehabilitation of affordable housing
Strategy 1.3.5 Develop a list of affordable housing stock throughout the county.
-Location, 30-50% AMI, Bedrooms, etc.
Strategy 1.3.6 Increase service-enriched housing by co-locating or connecting
services with affordable housing.
10
Goal #2
Provide temporary shelter, alternative housing, and supportive
services for those who are temporarily homeless until permanent
housing is available
This goal focuses on the provision of appropriate housing and supportive services to
temporarily homeless individuals and families with an eye toward self-sufficiency and
long-term sustainability. The county currently has in place a very limited supply of
housing options for the homeless (see table below), but these are not adequate to meet
current needs. As determined in the 2012 Point in Time, on any given night in Jefferson
County there are over 1,400 homeless individuals.
It is recognized that many temporary homeless individuals and families experience an
acute episode of homelessness due to major life events, such as a loss of job or a change
in a significant relationship. Emergency shelter services are effective in meeting these
short-term needs, but it is also critical that other, more permanent options, as well as
social and economic services, are made available to help these individuals and families
become self-sufficient.
Homeless Shelters
Agency Location Program Population Beds/Units
Family Tree Lakewood Gemini Teens 2
Family Tree Jefferson County-
Undisclosed Address
Women in
Crisis
Victims of
Domestic
Violence
30
The Action
Center
Lakewood Shelter
Program
Families,
Couples,
Individuals
22
Family Promise
of Greater
Denver
Jefferson County –
Scattered Site using
area churches
Shelter
Program
Families 15
Note: Many homeless people use motels along West Colfax Avenue as temporary shelter
in Jefferson County due to the lack of shelter beds.
Transitional Housing
Agency Location Population Beds/Units
Colorado
Homeless
Families
Arvada Families 42
Stride Scattered Sites Families 26
Transitional housing is time-limited housing provided for individuals and families
experiencing homelessness. Case management and rental subsidies are provided to
assist households to move from shelter to transitional housing to permanent housing.
11
Because of the limited funding for transitional housing and HUD’s funding focuses have
changed significantly, this plan will emphasize emergency shelter and permanent
housing.
Severe Weather Motel Voucher Program
Agency Location Program Population Beds/Units
Heading
Home
Various Non-Profit,
County Government
and Faith-Based
Partners
Severe
Weather
Voucher
Program
Single
Individuals,
Couples and
Families
Motel rooms
as available
Currently, Jefferson County relies upon congregations’ and citizens’ donations of
funding to the Severe Weather Fund through Heading Home. Community providers,
local law enforcement and other selected sites are asked to distribute the severe
weather vouchers during inclement weather. It is necessary to mobilize a more effective
and fiscally responsible plan to better utilize existing community resources to address
this community emergency.
Objective 1 - Create an Emergency Response to those who are temporarily
homeless in Jefferson County
Strategy 2.1.1 Continue to provide the existing 69 shelter beds within the 3
agencies already providing housing in the county.
Action Step 1: Assess if any of the existing shelter beds are at-risk and know the
status of each program.
Action: Step 2: Determine what future plans exist for each program (i.e.do they have
any plans to change, upcoming program development).
Strategy 2.1.2 Increase the number of emergency shelter and/or transitional
housing beds by a minimum of 50 (based on need shown in most recent PIT) in
order to meet the demand in our county.
Action Step 1: Begin exploratory discussions about a temporary day shelter
Action Step 2: Determine demographics of who is actually on the streets (this may
require additional funding for additional research).
Action Step 3: Determine through Heading Home what the priority subsets are
within the homeless population.
Action Step 4: Consider approaching faith based partnerships about opening up
emergency shelter for those who are temporarily homeless.
Objective 2 - Ensure effective use of shelter services
12
Strategy 2.2.1 Utilize data and streamline reporting methods to monitor
shelter availability county-wide.
Strategy 2.2.2 Formalize a process for agencies to utilize to share accurate and
current information regarding shelter programming, to ensure quality referrals.
Strategy 2.2.3 Shorten the length of time people have to stay in shelters.
Action 1: Develop baseline in Jefferson County to determine the average length
of time people stay in shelter currently.
Objective 3 - Severe Weather Response
Strategy 2.3.1 Continue to provide temporary motel vouchers for individuals
not otherwise sheltered on severe weather nights.
Action Step 1: Develop a school-based community project to provide voucher
recipients with food and hygiene kits.
Action Step 2: Utilize and maintain a community resource brochure to be given
out with vouchers to better connect individuals with area services.
Action Step 3: Seek out alternatives to the Severe Weather voucher system that
would utilize existing community resources more effectively.
Strategy 2.3.2 Provide case management and referrals to recipients of motel
vouchers.
Objective 4 - To Develop a Severe Weather Solution
Strategies 2.4.1 Create an Emergency Response System in Jefferson County.
Action step 1: Locate a severe weather motel in South Jefferson County.
Action step 2: Develop our Faith Based partners to provide shelter, volunteers
and participate in the Severe Weather program across the entire county.
Action step 3: Create more relationships with other motels for severe weather.
Action step 4: Combine efforts of the community, businesses and civic leaders to
partner with faith community for an emergency response.
Action step 5: Look into permanent day shelter sites.
Action step 6: Develop case manager job description.
13
Objective 5 - Enhance supportive services provided within temporary housing
and permanent housing programs
Strategy 2.5.1 Provide intensive case management, supportive emergency
services, and follow-up care to individuals as they move from immediate crisis to
self-sufficiency.
Strategy 2.5.2 Secure funding to support supportive wrap-around services.
Strategy 2.5.3 Work collaboratively to ensure that there is full knowledge and
utilization of emergency and supportive services throughout the community.
Action Step 1: Develop a formalized intake process and community partner
agreement to support the wrap-around services provided through the pilot
project of the Community Collaboration Committee.
Goal #3
Provide permanent housing with supportive services to meet the
long-term needs of homeless individuals
To effectively address permanent housing needs, Jefferson County will adopt and
support the Housing First model which places emphasis on providing homeless people
with housing quickly and then providing services as needed. By embracing the Housing
First model, the County hopes to achieve a more lasting impact on the homeless
population, leading to greater stability and a more appropriate use of County services.
This movement toward a Housing First model, however, will not occur quickly. Without
immediate access to financing required for the development of additional Housing First
units, the County will need to slowly transition over to the model as resources become
available. As with other housing programs the County will need to strategically increase
the available inventory for workforce/affordable housing to support the Housing First
model.
Objective 1 - Provide effective outreach to those living on the streets
Strategy 3.1.1 Provide street outreach services in the cities during the winter
months
According to a report in the New England Journal of Medicine (2006) homeless people spent an average of four days longer per hospital visit than did comparable non-homeless people. This extra cost, approximately $2,414 per hospitalization, is attributable to
homelessness.
14
Action Step 1: Examine the capacity needs for outreach efforts and expand the
number of workers to meet this demand
Action Step 2: Create and deliver basic training for outreach volunteers, library
employees, law enforcement, and other frontline service providers and provide
information to the business and broader communities about outreach efforts and
ways to access services
Action Step 3: Increase collaboration with public safety officials and first
responders, including the provision of education and training services, to
increase coordination of outreach efforts
Objective 2 - Address existing permanent housing inventory as a means to move
individuals out of temporary shelter
Strategy 3.2.1 Expand permanent supportive housing by 1000 units/vouchers
over 10 years to meet the needs of the homeless
Action Step 1: Annually conduct a resources and gaps analysis to determine the
availability of existing permanent and affordable housing
Action Step 2: Annually identify funding and finance sources as well as
developers that can assist with the needed inventory expansion
Objective 3 - Provide supportive services to increase stability of homeless
individuals and families through use of the Jefferson County case management
networks
Strategy 3.3.1 Develop and utilize various benefit acquisition efforts to ensure
that homeless individuals and families are enrolled and receiving all entitlements
for which they are eligible.
Action Step 1: Assist homeless individuals and families not eligible for public
benefits in accessing mental health, substance abuse, and medical treatment
(including dental) services and secure needed resources to support the provision
of these services.
Action Step 2: Expand mental health and substance abuse treatment services in
conjunction with housing services as reflected in the Housing First model.
According to a University of Texas (2006) two-year survey of homeless individuals, the cost of each person to the taxpayers is $14,480 per year, primarily for overnight jail incarceration.
15
Action Step 3: Collaborate with the various employment agencies to develop an
effective referral system targeted to homeless individuals and families. Emphasis
should be placed on employment training that aligns with local employment
needs and job opportunities.
Action Step 4: Transportation needs should also be considered given the broad
geographic nature of Jefferson County and the lack of adequate public
transportation in many areas.
Objective 4 - Provide wrap-around services through a collaborative effort for
homeless families and individuals with a focus on people who are chronically
homeless
Strategy 3.4.1 Develop the current services and process of the Community
Collaboration.
Action Step 1: Seek out additional necessary collaborative partners.
Action Step 2: Identify those most in need of services through the severe weather
program.
Action Step 3: Provide outreach, assessment and supportive services through
the Community Collaboration for chronically homeless families and individuals.
Action Step 4: Seek out funding source to provide additional supportive services
to participants in the Community Collaboration.
Action Step 5: Seek out funding source to compensate for coordination and staff
time of the Community Collaboration.
Strategy 3.4.2 Expand the Community Collaboration model to all chronically
homeless people.
Action Step 1: Develop a referral process to be utilized by agencies and
organizations who work with people who are chronically homeless.
Action Step 2: Provide outreach to agencies and organizations who work with
people who are chronically homeless.
Less than one-third of adults and half of children with a diagnosable mental disorder
receive any level of treatment in any one year-and the lack of treatment is costly. The annual economic, indirect cost of mental illnesses is estimated to be $79 billion Healthcare in America, 2003).
16
Action Step 3: Utilize Community Collaboration model developed in Strategy
3.4.1 to serve those referred.
Action Step 4: Expand funding for supportive services.
Action Step 5: Expand funding for Coordination and staff time.
Strategy 3.4.3 Develop a collaborative effort for all people who are homeless.
Action Step 1: Utilize HMIS to share information regarding people who are
homeless.
Action Step 2: Replicate Community Collaboration model for all homeless.
GOAL #4
Increase economic opportunity for homeless people
Employment and housing status are critically linked to one another. It is difficult to
maintain a steady work schedule without stable housing, and it impossible to achieve
stable housing without having regular, adequate income. Providing education, training
and jobs for very low income populations is an important component to addressing
poverty in general and is essential to enabling them to live independently. The
following objectives will address strategies to increase employment opportunities and
provide access to educational and training programs.
Objective 1 - Provide employment, job training and educational assistance to at-
risk and homeless individuals
Strategy 4.1.1 Work with Jefferson County Workforce Center, Chambers of
Commerce and employers to develop targeted strategies for employment and
training for the homeless
Action Step 1: Provide cross-training between housing programs and workforce
staff.
Action Step 2: Develop internships/transitional jobs, in partnership with the
workforce center, that aligns with local employment needs and opportunities.
In Colorado, the Fair Market Rent for a two-bedroom apartment is $940. In order to
afford this level of rent and utilities-without paying more than 30% of income on
housing- a household must earn $3,200 monthly or $38,400 annually. A minimum
wage worker would need to work 102 hours per week to afford rent (Department of
Housing and Urban Development, 2013).
17
Action Step 3: Utilize the Chamber of Commerce to encourage its members to
participate in job training and hiring of homeless persons.
Action Step 4: Target area corporations who hire temporary, seasonal
employees.
Strategy 4.1.2 Establish partnerships with educational institutions to provide
access to trade/vocational opportunities to homeless individuals.
Action Step 1: Provide thorough assessment of academic and vocational
development and interests.
Action Step 2: Provide access to remedial or GED classes.
Action Step 3: Pursue work study options.
Action Step 4: Obtain the financial resources to pay for additional costs not
covered by financial aid such as books, transportation, and child care.
Strategy 4.1.3 Provide employment focused case management and supportive
services.
Action Step 1: Assess barriers to employment; substance abuse, mental health
issues, criminal history, etc. and assist with addressing these issues.
Action Step 2: Provide assistance with resumes, job search, filling out
applications and interviewing.
Action Step 3: Provide on-going job coaching to those employed.
Action Step 4: Provide employers with on-going access to case manager as
situations arise.
Action Step 5: Provide supportive services associated with participant success;
transportation, work clothes, counseling, financial/budgeting management.
Goal #5
Implement effective governance and staffing structure
Plans of this nature are difficult to implement and require support from a number of
people and institutions in order to be successful. Implementation of Jefferson County’s
Plan requires the development of a governance structure that will ensure the successful
implementation of the various strategic efforts outlined in The Plan. This includes
coordination and oversight of plan efforts, the strategic allocation of resources, review
and refinement of plan contents, implementation of a project evaluation, and the
development of resources needed for plan activities. Given the comprehensiveness of
18
The Plan and the complex array of strategies, it will be necessary to put in place a multi-
tiered governance structure to oversee and guide implementation efforts. In the early
stages of implementation, the Children and Youth Leadership Commission will oversee
and support the implementation of the prioritized areas in the plan. A
Coordinator/Manager will be hired to provide direct management of the
implementation strategies coordinating the public, private and community partners.
These efforts will be further supported through the ongoing participation of Heading
Home members, and expanded to ensure broader community participation. These
group members will support ongoing exploration of financing opportunities that can be
used to support higher cost items in The Plan, such as the creation of more permanent
supportive housing, and addressing collaboration and service gaps. As the years
progress, the governance structure will be expanded to include subcommittees that
oversee resource allocation, public communications, and plan evaluation.
Objective 1 - Develop leadership groups and supportive committees to ensure
effective plan implementation and the development of adaptive changes over
time
Strategy 5.1.1 Identify a staff person to oversee the plan’s implementation and
determine which agency will operate as the lead.
Action Step 1: Utilize the existing Children and Youth Leadership Commission to
support the implementation of The Plan.
Action Step 2: Expand the membership of the Heading Home subcommittee and
have this group assist with plan implementation and oversight.
Action Step 3: Develop, as needed, sub-committees that focus on fundraising, fund
allocation processes, community awareness and plan evaluation.
Goal #6
Promote public awareness and advocacy
The goal of the plan is to end homelessness in Jefferson County. In order to achieve that
goal, we must implement this plan. Implementation involves public awareness,
advocacy and community support. Public participation is vital.
Objective 1 - Community Awareness and Advocacy
Strategy 6.1.1 Educate the community at large to the needs and extent of the
problem of homelessness in Jefferson County.
Action Step 1: Create presentation materials and distribute plan. Update these
materials periodically as plan evolves.
19
Action Step 2: Create a speakers bureau.
Action Step 3: Develop brochures and other informational materials.
Action Step 4: Create and maintain a website.
Action Step 5: Utilize social media.
Action Step 6: Hold public meetings.
Action Step 7: Develop a strategy for media relations and identify a media
liaison. Share good news and victories as they occur.
Objective 2 - Community Support and Public Engagement
Strategy 6.2.1 Identify potential partners necessary to implement each plan
strategy.
Action Step 1: Ensure that every action step includes identification of needed
partners such as business partners, elected officials, subject matter experts,
community members, funders, service providers and others.
Strategy 6.2.2 Recruit identified partners necessary to implement each plan
strategy.
Strategy 6.3.2 Impact public policy that supports the plan.
Action Step 1: Heading Home will form a position regarding relevant public
policy and advocate for that position.
Action Step 2: Encourage citizen support of the plan by providing notification
and information about public meetings or hearings related to housing and
homelessness.
Goal #7
Develop systems to support efficient and effective plan
implementation
The plan will build upon past planning efforts, as well as new partnerships, to
significantly decrease homelessness in Jefferson County and encompassing cities.
Implementation of this plan will require the creation of new strategies focusing on a
holistic approach to address the needs of the whole individual as well as the family.
Addressing homelessness in Jefferson County will require support from pubic family
20
service agencies; local, county and city officials; the business community and private
citizens. There is much that can be done through existing resources by enacting
improvements in their efficiency, effectiveness, and coordination. Improvement will be
accomplished through streamlining and increasing access to public benefits, education,
behavioral health system, affordable housing, transportation, and job training
Objective 1 - Develop a comprehensive and coordinated discharge planning
process
Strategy 7.1.1 Develop template for shared release of information form to better
serve mutual clients and allow for increased collaboration amongst community
providers.
Action Step 1: Develop short-term housing, shelter or motel vouchers to “bridge
the gap” between release and service engagement.
Action Step 2: Utilize youth-specific case management to support youth who are
aging out of foster care.
Action Step 3: Utilize domestic violence advocates/case managers for individuals
exiting domestic violence shelters
Action Step 4: Utilize social worker(s) at health care and correctional facilities to
support those exiting the system.
Objective 2 - Develop shared MOU/Information sharing system.
Strategy 7.2.1 Develop a real-time database.
Objective 3 - Centralized intake, coordinated assessments
Strategy 7.3.1 Develop a strategy for service providers to share
funding/programs.
Objective 4 - Develop public private partnerships to address employment issues
21
Conclusion
Never doubt that a small group of thoughtful, committed citizens can change the world.
Indeed, it is the only thing that ever has.
~Margaret Mead
There is a role in ending homelessness for everyone who lives in Jefferson County. Each
of us can, and will, find a way, great or small, to contribute our time, money, or expertise
over the next decade as we eliminate the need for people to live in cars, campgrounds,
dilapidated motels in seedy areas, shelters or overcrowded, doubled up situations. We
will work to provide safe, appropriate and affordable housing for every man, woman
and child in Jefferson County. The Plan to End Homelessness in Jefferson County is
calling for dramatic changes in our approach to preventing homelessness and delivering
housing and services to those who experience homelessness. The Plan outlines specific
actions that will enable our communities to:
• End homelessness, not manage it.
• Create a leadership structure that facilitates discussion and collaboration
among funders, government agencies, housing and service providers,
homeless persons, business and faith based leaders and community
volunteers to help ensure a unified and targeted approach to ending
homelessness.
• Implement practices that research has shown to be particularly effective
and promising.
• Focus resources on preventing homelessness and immediately housing
those who do experience homelessness prioritizing a Housing First
approach that removes barriers to housing and provides on-site services
that engage and support individuals and families to maintain their
housing stability.
• Ensure a fully coordinated county-wide response at both the client and
system level through networking, enhanced community based service
sites that offer local access throughout the county to comprehensive
assessment, referral and access to a range of culturally competent
services.
• Increase housing options that are affordable, available and appropriate to
meet the needs the homeless individuals, families and youth.
• Transform the myriad of publically funded programs that provide
services, housing and income supports to poor people to make them more
accessible, relevant and appropriate for people who are homeless or at
risk of homelessness.
• Bolster the capacity and the responsibility of these service systems for
collaborative planning, financing and delivery of housing and support
services for clients reentering the community from public institutions.
• Establish clear measures to continually identify needs and assure
accountability for outcomes.
This plan is just a starting point. It is a community wide effort to organize our resources
and direct them to implementing effective solutions. It is a housing and human services
22
undertaking of unprecedented proportions. As we learn more about the dynamics of
homelessness today and implement successful strategies to meet the broad needs that
have been identified, we will map our successes and chart new directions. This plan will
be reviewed and revised Heading Home on an annual basis.
Like the abolitionist of old, we are faced with social evil: Our neighbor has no place to live.
For how long can we resign ourselves to this disgrace before we stand as Americans to
keep the promise-to draft the plans and get the job done: A Home for Every American?
~Philip Mangano
Memorandum
TO: Mayor Joyce Jay and City Council VIA: Patrick Goff, City Manager
FROM: Daniel Brennan, Chief of Police DATE: May 8, 2017 (for Study Session of May 15, 2017) SUBJECT: Police Department’s Response to Homelessness
ISSUE: The purpose of this staff report is to provide City Council with an update on the police
department’s efforts in addressing issues specific to homelessness in the City. Over the past few years, there has been a significant increase in the number of homeless or transient people throughout Jefferson County, the Denver-Metro Area, and the state of Colorado. While homelessness has been viewed as traditionally a big city challenge, the suburbs and areas outside
of the large urban centers have experienced an increase in homeless/transient issues.
While many people look to law enforcement to address these issues, the answers to addressing the varied issues specific to this problem are much broader and complicated than enforcing laws. Oftentimes the actions of law enforcement, without the support of other human services
resources, merely displace the homeless for short periods of time.
BACKGROUND: All of the counties surrounding the Denver-Metro Area, communities along the Front Range, the I-70 corridor and Western Slope are experiencing challenges with homeless/transient
populations. The reasons for homelessness are wide-ranging and complex. The reasons include
a lack of affordable housing; people who experience chronic substance abuse issues; individuals suffering from severe mental health issues; military veterans; and victims of domestic violence. In addition, we know that homeless people are leaving larger cities in an effort to avoid being victims of crimes perpetrated by others who are homeless. In Wheat Ridge, the primary calls for
service (CFS) involving homeless/transient individuals center around illegal camping, public
intoxication, panhandling, minor crimes (trespassing, shoplifting), possession of drugs, mental illness or as an unwanted/suspicious party. Changes in laws regarding panhandling as a result of court decisions related to the First
Amendment have resulted in a more visible presence of homeless or transient people along the
I-70 corridor, intersections and shopping centers. Since panhandling is seen by the courts as a First Amendment right, the ability of the police has been restricted to enforcing only aggressive panhandling.
Attachment 2
Staff Report: Police Department’s Response to Homelessness
May 15, 2017
Page 2 of 3 Illegal camping complaints have resulted in quality of life, safety and health concerns. The majority of complaints in Wheat Ridge related to illegal camping have been along the Clear
Creek Greenbelt, most recently an area adjacent to Johnson Park at I-70 and Wadsworth Blvd,
which was on property within the cities of Wheat Ridge, Arvada and the Colorado Department of Transportation. The department has seen an increase in CFS from property and business owners at City retail centers concerning panhandling, unwanted person(s) using bathroom facilities, clean-up, shoplifting, panhandling, and camping.
Statistics specific to homelessness are difficult to capture and refine because of the varied nature of the types of CFS involving individuals who claim to be homeless or transient. For Wheat Ridge, the number of CFS that reference homeless, transient or camps began to increase in 2012 from around 800 to more than 1,800 in 2016. The number of CFS that specifically referenced
camps increased from 100 in 2013 to more than 300 in 2016. The most consistent locations for
illegal camping sites have been along the entire Clear Creek Greenbelt, the I-70/Kipling corridor, and the 38th and Youngfield area. Enforcement alone will not solve the problems related to homelessness, so the department’s
approach has been one of engagement with community partners, providing resources if available,
education and enforcement. The most significant hurdle for Wheat Ridge, Jefferson County and other communities is the lack of resources, particularly the availability of shelters and affordable housing, and programs for the mentally ill and chronic substance abusers.
The department has been working with other law enforcement agencies, faith-based partners,
non-profits, and others for several years on homelessness. Notable examples include Family Tree, the Severe Weather Network, Mean Street Ministries, Heading Home and CDOT. Department staff participated in a Jefferson County Homeless Summit in January of this year. Staff remains actively involved with Heading Home, the Severe Weather Network, and
participates in the annual Point-In-Time survey that occurs in January of each year. Staff from
the Police Department and Parks and Recreation conduct regular assessments of the Clear Creek Greenbelt in an effort to identify homeless camps and individuals. When camps are found, the area is posted with a 72-hour notice before being cleaned up.
As noted above, CFS specific to homelessness and transients have increased. There is a belief
that efforts to address homelessness in other communities have displaced a large number of homeless individuals and families. Communities throughout Jefferson County have seen a significant increase in homeless and transient issues. In January 2017, the first Homelessness Summit was held in Jefferson County in an effort to bring all the stakeholders together to begin
working on the challenges associated with this issue. Afterwards, the Police Department met to
develop a more law enforcement comprehensive plan to respond to homeless/transient challenges and intervention. This plan includes the following: 1) The department will identify a supervisor/commander to serve as the organization’s
homeless point-of-contact.
2) The department is writing a policy regarding interaction with homeless or transient
persons. This policy will provide guidance to officers in situations involving homeless or
transient individuals.
Staff Report: Police Department’s Response to Homelessness
May 15, 2017
Page 3 of 3 3) The department remains committed in training all officers and sergeants in Crisis
Intervention Training (CIT). The use of CIT has proven to be effective and efficient in
contact with the homeless/transient individuals.
4) The department will provide training on homeless outreach and resources for the
homeless. This will include training on procedures to address homeless needs,
identifying camp sites, posting property and coordinating clean-up efforts.
5) There is not an effective database regarding homeless or transient individuals. In order to
better understand the issues and needs of these individuals, the department will begin
using field interview cards to identify the homeless, their regular locations, and the nature
of the CFS.
6) The department will continue to partner with homeless service providers, the business
community, and other stakeholders to determine what existing resources or programs are
available for homeless or transient individuals in Jefferson County and the Metro-Denver
Area.
7) The department will provide guidelines on the enforcement of public and private property
trespassing in order to educate businesses and community members on this issue.
8) The department will continue to work with and collaborate with other City departments
on challenges and responses specific to this issue.
9) In 2017, the police department will focus bicycle patrols on the Clear Creek Greenbelt
area and along the I70/Kipling corridor to increase contact with homeless persons and
provide a more visible presence.
10) Department staff will continue to meet with CDOT representatives to identify areas for
posting No Trespassing signs and installing physical barriers or obstructions designed to
keep persons out of particular areas.
RECOMMENDATIONS: In order to effectively address the issues associated with homelessness there must be a broader approach, enlisting community support to address the problems associated with homelessness.
There are many stakeholders that need to be involved, each with varied opinions on the best approach to resolving the issue. Educating the community about homelessness is critical so community members understand the issues and will be better informed on the steps necessary for programs and housing to address homeless issues in the community. Lastly, Jefferson County and its municipalities need a more effective response to the housing, resource and program needs
specific to this issue, and funding to support these approaches.
Memorandum
TO: Mayor and City Council THROUGH: Patrick Goff, City Manager
FROM: Joyce Manwaring, Parks and Recreation Director DATE: May 4, 2017 (for May 15th Study Session)
SUBJECT: Homelessness Initiatives Update
Signage along Clear Creek - Park and Trail Closures, Rules and Trespassing
Park rules and regulations are posted in the kiosks at the trailheads, which serve as main entry points into the greenbelt and as access to the Clear Creek Trail. Rules are also posted at each park location. Signs stating park opening and closing hours are also located at the entrance to
Anderson Park and Prospect Park.
The general rules of signage placement and quantity revolve around providing information in a location that will reach the majority of park users, provide an effective enforcement tool for staff, maintain park aesthetics and reduce the potential for vandalism.
Too many signs deter from the park and trail experience and compete for the attention of the user. Staff strives for a balance between providing adequate signage for users to find their way and avoiding “sign pollution”.
Additional considerations of installing signage are the cost of the sign, labor to install, maintain,
or replace, and graffiti removal. Signs with text that is worded in a positive manner, versus negative language, reduces sign vandalism. Placing signs in well-lit areas also reduces vandalism to signs.
Several types of signs are posted in the parks. They include
• Regulatory Signs (Rules Panel, Prohibitive Signs)
• Vehicular Signs (Parking, Directional, Accessibility, Traffic Control)
• Trail Signs (Usage, Directional, Etiquette, Informational)
• Maps (Parks and Trails)
• Interpretive (Historical, Cultural, Natural Resources)
• Identification (Structure Names or Numbers) Attachment 3
2
Current Issues affecting park users and staff resources
• Homeless camps in the Greenbelt o Locating and removing o Perception of safety by park and trail users
o Use of the greenbelt and trail after dark
• RV and vehicle parking by individuals o assumed to be living out of their vehicle
o all day - park opening to closing hours
o use of resources at park
o dumping Recommended Action Items
• Additional signage stating RV parking – 2 Hour Maximum
• On-call vendor for homeless camp removal
• Additional signage at entrances to Greenbelt, stating hours (like those currently in kiosks)
• Increased enforcement of hour restrictions
1
North Jefferson County Regional Government Summit
Friday, October 7, 2016 - 9:00 AM to 3:00 PM Westminster City Park Community Room Meeting Summary - Draft Attendance
Arvada Bob Fifer Nancy Ford David Jones John Marriott Mark McGoff Marc Williams
Mark Deven (staff)
Edgewater Steve Conklin Laura Keegan Kara Swanson HJ Stalf (staff) Golden Saoirse Charis-Graves Marcia Claxton Pamela Gould
Marjorie Sloan Laura Weinberg Ben Goldstein (staff) Jason Slowinski (staff) Jefferson County Libby Szabo Casey Tighe
Jefferson County School District Ali Lasell Amanda Stevens Helen Neal (staff) Lakewood Adam Paul Shakti
Kathy Hodgson (staff)
Westminster Herb Atchison Bruce Baker Shannon Bird Maria De Cambra Alberto Garcia Emma Pinter Anita Seitz
Kodi Erb (staff) Barbara Opie (staff) Don Tripp (staff) Wheatridge Joyce Jay Patrick Goff (staff) Facilitation: Heather Bergman and Katie Waller, Peak Facilitation Group Welcome and Purpose of the Summit Marc Williams, Mayor of Arvada, and Herb Atchison, Mayor of Westminster, explained that regional collaboration in northern Jefferson County is much more developed and effective than in other areas of the nation, and often serves as a model for other local governments. The highly-functioning relationships between staff and elected officials from different jurisdictions have shown that regional collaboration is often the most impactful way to solve issues that initially seem intractable. This summit is intended to grow the spirit of regional collaboration in order to identify and tackle some of the most significant challenges facing northern Jefferson County.
Innovative Programs and Projects Participants broke down into small groups and were asked to discuss innovative programs or projects within their respective jurisdictions. Below are the highlights from these group discussions.
Arvada
• The City has a trailer that holds all the materials necessary for throwing a block party. It was sponsored by the local young professionals' organization and has been very successful thus far in building community and increasing engagement.
• Arvada is working to create safer routes to schools through collaboration with parent groups as well as the integration of beacon technology.
• Performance-based budgeting will provide useful guidance and structure to City programs.
• A dashboard will be added to the City website so that citizens can see their City meeting goals and metrics.
• The Parks Department has been working closely with APEX – a special district for
Attachment 4
2
recreation. This partnership brought essential services to citizens that filled a gap within the community.
• Some large local businesses have expanded and still decided to stay in the City through close collaboration and creative ideas to resolve issues.
Edgewater
• Pending voter approval, Edgewater is building a unified civic center so that many public services will be clustered in one location.
• Strict design guidelines have been implemented to protect the vibe and character of the City as it begins to experience symptoms of gentrification.
Golden
• The intersection of Highway 6 and 19th Street is being built out after multiple regional transportation issues aligned. This project has allowed for significant collaboration between the City of Golden, the Colorado Department of Transportation (CDOT), and local schools.
• The bicycle library program has been very successful throughout the City; it allows people to “check out” bikes to explore the City.
• The City decided to fund a two-year position to perform a deep dive into affordable housing and to identify next steps and an action plan.
• Solar panels were recently installed in nine City buildings, four of which are now net-zero energy consumers.
Jefferson
County School District
• The 2020 Vision shifts focus so that schools can be more innovative to prepare their students for college and career opportunities. It is meant to increase equality of opportunity and resources through flexibility. So far, it seems as though teachers and administrators have taken the program very seriously for the benefits it offers students once they are out of the public school system.
• Each middle school has a social and emotional learning specialist to work on the emotional needs of students; this program could be expanded pending voter approval of bond 3A.
Lakewood
• A faith-based coalition has been assembled and now works with the local elementary schools. This program will be expanded to include the business community so that all resources are leveraged to their full potential.
• The Sustainable Neighborhood program allows neighborhoods to organize and become certified in order to earn points for sustainable practices.
Westminster
• It is important that the City of Westminster has a long-term vision and institute meaningful policies, rather than just supporting small changes.
• The renovations and redevelopment of Downtown Westminster are great examples of the success of an authentic approach to development. This project has taken a long time, but it is also one of the largest urban developable area in the US.
• Downtown Westminster has a unique approach to providing affordable housing.
• There is a free lunch program for school-aged children during the summer months, and it is hoped that this program will be expanded to include free admission to the local recreation center.
• Westminster supports a program that offers disadvantaged children age-appropriate school supplies.
• The collaboration leading to the South Westminster Transportation-Oriented Development (TOD) was innovative and resulted in the project including affordable housing and a 40-acre park.
• The mission values of the City were internally reworked to increase employee buy-in through a bottom-up process. These values will be tied to employee evaluations, including reviews and raises. It could serve as an excellent model, particularly as it relates to City Manager reviews; it can offer more insightful information than a traditional report.
3
• Community summits for neighborhoods have allowed staff and elected officials to meaningfully engage with residents about what is happening around the City.
• A homeless advisory board has been created to address homelessness based on the Metro Mayors' model, and a homeless coordinator has been hired to serve as a contact person.
Wheat Ridge The City website has a fact checker on the main page that is used to address rumors as they grow. The fact checker uses policy documents and other sources to provide information that can elucidate unclear issues.
Challenges and Opportunities Participants again worked in small groups to discuss the key challenges they face within their communities and jurisdictions that relate to policy, programs, or engagement. They were asked to think about if or how these programs could be addressed through regional collaboration. Below are the highlights of this discussion.
• Jefferson County School District is forced to be innovative without adequate resources. Teachers are challenged to provide rich, balanced programming with the current economic situation and frozen salaries. A revolving door for teachers in the region that exists due to the discrepancies between cost of living and salaries is harmful to students and the local communities.
• Citizens want to see the work output that justifies the tax amount and staff numbers at the municipal level.
• Communicating with citizens through the appropriate means, whether social media or more traditional forms of media, is necessary to start important conversations.
• Homelessness is a challenge in many suburbs and has been for a while. It is particularly challenging as the homeless population is not uniform in the services they need or want, and the types of and reasons for homelessness vary widely from person to person. The impacts of homelessness must be examined through the lenses of citizens, businesses, and the homeless population, as it is typically residents and local businesses who ask local governments to address homelessness.
• Funding for transportation is controlled at a State level, but the needs of the Front Range are different than the rest of the State. There is no large-scale, consolidated plan for a unified transportation system for the Front Range.
• While linked, the needs for large-scale transportation infrastructure will have to be addressed separately from other transportation issues; however, both must be addressed through regional collaboration.
• Job centers could be a solution to the current transportation issues, as they would decrease the amount of travel needed.
• Growth is a particularly challenging topic, as municipalities want people to live in their cities, but current residents want to ensure that an influx of new residents does not damage neighborhood character or their quality of life. Infill has caused many residents to become angry about an increase in population throughout the State. Even areas with growth limitations are impacted by an increased population on the Front Range in general, as evidenced by traffic congestion, increased school enrollment, and lack of parking. Denver's role in the increased growth and its lack of willingness to be involved in solution creation must be addressed, particularly as it relates to gentrification.
• Integrating older neighborhoods with new, sprawling suburbs and development is particularly challenging. These two types of communities are serviced by one local government, despite their divergent needs and demographics.
• Funding education needs to be a priority for State and federal legislators, and so far they have not been responsive to the needs of local governments.
4
• All communities in Jefferson County are struggling with finding the right mix of housing that adequately addresses the affordable housing needs within each community. The availability, affordability, and acceptability of housing are the primary concerns, as well as how certain housing types fit and integrate into existing neighborhoods and communities. There are strong perceptions of the people who live in affordable housing developments; these perceptions create friction between new and existing residents. Since traditional thinking seems not to be solving the problem expeditiously or effectively, new perspectives rooted in regional collaboration and best practices from other areas must be developed.
• The aging population faces the same issues as the rest of the population, including ease of transportation and finding suitable and affordable housing, but the solutions are often different from the rest of the community. Facilitating aging in place is a policy decision that local governments must choose to prioritize.
• Police departments should accurately represent the citizenry with which they interact and protect. There is currently a shortage of people to fill the necessary positions within police departments.
• Mental health issues are intertwined with many of the other listed challenges, and they all must be addressed in concert. Mental health is strongly linked to homelessness and community-based policing.
• Citizens expect a lot from their local governments, but these expectations must be managed given available resources and staff time to address multiple issues.
• Local communities must focus on how to create areas of economic opportunity without encouraging gentrification.
• It is important to increase pedestrian connectivity to places of interest and schools throughout the region.
• When one community enacts a policy to address an issue it has the potential to impact neighboring communities, and these correlations and relationships must be proactively identified and managed. For example, if one community enacts strict regulations that affect the homeless population, it could encourage those people to relocate to the neighboring communities.
• As many of the cities in northern Jefferson County have unclear borders, it is important that citizens can be clear about where to take their concerns so that they reach the right department and people.
• Jefferson County School District has to have support as it transitions out of a punitive education model to one that is based on effective and equitable outcomes. Regional Collaboration After discussing challenges facing individual jurisdictions, participants used dots to indicate their preference about what issues would be suitable to address through regional collaboration. Of the issues listed above, participants expressed that the following issues would most benefit from regional collaboration:
• Transportation systems and large-road infrastructure (39 dots)
• Affordable housing (30 dots)
• Homelessness (20 dots)
• Mental health (13 dots)
• Education funding (12 dots)
• Economic opportunity (10 dots)
• Growth along the Front Range (10 dots)
• Aging population (8 dots)
• Community-based policing (6 dots)
5
Of these high-priority items, participants further discussed several key topics. Participants discussed how these issues should be addressed and possible solutions in order to give the city managers more direction about how to begin a collaborative approach. Below are the highlights of this discussion. Affordable Housing
• Affordable housing must be addressed at a policy level.
• The State has not yet been able to define affordable housing or release a policy regarding this issue, which has greatly hindered regional efforts aimed at tackling the problem.
• It would be best to make policies that are consistent within counties to serve as an example for the State.
• Inflation has increased, in part, due to investor single-family homes. A possible solution would be to utilize zoning powers to create owner-occupied-only neighborhoods.
• A large, region-wide, communication effort would be beneficial in combatting the “not in my backyard” mentality.
• The Jefferson County Housing Authority is already in operation and doing great work, so it could be useful to offer them more funding.
• Collaboration with faith-based organizations could also be impactful and should be explored.
• Encouraging a more diverse housing mix through generating more owner-occupied multi-family housing could support affordable housing which could be addressed through legislation to balance the construction defects law.
Transportation
• Systems planning and integration are separate issue from large-road infrastructure needs.
• Growth and new development should pay their way in the form of road impact fees rather than be subsidized by local governments and citizens. This would require an alignment of policies regionally.
• There are already collaborative efforts underway to address transportation, so it would be more important to identify gaps between the current efforts.
• Collaboration will be more effective if the communities within Jefferson County have a unified voice when attending regional meetings.
• Having a Jefferson County unified voice at regional meetings, such as Denver Regional Council of Governments (DRCOG), could undermine the broader regional intent and overall goals of DRCOG.
• There are federal opportunities to increase revenue to the region.
• The whole transportation system must be addressed in one effort; it will not be effective to look at transportation issues only within individual communities or by transportation lines.
• It is possible to set up a regional transportation authority to solve some of these cross-jurisdictional issues.
• Projected job growth should be distributed in a way that it will decrease transportation impacts and alternate modes of transportation should be encouraged.
• No regional transportation issues can be solved without the involvement of Denver, as that is where most of the growth is occurring but without parallel growth in infrastructure.
• Jefferson County cannot wait until the State solves the problem; the solution must come as soon as possible.
• Collaboration must occur now to develop any solutions for the future.
Homelessness
• There must be common definitions of the different types of homelessness, as well as a clear problem statement.
6
• While many surveys have been conducted, there is currently no data that allows cities to compare their information to other cities through the same lenses. Gathering common data throughout Jefferson County would allow for better regional collaboration through the comparison of like information.
• Many organizations and agencies are addressing homelessness, and it would be wise to examine their success to develop best practices. Many successful projects have taken a housing-first approach.
• Homelessness is addressed in many different ways – through policing, mental health services, municipal courts, and non-profit organizations. One-off programs are not as effective and efficient as collaborative efforts.
• Schools have a significant ability to reach an invisible homeless population through children, although utilizing this data is challenging due to privacy protections.
Mental Health
• Homelessness and mental health are largely intertwined and will likely have to be addressed similarly.
• Jefferson County Mental Health is meant to serve as a regional collaborative organization.
• Local police forces and all public-facing government employees should be provided with crisis intervention team (CIT) training to better assist individuals in a state of crisis.
• Local governments must coordinate with each other, but also with faith-based and non-profit organizations as well.
• This is an issue that could be addressed by looking at national best practices.
• Mental first aid must be widely available to municipal employees.
• It is important to the tap the expertise of existing organizations to best leverage resources and reach at-risk populations.
• Addressing mental health issues within schools often has a two-generation reach and could be even more impactful if done in coordination with the County.
• Privacy protections make it hard to judge the success of programs. The problem with addressing mental health lies more within the inability to connect the proper resources with the right portion of the population, rather than a total lack of resources.
• Lakewood has taken the initiative in connecting organizations that deal with the same issues, and this could be a good model to study for regional appropriateness.
Policing
• This problem may be challenging to address as a region, but it would be wise to examine best practices from other areas.
• Police departments would benefit from a wider and more diverse pool of candidates from which to hire. Increasing positive interactions with police officers throughout all stages of childhood development would help.
• Career law enforcement officers tend to live a life that is segregated from the people they interact with on a daily basis; this must change.
• It would be useful to take an inventory of the people in the Jefferson County jail at any point in time and their alleged crimes to see if the current policing model is actually keeping communities safe.
• While State statutes define what is and is not a crime, counties have some say over how long citizens are incarcerated for certain crimes.
• The relationship between the community and police departments can be addressed via multiple avenues, including municipal courts, city functions, and non-profit organizations.
• The homeless population, the mentally ill, and those involved with police departments and the courts are often the same people. It is imperative to have mental health professionals in the jails and the police force so that this cycle does not continue to perpetuate itself.
7
• Community corrections is a controversial idea that not all citizens support, but it can be an important step to serve citizens who have committed a crime but will resume their lives in Jefferson County.
• Public schools are a powerful and effective contact point to address mental health early on before becoming a larger issue. They are also potential recruiting venues to get kids and young adults interested in becoming police officers in their communities when they grow up.
Next Steps The following next steps will be pursued given the information from this meeting:
• A meeting summary will be sent to all participants.
• A regional city managers meeting will be held to discuss how these issues should be addressed. They have a monthly meeting scheduled on the third Thursday of every month. Any future working group will include all the appropriate city managers, as well as County and Jefferson County School District staff.
• Eventually, each elected body will look at these issues through a regional, long-term lens.
• Any municipality that would like to organize the next annual meeting is welcome to do so in order to review the recommendations that will be developed within the next year and assess the status of the efforts that emerge from them.
• An update regarding the results of this Summit should be provided at the Jefferson County Mayors/Commissioners Breakfast on November 10.
(/)
() NEWS (/NEWS/) ENTERTAINMENT (/ENTERTAINMENT/) VOICES (NOICES/)
HOMELESS IN JEFFCO
Homelessness in Jeffco steps out of
hiding
Issue a growing concern in county
Posted Monday, April 3, 2017 4:58 pm
Glenn Wallace (mailto:gwallace@coloradocommunitymedla.com)
Small encampments along a nearby jogging path. A sleeping bag tucked under a bridge. The car
parked in the far corner of the grocery store parking lot.
There, often just out of the public's sight, are the homeless of Jefferson County.
"It's hidden in Jefferson County," Kathryn Otten, the county's director of housing, homeless and
integration, said of the homeless population. "But "they've become very visible in the last year or
two."
Because Jeffco doesn't have a single urban core like Denver, she said, the area's homeless are more
spread out, gathering in smaller numbers throughout the county.
Those numbers appear to be growing.
Every January, the Metro Denver Homeless Initiative conducts a Point in Time Survey that gives at
least a partial snapshot of what one night on the streets in the metro area looks like. Joe Baker, the
group's data coordinator, says numbers from this year's count are still being tabulated, but should be
available in May.
Last year's count found 439 homeless people on Jeffco's streets. Among them were 50 individuals
who had been homeless for many years, but also 74 families with children. The majority of them had
been homeless for less than a year.
Those numbers match what officials and leaders with area law enforcement, church groups and the
county say they see - an increase to the newly homeless population across Jeffco.
Attachment 5
In Olde Town Arvada, the library has struggled with balancing increased demand from homeless
users and maintaining a family-friendly space. In Lakewood, a family cold weather shelter reports a
definite increase in demand. In recent months, large homeless encampments have sprung up along
several of Jeffco's major waterways and greenbelt parks. Last September, local officials cleared a
camp near the Wadsworth Boulevard and I-70 interchange,on the border between Arvada and Wheat
Ridge, of about 18 homeless people. Police say as many as 40 may have been staying there before the
notification that the camp would be cleared. A drive by the intersection last week showed some were
still making their home there.
Potential causes of homelessness in the area are numerous.
Among them, Baker noted, could be the new camping ban and homeless camp sweeps in downtown
Denver, which may be pushing more homeless into surrounding communities, such as Arvada,
Golden and Lakewood.
"That's one thing we're eager to see -if there was an effect" in this year's survey numbers, Baker
said.
Recreational marijuana and the state's expanded Medicaid program might also be making the state a
popular destination for those most in danger of falling into homelessness, Baker and other homeless
advocates say.
The area's red-hot housing market and soaring rents might be another reason,according to several
human service organizations. Most Jeffco municipalities are seeing median rental prices approaching
$2,000 a month. A recent study by real estate website Zillow found that wages have not kept pace
with rising housing prices. From 2011 to 2016, it found households in the Denver Metro Area are
spending up to 14 percent more of their income just to pay rent each month.
The 2016 Point in Time Survey found that economic reasons -losing a job, inability to pay the
mortgage, inability to pay medical bills -made up the largest portion of reasons that those surveyed
in Jeffco said caused their homelessness.
But other causes, or combinations of issues definitely play a part too -mental health, physical abuse,
immigration status, disability.
Multiple problems require multiple solutions. Many of those who work with the homeless say that
there is a purposeful effort going on to "de-silo the silos," as Otten puts it, to improve partnerships
between their many organizations to work together.
Pastor James Fry, who runs the Mean Street Ministry and cold weather shelter in Lakewood, agrees
with the need for better partnership. He says that too often he sees organizations so focused on a
solution for part of the problem of homelessness, that they ignore the rest.
"There is no one one-size fits all solution to this," he said.
...
(/)
() NEWS (/NEWS/) ENTERTAINMENT (/ENTERTAINMENT/) VOICES (NOICES/)
HOMELESS IN JEFFCO
'The hoilleless person ... on the street
is a person just like you'
Mean Streets offers hope, comfort and resources to homeless families in Jeffco
(/uploads/orlginal/1491346988_ 793b.jpg)
Families in need in Lakewood and western Jefferson County were able to sleep with a roof over their heads thanks to the work of Mean Street
Ministries. In March, the organization tested out a new program where the cold weather shelter was open every night for families.
CLARKE READER n
Posted Tuesday, April 4, 2017 11 :SO am
Clarke Reader (mailto:creader@coloradocommunitymedia.com)
The hotels and motels along West Colfax Avenue have never been just a place to stop during the night
for travelers. They also -for years -have served as temporary roofs for homeless people who can
afford staying a night or two.
Wheat Ridge resident Lindsay Bledsoe, 29, knows this firsthand, from her own experiences growing
up. And it was at one of these hotels that she first came into contact with Mean Street Ministry.
"I was a teenager at the time, staying in one these hotels, and Mean Street volunteers came by our
door with food and offering to pray with us," she remembered. "We gladly accepted, and even had a
Christmas dinner with them."
Years later, with a family of her own, Bledsoe decided it was time to teach her children the value of
appreciating what they have. So she got back in touch with the organization -this time to volunteer.
"Seeing this humbled everyone, and I think I needed it as much as my kids did," she said. "Now that I
volunteer with the ministry, there are times when I open the door on a situation very similar to what
mine was."
Bledsoe is one of hundreds of people who have had their lives changed by the work of Mean Street,
founded by the Rev. James Fry and headquartered in Lakewood. The Christian nonprofit works to
help homeless families, particularly in the west Jefferson County area, leave the streets for a stable
place to live and reliable employment.
"I was volunteering at area food banks and saw people who were just so broken," Fry explained. "I
started buying food in bulk and going to local motels where homeless families were staying, and that
was 15 years ago."
In the years since its creation, Mean Street has grown to include providing resource guides to families
in need, and a cafe, food bank and cold weather shelter, all at 1380 Ammons St. in a building it shares
with the Denver Street School, which serves at-risk youth by giving them a second chance to earn
their high school diploma.Mean Street also has key working relationships with the county and has
formed partnerships with area cities and police departments.
"Our paths intersect with them and the work they do from time to time," said Randy McNitt, a
sergeant with the Lakewood Police Department. "One of the biggest ways we interact with them is as
a cold weather shelter they host during bad weather."
The school is the county's designated cold weather shelter for families, and area police know to use
Mean Street as a resource for those in need from October to April. The shelter is open to families
when it becomes dangerous for people to spend the night outside -usually when it is about 32
degrees with precipitation or 20 degrees or colder and dry.
"We work with Jeffco on the shelter, and we are often bursting at the seams," Fry said. "Denver is
becoming too dangerous for a lot of families, so we're seeing more of these families being pushed out
into the suburbs area."
Young families are the fastest-growing segment of homeless in the metro area, Fry said, with the high
prices ofliving in Denver and the lack of affordable housing options in Jeffco being some of the top
reasons.
In March, Mean Street tried a pilot program, where the overnight shelter in the gym was open every
evening, regardless of weather, to about 10 families a night. The number of families who attend every
night varies, but what stays the same is the routine -families arrive and set up their tents, eat and go
to bed.
"It can cost someone between $75 to $100 a night for one of those motels on Colfax," said Suzanne
Wilson, a volunteer and president of Mean Street's board. "Not having to worry about where their
kids are going to be resting their heads helps."
The program's goal is to save up money for more permanent housing. Added benefits include having
a safe place to shower and sleep. Families arrive between 6 and 7 p.m., are given dinner and a shower,
and sent up tents in the gym. There is breakfast early in the morning -they have to be out by 7 a.m.
"Everybody has a chore to help run the shelter," Wilson said. "The kids really like it -they're
camping inside. Most kids beg to camp inside."
There is a friendly atmosphere as everyone prepares for the evening, with people talking about their
days and visiting with the volunteers.
· Jefferson County has always been a place where homeless people stay for a while, according to Fry,
but "single homeless" know how to stay off the radar and go unnoticed. For families with children
and a job, this is not so easy.
"Shelters are packed with people who have jobs, but the cost ofliving is just so high," he said.
"Homeless families tend to be more transient, and it's so difficult right now to find apartments they
can afford."
Wilson said two of the families the ministry works with have found permanent housing in recent
weeks, bringing the total to seven families that she knows have gotten out of homelessness this
winter.
"People need to be aware this is a problem happening right in their backyards," said Pattie Stermole,
director of Mean Street's food bank. "The main thing we do here is expanding as much as we can to
help the working poor."
Mental illness and addictions continue to be key causes in homelessness, and so Mean Street also
offers prayers and counseling. But one group can only do so much, and there is always a desperate
need for volunteers and donations.
"We publish a new resource guide every year that has the latest resources for people in need, and that
alone is a big cost for us," Fry said. "We also need overnight and evening hosts for our shelter, and we
always need funds to help buy clothes and food."
Volunteers such as Bledsoe, with her own experience with homelessness, can make all the difference
for a family.
"I don't think most people see the homeless situation the way we do -that these are good people,"
she said. "For me, working with these people has really changed my perspective, and reminded me
that the homeless person you see on the street is a person just like you."
Keywords
Jefferson County (/search_mode/keyword/browse.html?search_filter=Jefferson County), homeless (/search_mode/keyword/browse.html?search_filter= homeless), Mean Street Ministry (/search_mode/keyword/browse.html?
search_filter= Mean Street Ministry), Clarke Reader (/search_mode/keyword/browse.html?search_filter= Clarke Reader),
Lakewood (/search_mode/keyword/browse.html?search_filter= Lakewood)
Tweet Share QJ I Share I
Comments
NO COMMENTS ON THIS STORY I PLEASE LOG IN TO COMMENT BY CLICKING HERE (/LOGIN.HTML)
THE LATEST
News (/news/)
(/stories/getting-a-second-chance-at-life,246095)
10 lheT@nstript HOME•FSS JEFFCO ' April zo. zou'
Network of severe weather shelters has gap in Arvada area ,, 'iNumaers of homeless in suburbs increasing, making need for shelters· crucial
BYSHINNAFORTIER �
Qwintry nights, the homeless en and women in central efferson County can find . helter with a network of churches that open their doors -but those living in Arvada are often left out in the cold. The Severe Weather Shelter Network is a Christian nonprofit working to . make sure Jefferson County's home:: less are kept. warm on freezing nights, through a program in which local churches provide host sites for homeless·community members to spend the night, enjoy a hot, homemade meal and some warm conversation. The . networks include four host churches, which are on a one-week-a-nionth rotation. Each network also has a warming site, whichserves as a central pick-up location for shelter guests where they can:-as the name implies -stay warm as they wait The network launched its central program with.churches in Lakewood, Goldenand Denwr-feur ye&f'8 ageand another network in south Jeffco and Littleton a year later. If is in the process of trying to create one in the Arvada area as well. ."What we have realized is that emergency shelter, and shelter in general, is located in Denver propei;" said Lynn Ann Hulzing, head of Severe Weather Shelter Network. "In the suburban communities·where homelessness is a reality, there is very little long-term shelter if any; and there is not cold
James Laa Bolton Jr. finishes his maal at Sloan's lake Community Church before cleanllll up and setting his bed up forth& ntstrt on March 31. He Is one of 30 hamelassSlnlles In the Central .leffto area who stayed at the church, which Is part of the severe Weather Shelter Natwork. . SHANNA FORTIER
weather at aJL"
Yaluntaaspasslonateabaut.causa For Bobby Strong, 53, who has been homeless.for the past 15 years, the volunteers at Sloan's Lake Community Church in Denver-one of the four churches in the central rotation-are like family. "The important thing to know is how hard .it is to·have someone live outside," Strong said, while sitting in the hallway of the church on a wet, cold .. night in late March. "fmjust a human,' j-Ust like you.". . •. ··.. . .
said while driving the van to pick up shelter guests from the warming site at Charles Witlock Recreational Center in Lakewood. Golden resident Rick Foster, a coordinator for the Sloan's Lake Community Church shelter, said the need behind the severe weather shelter is pretty simple. "People shouldn't have to freeze to death," he said. Foster didn't always want to work closely with the homeless population.
"I �rit 33 years working downtown an� didn't really have a heart for the homeless," Foster said. "I spent most of my time avoiding being panhandled. But it's. interesting how God gradually gave me a helil,tfor the homeless." ·Strong has been seeking shelter. .·. with the network since it was create4 in 2013. He spends.his days at the · PfoipesslnArvadaslaw . . local library or on the street corner . · The visibility of the homeless popu-with his sfgn. .. · ' · lation in Jefferson County is growing. · ''I want the community'to know that Last year's Point in Time Survey by if you're homeless, don't be scared./' . the Metro Denver Homeless Initia-Strong said. "Because we all need help. tive, which gives a partial snapshot ldon't care Jf I-stand on the-street of what oiie night on· the streets in corner and hold a piece of cardboard to .the metro area looks like, found 439 get a bite to eat" homeless people on Jeffco's.stteets. For volunteer Tracy Thayer, who Among them were 50 individuals who coordinates the shelter at Applewood had been homeless for many years, Community Church in Golden, it's but also 74 families with children. people like Strong that keep her in The majority of them had been home-the ministry. less for less than a: year. '
''It's such a telationahninisl:ty\....;.. you Arvada Police Chief Don Wick sit, talk and get to lmow folks," she descri� the homeless population in
"� 1 'j f' '• � • y .I. ,. "",.••."I•"""'"' '• .: ! .a r" '' • • ,:: r"' I" -. • \ 'I'.. • .. '.,.' .. � t � ,.'·""' ,.• ' ' . ' 'I T .
IIU11IEII SHELTER
Central Rotation
Applewood Community Church, 12930 W. 32nd Ave., Golden
Sloan's Lake Community Church, 2796 Utica St;, Denver ·
.Westwoods Community Church, noo Woodward Drive, Lakewood
Lakewood Church of C:hrlst, 455 S. Youngfield Court, Lakewood
SITES
South Rotation
Ascension Lutheran Church, 1701 W. (aley Ave., Littleton
Ken (aryl Church, 8395 W. Ken caryl Ave., Littleton
Faith Community Church, 6228 S. Carr Court, .Littleton
Mission Hills Life Center, 5804 S. Datu@ St., Littleton
Visit swshelternetwork.com or call 720-515-9313.
three types: individuals, often men suffering from substanreor mental health issues; people who became homeless because of life circum-· stances such as losing a job, divorce or a hardship that has forced them .out of housing; and families Who don't want anyone to know they are homeless and are often living in cars.In many cases, he said, the parents are employed but don't make enough money to support the family. "We have seen a significant growth . in the homeless population in Arvada over the last two years," Wick said. That means that creating a severe
weather shelter in the Arvada area is essential, he said. "On the really cold days or the blizzards, o.ur homeless folks are simply trying to find any location where they can get out of the severe ·weather," Wick said. "The last thing we want to see is a fellow human being dying on the street when they were exposed to severe weather and we could have had a shelter to protect them." But creating the network in Arvada is taking longer than planned.. It's
SEEHDIIUSS, Pl1
l • - - - - • --- - --•••• -•• - --••• � •••. - • -•••.•• -·- - - • -·-.• - • -•• --- j
..
April ZO, 2017 ELESSI J Toe Transcript 11
HOMELESS
FROilit&IO
been a three-year process and Huizing, who is leading the conversation, said it doesn't look like the ·system will be in place by next winter as previously hoped, because there are not enough churches willing to host and many in Arvada don't see homelessness ·as a problem. "We just have to begin to educate the people of Arvada what the reality of homelessness is in their own city," Huizing said. "The visibility of homelessness in suburban communities is not as extensive, so they don�t recognize that there are homeless populations in their community. They don't understand the prevalence of it"
Churches' role Is kay Huizing believes churches have the responsibility to �p-into the role of serving the homeless. "While different churches may becalled to serve in different ways, there are those churches that are turning a blind eye," HUizing said. "When we work at it together, then we can make a difference. Bo.t if we continue to say the government will handle it, the.n nothing gets done and people are dying on the streets.'-' One Arvada church that has opened its doors is The Rising Church in Olde Town. -r?mRmmg�°St:m!fflrnltlffl gffP
trying to take care of these folks when it gets really bad," church pastor Steve Byers said. The church, at 7500 W. 57th Ave,,allows hornless in the Olde Town area to sleep on its property throughout· the year and opens its doors to them on cold nights. It has championed for creating a larger network in the city. ·"Steve Byers does a very importantwork in Olde Town," HUizing said. "He has made his church available topartner with us for the network. But because they are centrally located in the camping zone we will partner with them as a warming center, but not to host ov�rnight" Huizing describes the camping zone as the area where many homeless indi-viduals camp. ·-· ·-
"One of the reqllirements we have is our guests need to not be able to walk to the host site,": Huizing said, add-ing that The Rising Church is in close walking distance frow where many homeless set up camp. Olde Town Arvada business owners are already unl:tappy wth the number · of people camping in that area, Huizing said. And c�ting a host site there may cause more people experiencing homelessness to hang around the area. Logistics about where overnight hosts can: be located is one reason forthe delay in establishing a shelter network in Arvada. Faith Bible Chapel has shown interest, Huizing said, but is unable to host overnight because a �hool is located on its campus. "'lT � 1m.rcn:ss!fflVl'!t' ffl'l@ft!
CITY LIMIT ANTIQUES & RECLAIMED MATEIUALS
PRESENTS
THE. BARNWOOD REVIVAL
LIVE Mus1c • Fooo • OvER 30 VENDORS SHow.OFF THEIR AMAZING CREATIONS
www.CITYLIMITRECLAIMED.coM
303.916.3907
CAR SHOW I BBQ I LIVE MUSIC
Raiilng Funds for Bbert FFA and lndusbial Arts
REGISTER CARS FREE WWW.HI-TEST.CO 303.648.3035
students would still be on campus at the same time as those experiencing homlessness are coming for shelter, both the insurance and police feel it's a liability arid safety issue," Huizing said. However, the church and several. others throughout Jeffco have supplied volunteers for the �ewoodbased shelters. Marlene Littel, an Arvada resident, connected with the Severe Weather Shelter Network through Faith Bible. ''There are a lot of pe0ple on the streets that need a warm place to stay," Littel said. "I have an empty nest now, so I'm really glad.to give back to people who might not.be so lucky to have a. home and a warm meal." Littel is a f;irst-year volunteer and hopes to transfer the skills she is learning to an Arvada-based network in the future. "There's a·great need for it," she said. "I think everyone·should contribute and be part of the solution. It could beyou or me next that needs help."
This Is the second story In an occasional series by Colorado Convnunlty Media about why homelessriess is growing il Jeffto, how homelessness Is affecting corrrnunltles, the faces of the homeless In our corrmurities, and what churches, social workers, law enforcelTient and community leaders are doing to help.find solutions.
The first story looked at the wOl1< of a localministry with Jefferson County's designated cold weather shelter for families. This story ex-.plores how the county's wider network of coldweather shelters operates and the difficu.lties in expanding.the service In the m,,nty's nathemarea
��"' ·?l.\, �\ .''S��t�:�:� �--.. ::· . �.1. -��: ••
't'i� •,\. )(.,_ ·,�
It A ·f1'·1�·:�\'_' �o.··· .... ·"\,• • t.' . ·, cotoa no
X
IOOIC BT IIA'I 11, 2017
COPPSRCOLORADO.C011/KID1SKIP1lS&
Prices and dates subject to �hange, some restrictions may apply.