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HomeMy WebLinkAbout6 Study Session Agenda Packet 03-16-20STUDY SESSION AGENDA CITY COUNCIL CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO March 16, 2020 6:30 p.m. Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge. Contact the Public Information Officer at 303- 235-2877 or wrpio@ci.wheatridge.co.us with as much notice as possible if you are interested in participating in a meeting and need inclusion assistance. Citizen Comment on Agenda Items 1. Grammies Goodies Enhanced Sales Tax Incentive Program (ESTIP) request 2. Strategic Plan Update and Review of Accomplishments and Work Plans 3. Staff Report(s) 4. Elected Officials’ Report(s) ADJOURNMENT Memorandum TO: Mayor and City Council THROUGH: Patrick Goff, City Manager FROM: Steve Art, Economic Development Manager DATE: March 16, 2020 SUBJECT: Grammy’s Goodies Enhanced Sales Tax Incentive Program request ITEM: The City of Wheat Ridge's received a request from Jeff and Vickie Corder, owners of Grammy’s Goodies (Grammy’s), to enter into the Enhanced Sales Tax Incentive Program (ESTIP) program for the rebate of sales tax increment (Increment) in association with a proposed remodel and addition of an enclosed patio to their restaurant located at 4601 N. Harlan Street in Wheat Ridge. The rebate would be for a 50% (1.5 cents) of City incremental sales tax generated for a period of 5-years or a total not to exceed $70,000. PRIOR ACTION: None. FINANCIAL IMPACT: The improvement cost for this addition and remodel will generate approximately $20,000 in new sales tax increment annually. The financial impact to the City general fund will be reduced by the amount of this ESTIP. BACKGROUND: Wheat Ridge Code of Laws Chapter 22-73, establishes the ESTIP as an economic development tool. The goal of the ESTIP is to encourage the establishment and/or substantial expansion of retail sales tax generating businesses within the city, thereby stimulating the economy of and within the city, thereby providing employment for residents of the city and others, thereby further expanding the goods available for purchase and consumption by residents of the city, and further increasing the sales taxes collected by the city. The ESTIP and increased sales tax collections will enable the city to provide expanded and improved municipal services to and for the benefit of the residents of the city, while at the same time providing public or public-related improvements at no cost, or at deferred cost, to the city and its taxpayers and residents. This tool allows the City Council to rebate a portion of sales tax increment generated by Grammy’s. Enhanced sales tax is the amount of sales tax collected by the city over and above a base amount, which is the amount received over the previous 12-months prior to the application to enter into the ESTIP. Item No. 1 Grammy’s Goodies ESTIP March 16, 2020 Page 2 Grammy’s has been operating for 17 years, the last 5 years in Wheat Ridge. Co-owner, Vicky Corder grew up in Wheat Ridge and graduated from Wheat Ridge High School. She and her husband Jeff raised two children in Wheat Ridge want to be a part of the community for as long as they are able. Grammy’s was recently featured on the Food Network’s Diners, Drive-ins and Drives. This feature has increased Grammy’s business dramatically. Based on this new business, Grammy’s needs additional space in the restaurant to accommodate the new business. This additional space includes customer seating capacity and kitchen space. Grammy’s also needs an improved parking area and landscaping to accommodate the increase in business and improve the aesthetics on its grounds surrounding the facility. Grammy’s location on Harlan measures 2000 sq. ft. that currently seats 24. Most of the square footage is devoted to kitchen and storage. Grammy’s plans to expand the seating area by 600 sq. ft. by enclosing the current patio area with a building with two large glass garage-type doors and 3 large windows for a modern look. These plans and improvements will all be approved under the City’s Architectural and Site Design (ASDM). There will be a stone façade on the outside of the building along with flower boxes all the way around to please the eye. This will create a unique eating space as the doors can be rolled up, weather permitting, to create an open-air eating space that will seat approximately 40 people and an enclosed eating space. This addition will allow for more space in the main building to accommodate additional work area which will make it much more efficient to facilitate Grammy’s festival and catering business. The flower boxes around the sign will also be revamped from the current broken wood to a new brick retaining wall. Prior to the feature on Diners, Drive-ins and Drives, Grammy’s employed 8 full time employees. With the increased business from the show, Grammy’s has created four more full time jobs and 3 more part time employees. With the expansion and more room for efficiency Grammy’s plans to create even more positions. The upgrades will also bring construction jobs to the city. The expansion and improvement costs are estimated to be approximately $150,000. The ESTIP funding will be utilized in the facilitation of the expansion. The remaining $80,000 of construction funding will be supplemented by private equity of the business owners, family member loan, and a bank line of credit. Grammy’s has also been approved for a loan up to $20,000 from the Wheat Ridge Business District. No other City or Urban Renewal funds will be utilized for the expansion. The owners would like the expansion project is anticipated to begin March 26th and should be completed by May 1st. During, and upon completion of the project, the end user will provide to the City of Wheat Ridge the following: • Future sales and use tax revenue; • The continuation of permanent good paying jobs; • Construction-related jobs and the economic activity they bring to the surrounding neighborhood; • Support of a Wheat Ridge based small business; and • Conformance with the City’s Comprehensive Plan. Grammy’s Goodies ESTIP March 16, 2020 Page 3 RECOMMENDATIONS: Staff is seeking a consensus on moving forward with drafting an ESTIP Agreement for future consideration at a regular City Council meeting. MEMO PREPARED/REVIEWED BY: Steve Art, Economic Development Manager Ken Johnstone - Acting City Manager ATTACHMENTS: 1. Sample Agreement to Participate 2. Request letter/backup material 3. Code of Laws ESTIP AGREEMENT PURSUANT TO ENHANCED SALES TAX INCENTIVE PROGRAM This Agreement Pursuant To Enhanced Sales Tax Incentive Program (this “Agreement”) is made and entered into as of the __th day of ____, 2020, by and between YOUR BUSINESS LLC located at _____________________ , hereinafter referred to as the “Owner” and the CITY OF WHEAT RIDGE, COLORADO, hereinafter referred to as the “City,” collectively the “Parties,” and each individually, as a “Party.” RECITALS: Whereas, the City has adopted Chapter 22, Article 69 - 84 of the Wheat Ridge Code of Laws, entitled the Enhanced Sales Tax Incentive Program (the “ESTIP Program”), a copy of which is attached hereto as Exhibit A, to encourage, in part, the establishment of retail sales tax generating businesses within the City; and Whereas, the Owner desires to participate in the ESTIP Program and to share in the enhanced sales tax derived from the property described as a Grocery Store, generally located at 3817 Sheridan Boulevard in Wheat Ridge, Colorado and more particularly described in Exhibit B, attached hereto and incorporated by this reference (the “Property”), for the installation of Public Improvements described in Exhibit C, attached hereto and incorporated by this reference (the “Public Improvements”) to the extent allowed by this Agreement and the ESTIP Program. NOW, THEREFORE, in consideration of the foregoing premises and the covenants, promises, and agreements of each of the Parties hereto, to be kept and preformed by each of them, the Parties agree as follows: 1. Recitals. The Recitals set forth above are incorporated in this Agreement by reference. 2. Term. The term of this Agreement shall commence on the first day of the calendar month following the month in which the Owner receives their Certificate of Occupancy on the Property or _______, 20__ ____________________ whichever shall occur first (the “Commencement Date”) and shall terminate in three (3) years , unless otherwise provided in this Agreement (the “Term”). The Term of this Agreement shall automatically renew for each additional one year period to the extent required by Section 4(d) hereof. 3. Application of City Code. This Agreement is subject to the limitations of the ESTIP Program, as found in the City of Wheat Ridge Code of Laws. In the event of conflicts between this Agreement and the ESTIP Program, the ESTIP Program shall control. ATTACHMENT 1 2 4. Qualification of Property for the ESTIP Program. The City agrees that the Property qualifies for the ESTIP Program and the Public Improvements are improvements for public and/or public related purposes that will stimulate the economy of and within the City, provide employment opportunities for residents of this City and others, expand the goods available for purchase and consumption by residents of the City, and increase sales taxes collected by the City. The City finds the business is reasonably likely to generate enhanced sales taxes of at least One Hundred Twenty Thousand ($120,000) over the full term of this Agreement. The following provisions shall apply for each year in which the ESTIP Program is in effect for the Property: a. __________ percent (___%) of the “Enhanced Sales Taxes” collected by the City and derived from the Property shall be segregated by the City to be utilized for the ESTIP Program herein established and approved (the “Allocated Revenues”). For purposes of this Agreement “Enhanced Sales Taxes” shall have the meaning set forth in the ESTIP Program at Section 22-75 of the Wheat Ridge Code of Laws. b. The amount of Enhanced Sales Taxes shall be calculated as follows: the actual amount of sales taxes collected on the Property during the period for 12-monhs proceeding the issuance of a certificate of occupancy by the City of Wheat Ridge (the “base amount”).The excess of collections in each such year above the base amount shall be the Enhanced Sales Taxes for that year. c. The Owner shall share in the Enhanced Sales Taxes derived from the Property and the business located thereon as provided herein. d. Enhanced Sales Taxes from the Property shall be shared and the Allocated Revenues shall be disbursed to the Owner on an annual basis with sales taxes collected on and after the Commencement Date. The maximum period of time that this Agreement shall be in effect shall for _____(_) years, commencing on the Commencement Date. 3 The Term will be automatically extended for one year for up to _____ (_) additional one (1) year periods. e. This Agreement is a personal agreement between the City and the Owner and does not run with the Owner’s property interest in the land. The obligations, benefits and/or the provisions of this Agreement may not be assigned in whole or in part without the express authorization of the City Council, acting in its sole and exclusive discretion and no third party shall be entitled to rely upon or enforce any provisions hereon. Notwithstanding the foregoing, Owner may assign its interests in this Agreement to an affiliate or to a successor by consolidation. For the purposes of this Paragraph, an affiliate means an entity which controls, is controlled by, or is under common control with the Owner. This Agreement shall never constitute a debt or obligation of the City within any constitutional or statutory provision. f. Any Enhanced Sales Taxes subject to the Agreement shall be escrowed in the event there is a legal challenge to the ESTIP Program or to the approval of this Agreement. g. At the end of the Term of this Agreement as provided for herein, any monies segregated by the City which have not been expended as hereunder provided may be transferred to another account of the City or used in a manner determined by the City in its sole discretion, excluding any amounts escrowed under Paragraph 4.f above. h. From the Enhanced Sales Tax proceeds segregated by the City, the City shall pay to the Owner the actual cost incurred by the Owner for the construction and installation of the Public Improvements beginning at the time that all of the Public Improvements are substantially completed, but not to exceed the Maximum Amount defined in Paragraph 4.d above and set forth in Exhibit C. i. In order to obtain reimbursement for such actual costs, the Owner shall submit invoices to the City after the Effective Date of this Agreement, the payment of which shall be subject to the City’s approval for compliance of the expenditures with this Agreement and the ESTIP Program and the availability of Allocated Revenues. Each invoice presented to the City by the Owner shall be accompanied by an affidavit or other supporting documentation from the general contractor stating: i. that said improvements have been substantially completed pursuant to plans and specifications approved by the City through the issuance of permits and site plan approvals by the City in the ordinary course; and ii. that the Owner has paid the full amount specified on the invoice. 4 j. The Owner shall be deemed the “owner or proprietor” of the Property for the purposes of this Agreement and the ESTIP Program, whether or not the Owner owns all or any portion of the Property at any relevant time, since the Owner is coordinating the installation of the Public Improvements. 5. City’s Budget Process. Each year, the City Manager shall include in a budget presented to the City Council pursuant to Chapter X, Sec. 10.2 of the Wheat Ridge Home Rule City Charter, the appropriation of the Allocated Revenues for payment to the Owner as provided in this Agreement. Nothing in this Agreement shall be construed as obligating the City Council to appropriate the Allocated Revenues in any fiscal year. 6. No Debt or Pecuniary Liability. Notwithstanding anything in the Agreement to the contrary, the Agreement is specifically subject to annual appropriation of sufficient funds to pay the Allocated Revenue as provided in the ESTIP Program. No multiple year fiscal obligation is created hereby. The decision of the City Council not to appropriate funds in any given year shall not affect, impair or invalidate any of the remaining provisions of this Agreement. None of the obligations of the City hereunder shall be payable from any source other than Enhanced Sales Taxes. 7. Subordination. Notwithstanding anything in this Agreement to the contrary, the Owner shall have no right, claim, lien, or priority, in or to the City’s sales tax revenue that would be superior to or on parity with the rights, claims, or liens of the holders of any sales tax revenue that would be bonds, notes, certificates, or debentures payable from or secured by any sales taxes, outstanding as of the Effective Date of this Agreement. All rights of the Owner are, and at all time shall be, subordinate and inferior to the rights, claims and liens of the holders of any and all such sales tax revenue bonds, notes, certificates, or debentures, issued by the City and payable from or secured by any sales taxes. 8. No Covenant to Construct or to Open. The intent of this Agreement is to provide for Owner’s participation in the ESTIP Program, in the event that Owner constructs the Public Improvements. Notwithstanding any provision in this Agreement to the contrary, Owner shall have no obligation under this Agreement to construct the Public Improvements, and in that event, the City shall have no obligation to share any of the Enhanced Sales taxes with Owner. 9. Remedies. The Owner waives any constitutional claims against the City arising out of a breach of this Agreement. The Owner’s remedies against the City under this Agreement are limited to breach of contract claims. In no event shall the Owner be entitled to a claim, nor shall the City be liable for, any special, exemplary, punitive or consequential damages of any kind, including economic damages or lost profits. 5 10. Severability. It is understood and agreed by the Parties that if any part, term or provision of this Agreement is held by the courts to be illegal or in conflict with any law of the State of Colorado, the validity of the remaining portions or provisions shall not be affected, the rights and obligations of the Parties shall be construed and enforced as if the Agreement did not contain the particular part, term or provision held to be invalid, and the Parties shall cooperate to cure any legal defects in the Agreement or the ESTIP. Should the allocation of the Enhanced Sales Tax, or the payment of the Allocated Revenues be judicially adjudged illegal, invalid or unenforceable under the present or future laws effective during the Term of this Agreement by a court of competent jurisdiction in a final, non-appealable judgment, the Parties shall utilize their best, good faith efforts to restructure this Agreement or enter into a new agreement consistent with the purposes of this Agreement. Should the Parties be unsuccessful in their efforts, the Agreement shall terminate without penalty or recourse to the City. 11. Governing Law. The laws of the State of Colorado shall govern the validity, performance and enforcement of this Agreement. Should either Party institute legal suit or action for enforcement of any obligation contained herein, it is agreed that venue of such suit or action shall be proper and exclusive in the district court for Jefferson County, Colorado. 12. Notices. All notices required or permitted under this Agreement shall be in writing and shall be hand delivered or sent by certified mail, return receipt requested, postage prepaid, to be addressed to the Parties set forth below. All notices so given shall be considered effective upon the earlier of the actual receipt or seventy-two (72) hours after deposit in the United States Mail with the proper address. Either Party by notice so given may change the address to which future notices shall be sent: Notice to the City: City Manager City of Wheat Ridge 7500 W. 29th Avenue Wheat Ridge, CO 80033 Copy to: City Attorney City of Wheat Ridge 7500 W. 29th Avenue Wheat Ridge, CO 80033 Notice to the Owner: YOUR BUSINESS LLC 730 Kalamath Street Denver, CO 80204 13. Entire Agreement – Amendments. This Agreement embodies the whole agreement of the Parties. There are no promises, terms, conditions, or obligations other 6 than those contained herein and this Agreement shall supersede all previous communications, representations or agreements, either verbal or written, between the Parties hereto. This Agreement may be amended only by written agreement between the Owner and the City acting pursuant to City Council authorization. 14. Effective Date. This Agreement shall be effective and binding upon the Parties upon the date first set forth above. Notwithstanding any provision of this Agreement which may be interpreted to the contrary, in the event that Owner does not acquire title to the Property and construct and make improvements to the Property on or before December 31, 2020, then upon notice by the Owner to the City, this Agreement shall terminate and both Parties shall be relieved of all liability hereunder. IN WITNESS WHEREOF, Owner and City have each caused this Agreement to be executed by the authorized Parties. OWNER YOUR BUSINESS ___________________________ President State of Colorado ) ) ss. County of __________ ) The foregoing Agreement was acknowledged before me this ___ day of ____________, 20___, by _______________________________ as _____________________ [title] of _____________________________________, Inc. WITNESS MY HAND AND OFFICAL SEAL. My Commission expires: __________________ _________________________________ Notary Public 7 CITY OF WHEAT RIDGE By: ________________________ Name: Bud Starker Title: Mayor ATTEST: _______________________ Name: Steve Kirkpatrick Title: City Clerk State of Colorado ) ) ss. County of Jefferson ) The foregoing Agreement was acknowledged before me this ____ day of ____________, 20___, by Bud Starker as Mayor and Steve Kirkpatrick as City Clerk, respectively, of the City of Wheat Ridge, Colorado. WITNESS MY HAND AND OFFICAL SEAL. My Commission expires: __________________ ___________________________ Notary Public 8 EXHIBIT A Ordinance 2001-08 The Enhanced Sales Tax Incentive Program (The “ESTIP Program”) Sec. 22-73. - Program established. There is hereby established within the city an enhanced sales tax incentive program. (Ord. No. 1988-758, § 1(24-1), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-74. - Purpose. The purpose of the enhanced sales tax incentive program created by this division is to encourage the establishment and/or substantial expansion of retail sales tax generating businesses within the city, thereby stimulating the economy of and within the city, thereby providing employment for residents of the city and others, thereby further expanding the goods available for purchase and consumption by residents of the city, and further increasing the sales taxes collected by the city, which increased sales tax collections will enable the city to provide expanded and improved municipal services to and for the benefit of the residents of the city, while at the same time providing public or public-related improvements at no cost, or at deferred cost, to the city and its taxpayers and residents. (Ord. No. 1988-758, § 1(24-2), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-75. - Definitions. The following words, terms and phrases, when used in this division, shall have the meanings ascribed to them in this section, except where the context clearly indicates a different meaning: Enhanced sales tax shall mean the amount of sales tax collected by the city over and above a base amount negotiated by, and agreed upon by, the applicant and the city, and which amount is approved by the city council, which base amount shall never be lower than the amount of sales taxes collected by the city at the property in question in the previous twelve (12) months plus a reasonable and agreed upon percentage of anticipated increase in sales taxes, or, in the case of a newly established business, an amount which represents the good faith determination by the applicant and the city as to the amount of sales taxes which could be generated from the new business without the participation by applicant in the ESTIP created under this division. ESTIP means the enhanced sales tax incentive program created under this division. 9 Owner or proprietor shall mean the record owner or operator of an individual business, or, in the case of a shopping center, the owner of the real property upon which more than one (1) business is operated, provided that the owner (whether an individual, corporation, partnership or other entity) is the owner or less or of the individual businesses operated thereon. (Ord. No. 1988-758, § 1(24-3), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-76. - Participation. Participation in ESTIP shall be based upon approval by the city council exercising its legislative discretion in good faith. Any owner or proprietor of a newly established or proposed retail sales tax generating business or location, or the owner or proprietor of an existing retail sales tax generating business or location which wishes to expand substantially, may apply to the city for inclusion within the ESTIP provided that the new or expanded business is reasonably likely to generate enhanced sales taxes of at least five thousand dollars ($5,000.00) in the first year of operation. (Ord. No. 1988-758, § 1(24-4), 5-23-88; Ord. No. 1990-854, § 1, 11-26-90; Ord. No. 1272, § 1, 12-9-02) Sec. 22-77. - Approval of agreement; use of funds generally. Approval by the city council of an agreement implementing this ESTIP shall entitle the successful applicant to share in enhanced sales taxes derived from applicant's property or business in an amount which shall not in any event exceed the enhanced sales taxes; provided, however, that applicant may use such amounts only for public and/or public-related purposes such as those specified herein and which are expressly approved by the city council at the time of consideration of the application. The time period in which the enhanced sales taxes may be shared shall not commence until all public or public-related improvements are completed, and shall be limited by the city council, in its discretion, to a specified time, or until a specified amount is reached. (Ord. No. 1988-758, § 1(24-5), 5-23-88; Ord. No. 2002-1240, § 1, 1-28-02; Ord. No. 1272, § 1, 12-9-02) Sec. 22-78. - Uses enumerated. The uses to which the shared enhanced sales taxes may be put by an applicant shall be strictly limited to those which are public or public-related in nature. For the purposes of this division, public or public-related purposes shall mean public improvements, including but not limited to streets, sidewalks, curbs, gutters, pedestrian malls, street lights, drainage facilities, landscaping, decorative structures, statuaries, fountains, identification signs, traffic safety devices, bicycle paths, off-street parking facilities, benches, restrooms, information booths, public meeting facilities, and all necessary, incidental, and appurtenant structures and improvements, together with the 10 relocation and improvement of existing utility lines, and any other improvements of a similar nature which are specifically approved by the city council upon the city council's finding that said improvement are public or public-related improvements, and that such improvements shall enhance the competitive position of the applicant within the Denver metropolitan area marketplace. (Ord. No. 1988-758, § 1(24-6), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-79. - Increments, sharing of funds. The base figure for sales taxes shall be divided into twelve (12) monthly increments, which increments are subject to agreement between the parties, and approval by the city council, and which increments shall be reasonably related to the average monthly performance of the business or property in question, or similar businesses in the area (i.e. adjust for seasonal variations). If in any month the agreed upon figure is not met by applicant so as to create enhanced sales tax for that month, no funds shall be shared with applicant for that month, and no increment shall be shared until that deficit, and any other cumulative deficit, has been met, so that at the end of any twelve-month cycle, funds in excess of those enhanced sales taxes agreed to be shared shall not have been shared with any applicant. (Ord. No. 1988-758, § 1(24-7), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-80. - Revenues restricted. It is an overriding consideration and determination of the city council that existing sources of city sales tax revenues shall not be used, impaired, or otherwise affected by this enhanced sales tax incentive program. Therefore, it is hereby conclusively determined that only enhanced sales taxes generated by the properties described in an application shall be subject to division under this ESTIP. It shall be the affirmative duty of the treasurer to collect and hold all such enhanced sales taxes in a separate account apart from the sales taxes generated by and collected from the other sales tax generating uses and businesses within the city and to provide an accounting system which accomplishes the overriding purpose of this section. It is conclusively stated by the city council that this division would not be adopted or implemented but for the provisions of this section. (Ord. No. 1988-758, § 1(24-8), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-81. - Capital improvement fund. The one (1) percent of sales and use taxes earmarked for the capital improvement fund may be utilized in this ESTIP for public improvements so long as the same are within the meaning of the phrase capital improvements as defined in the voter approved sales tax referendum previously held within the city, and provided that the same are found and determined by the city council to be capital improvements which could be 11 provided by the city from the capital improvement fund but for the provision of such improvements by the applicant; provided, however, that such use of capital improvement funds as part of this ESTIP shall be limited to the amount agreed pursuant to section 22- 83 hereof; provided further, however, that nothing contained herein shall limit the city council in the determination to appropriate additional capital improvement funds for capital improvements affecting the property in question as a part of the city's regular appropriation and budget process. (Ord. No. 1988-758, § 1(24-9), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-82. - Criteria for approval of application. Approval of an application for inclusion in this ESTIP shall be given by the city council, at a public hearing held as a portion of a regularly scheduled city council meeting, based upon the following criteria: (1) The amount of enhanced sales taxes which are reasonably to be anticipated to be derived by the city through the expanded or new retail sales tax generating business; (2) The public benefits which are provided by the applicant through public works, public improvements, additional employment for city residents, etc; (3) The amount of expenditures which may be deferred by the city based upon public improvements to be completed by the applicant; (4) The conformance of the applicant's property or project with the comprehensive plan and zoning ordinances of the city; (5) The agreement required by section 22-83 having been reached, which agreement shall contain and conform to all requirements of section 22-83 (6) Approval shall be by motion adopted by a majority of the entire city council. (Ord. No. 1988-758, § 1(24-10), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-83. - Agreement required. Each application for approval submitted to the city council shall be subject to approval by the council solely on its own merits. Approval of an application shall require 12 that an agreement be executed by the owner and the city, which agreement shall, at a minimum, contain: (1) A list of those public or public-related improvements which justify applicant's approval, and the amount which shall be spent on such improvements; (2) The maximum amount of enhanced sales taxes to be shared, and the maximum time during which the agreement shall continue, it being expressly understood that any such agreement shall expire and be of no further force and effect upon the occurrence of the earlier to be reached of the maximum time of the agreement (whether or not the maximum amount to be shared has been reached) or the maximum amount to be shared (whether or not the maximum time set forth has expired); (3) A statement that this is a personal agreement which is not transferable and which does not run with the land; (4) That this agreement shall never constitute a debt or obligation of the city within any constitutional or statutory provision; (5) The base amount which is agreed upon by month, and the fact that if, in any month as specified, sales taxes received from the property do not at least equal such amount, that there shall be no sharing of funds for such month; (6) The base amount shall be agreed upon which shall consider the historic level of sales at the property in question, or a similar property within the area in the event of a new business, and a reasonable allowance for increased sales due to the improvements and upgrades completed as a result of inclusion within this program; (7) A provision that any enhanced sales taxes subject to sharing shall be escrowed in the event there is a legal challenge to this enhanced sales tax incentive program or the approval of any application therefor; (8) An affirmative statement that the obligations, benefits, and/or provisions of this agreement may not be assigned in whole or in any part without the 13 expressed authorization of the city council, and further that no third party shall be entitled to rely upon or enforce any provision hereof; (9) Any other provisions agreed upon by the parties and approved by the city council. (Ord. No. 1988-758, § 1(24-11), 5-23-88; Ord. No. 1272, § 1, 12-9-02) Sec. 22-84. - Joint venture; liability. The city council has enacted this ESTIP as a joint benefit to the public at large and to private owners for the purposes of providing the city with increased sales tax revenues generated upon and by properties improved as a result of this program; public improvements being completed by private owners through no debt obligation being incurred on the part of the city, and allowing applicants an opportunity to improve properties which generate sales activities, which improvements make those properties more competitive in the marketplace and further provide to the applicant additional contingent sources of revenues for upgrading such properties. The city council specifically finds and determines that creation of this ESTIP is consistent with the city's powers as a home rule municipal corporation, and that exercise of such powers in the manner set forth herein is in furtherance of the public health, safety and welfare. Notwithstanding any provision hereof, the city shall never be a joint venture in any private entity or activity which participates in this ESTIP, and the city shall never be liable or responsible for any debt or obligation of any participant in ESTIP. (Ord. No. 1988-758, § 1(24-12), 5-23-88; Ord. No. 1272, § 1, 12-9-02) 14 EXHIBIT B Legal Description of the Property 15 EXHIBIT C Qualifying Public Improvement Costs ATTACHMENT 2 • DIVISION 4. - ENHANCED SALES TAX INCENTIVE PROGRAM • Sec. 22-73. - Program established. There is hereby established within the city an enhanced sales tax incentive program. (Ord. No. 1988-758, § 1(24-1), 5-23-88; Ord. No. 1272, § 1, 12-9-02) • Sec. 22-74. - Purpose. The purpose of the enhanced sales tax incentive program created by this division is to encourage the establishment and/or substantial expansion of retail sales tax generating businesses within the city, thereby stimulating the economy of and within the city, thereby providing employment for residents of the city and others, thereby further expanding the goods available for purchase and consumption by residents of the city, and further increasing the sales taxes collected by the city, which increased sales tax collections will enable the city to provide expanded and improved municipal services to and for the benefit of the residents of the city, while at the same time providing public or public-related improvements at no cost, or at deferred cost, to the city and its taxpayers and residents. (Ord. No. 1988-758, § 1(24-2), 5-23-88; Ord. No. 1272, § 1, 12-9-02) • Sec. 22-75. - Definitions. The following words, terms and phrases, when used in this division, shall have the meanings ascribed to them in this section, except where the context clearly indicates a different meaning: Enhanced sales tax shall mean the amount of sales tax collected by the city over and above a base amount negotiated by, and agreed upon by, the applicant and the city, and which amount is approved by the city council, which base amount shall never be lower than the amount of sales taxes collected by the city at the property in question in the previous twelve (12) months plus a reasonable and agreed upon percentage of anticipated increase in sales taxes, or, in the case of a newly established business, an amount which represents the good faith determination by the applicant and the city as to the amount of sales taxes which could be generated from the new business without the participation by applicant in the ESTIP created under this division. ESTIP means the enhanced sales tax incentive program created under this division. Owner or proprietor shall mean the record owner or operator of an individual business, or, in the case of a shopping center, the owner of the real property upon which more than one (1) business is operated, provided that the owner (whether an individual, corporation, partnership or other entity) is the owner or less or of the individual businesses operated thereon. (Ord. No. 1988-758, § 1(24-3), 5-23-88; Ord. No. 1272, § 1, 12-9-02) • Sec. 22-76. - Participation. Participation in ESTIP shall be based upon approval by the city council exercising its legislative discretion. Any owner or proprietor of a newly established or proposed retail sales tax generating business or ATTACHMENT 3 location, or the owner or proprietor of an existing retail sales tax generating business or location which wishes to expand substantially, may apply to the city for inclusion within the ESTIP provided that the new or expanded business is reasonably likely, in the council's judgment, to generate enhanced sales taxes of at least ten thousand dollars ($10,000.00) in the first twelve (12) months following the effective date of an agreement. (Ord. No. 1988-758, § 1(24-4), 5-23-88; Ord. No. 1990-854, § 1, 11-26-90; Ord. No. 1272, § 1, 12-9-02; Ord. No. 1553 , § 1, 8-11-14) • Sec. 22-77. - Approval of agreement; use of funds generally. Approval by the city council of an agreement implementing this ESTIP shall entitle the successful applicant to share in enhanced sales taxes derived from applicant's property or business in an amount which shall not in any event exceed the enhanced sales taxes; provided, however, the applicant may use such amounts only for public and/or public-related purposes such as those specified herein and which are expressly approved by the city council at the time of consideration of the application. The time period in which the enhanced sales taxes may be shared shall not commence until all public or public-related improvements are completed, and shall be limited by the city council, in its discretion, to a specified time, or until a specified amount is reached. (Ord. No. 1988-758, § 1(24-5), 5-23-88; Ord. No. 2002-1240, § 1, 1-28-02; Ord. No. 1272, § 1, 12-9-02; Ord. No. 1553 , § 1, 8-11-14) • Sec. 22-78. - Eligible uses. The uses to which the shared enhanced sales taxes may be put by an applicant shall be strictly limited to those which are public or public-related in nature. For the purposes of this division, public or public-related purposes shall mean public improvements, including but not limited to streets, sidewalks, curbs, gutters, pedestrian malls, street lights, drainage facilities, landscaping, decorative structures, facades, statuaries, fountains, identification signs, traffic safety devices, bicycle paths, off-street parking facilities, benches, restrooms, information booths, public meeting facilities, and all necessary, incidental, and appurtenant structures and improvements, together with the relocation and improvement of existing utility lines, and any other improvements of a similar nature which are specifically approved by the city council upon the city council's finding that said improvements are public or public-related improvements, and that such improvements shall enhance the competitive position of the applicant within the Denver metropolitan area marketplace. (Ord. No. 1988-758, § 1(24-6), 5-23-88; Ord. No. 1272, § 1, 12-9-02; Ord. No. 1553 , § 1, 8-11-14) • Sec. 22-79. - Increments, sharing of funds. The base figure for sales taxes shall be divided into twelve (12) monthly increments, which increments are subject to agreement between the parties, and approval by the city council, and which increments shall be reasonably related to the average monthly performance of the business or property in question, or similar businesses in the area (i.e. adjust for seasonal variations). If in any month the agreed upon figure is not meet by the applicant so as to create enhanced sales tax for that month, no funds shall be shared with the applicant for that month, and no increment shall be shared until that deficit, and any other cumulative deficit, has been met, so that at the end of any twelve-month cycle, no funds have been shared in excess of the agreed enhanced sales taxes. (Ord. No. 1988-758, § 1(24-7), 5-23-88; Ord. No. 1272, § 1, 12-9-02; Ord. No. 1553 , § 1, 8-11-14) • Sec. 22-80. - Revenues restricted. It is an overriding consideration and determination of the city council that existing sources of city sales tax revenues shall not be used, impaired, or otherwise affected by this ESTIP. Therefore, it is hereby conclusively determined that only enhanced sales taxes generated by the properties described in an application shall be subject to division under this ESTIP. It shall be the affirmative duty of the sales tax division to collect and hold all such enhanced sales taxes in a separate account apart from the sales taxes generated by and collected from the other sales tax generating uses and businesses within the city and to provide an accounting system which accomplishes the overriding purpose of this section. The city council finds and declares that this division would not be adopted or implemented but for the provisions of this section. (Ord. No. 1988-758, § 1(24-8), 5-23-88; Ord. No. 1272, § 1, 12-9-02; Ord. No. 1553 , § 1, 8-11-14) • Sec. 22-81. - Criteria for approval of agreement. Approval of an ESTIP agreement shall be given by the city council, at a public hearing, held as a portion of a regularly scheduled city council meeting, notice of which has been published in a newspaper of general circulation at least seven (7) days prior to the hearing. The council's determination of the amount of sales tax to be shared shall be based upon the identified need or value the business offers to the community in terms of sales tax generation, investment in the community or increased employment based upon the following criteria: (1) The amount of enhanced sales taxes which are reasonably to be anticipated to be derived by the city through the expanded or new retail sales tax generating business; (2) The public benefits which are provided by the applicant through public works, public improvements, additional employment for city residents, etc.; (3) The amount of expenditures which may be deferred by the city based upon public improvements to be completed by the applicant; (4) The conformance of the applicant's property or project with the comprehensive plan and zoning ordinances of the city; (5) The agreement required by section 22-82 having been reached. (Ord. No. 1988-758, § 1(24-10), 5-23-88; Ord. No. 1272, § 1, 12-9-02; Ord. No. 1553 , § 1, 8-11-14) Editor's note— Ord. No. 1553, adopted Aug. 11, 2014, repealed the former § 22-81 and renumbered §§ 22-82—22-84 as §§ 22-81—22-83 as set out herein. The historical notation has been retained with the amended provisions for reference purposes. The former § 22-81 pertained to the capital improvement fund and derived from Ord. No. 1988-758, § 1(24-9), adopted May 23, 1988, and Ord. No. 1272, § 1, adopted Dec. 9, 2002. • Sec. 22-82. - Agreement required. (a) Each agreement submitted to the city shall be subject to approval by the council solely on its own merits. The approved agreement shall be executed by the owner and the city, and shall, at a minimum, contain: (1) A list of those public or public-related improvements which justify applicant's approval, and the amount which shall be spent on such improvements; (2) The maximum amount of enhanced sales taxes to be shared, and the maximum time during which the agreement shall continue, it being expressly understood that any such agreement shall expire and be of no further force and effect upon the occurrence of the earlier to be reached of the maximum time of the agreement (whether or not the maximum amount to be shared has been reached) or the maximum amount to be shared (whether or not the maximum time set forth has expired); (3) A statement that the agreement is a personal agreement which is not transferable and which does not run with the land; (4) That the agreement shall never constitute a debt or obligation of the city within any constitutional or statutory provision; (5) The base amount which is agreed upon by month, and the fact that if, in any month as specified, sales taxes received from the property do not at least equal such amount, that there shall be no sharing of funds for such month; (6) The base amount shall be agreed upon which shall consider the historic level of sales at the property in question, or a similar property within the area in the event of a new business, and a reasonable allowance for increased sales due to the improvements and upgrades completed as a result of inclusion within this program; (7) A provision that any enhanced sales taxes subject to sharing shall be escrowed in the event there is a legal challenge to this enhanced sales tax incentive program or the approval of any application therefor; (8) An affirmative statement that the obligations, benefits, and/or provisions of this agreement may not be assigned in whole or in any part without the expressed authorization of the city council, and further that no third party shall be entitled to rely upon or enforce any provision hereof; (9) Any other provisions agreed upon by the parties and approved by the city council. (b) Approval shall be by motion adopted by a majority of the entire city council. (Ord. No. 1988-758, § 1(24-11), 5-23-88; Ord. No. 1272, § 1, 12-9-02; Ord. No. 1553 , § 1, 8-11-14) Note— See the editor's note to § 22-81 • Sec. 22-83. - No joint venturer; liability. The city council has enacted this ESTIP as a joint benefit to the public at large and to private owners for the purposes of providing the city with increased sales tax revenues generated upon and by properties improved as a result of this program; public improvements being completed by private owners through no debt obligation being incurred on the part of the city, and allowing applicants an opportunity to improve properties which generate sales activities, which improvements make those properties more competitive in the marketplace and further provide to the applicant additional contingent sources of revenues for upgrading such properties. Notwithstanding any provision hereof, by adopting this program and approving agreements under the same, the city shall never be a joint venturer in any private entity or activity which participates in this ESTIP and the city shall never be liable or responsible for any debt or obligation of any participant in ESTIP. (Ord. No. 1988-758, § 1(24-12), 5-23-88; Ord. No. 1272, § 1, 12-9-02; Ord. No. 1553 , § 1, 8-11-14) Note— See the editor's note to § 22-81 • Sec. 22-84. - Reserved. Memorandum TO: Mayor and City Council FROM: Patrick Goff, City Manager DATE: March 3, 2020 (for March 16, 2020 Study Session) SUBJECT: Review of Strategic Plan, Department Accomplishment and Work Plans In preparation for the March 20th and 21st Strategic Planning Retreat, staff will provide an update to City Council at its March 16th study session on the status of the current strategic plan, department accomplishments from 2018 and 2019 and department work plans for 2020 and 2021. The City hired Heather Bergman, with Peak Facilitation Group, to facilitate the Retreat. Heather will be at the March 16th study session to provide City Council with a summary of the results from the survey elected officials recently completed concerning City priorities. Heather will also review the proposed agenda for the Retreat. ATTACHMENTS: 1. 2018/2019 Strategic Plan2. 2018/2019 Department Accomplishments 3. 2020/2021 Department Work Plans 4. March 20/21 Retreat Agenda Item No. 2 20 1 8 / 2 0 1 9 S T R A T E G I C P R I O R I T I E S  Up d a t e   t h e   N e i g h b o r h o o d   R e v i t a l i z a Ɵ o n   S t r a t e g y  De v e l o p   a n   I ‐ 7 0 / K i p l i n g   C o r r i d o r   S t r a t e g y   t o   A d d r e s s Cr i m e ,   A e s t h e Ɵ c s ,   R e d e v e l o p m e n t   O p p o r t u n i Ɵ e s  Fi n a l i z e   D e s i g n   o f   3 8 t h   A v e n u e   S t r e e t s c a p e  Wo r k   w i t h   t h e   C o l o r a d o   D e p artment of TransportaƟon to   p r i o r i Ɵ z e   I ‐ 7 0 / K i p l i n g   I m p r o v e m e n t s  Se t   a   P o l i c y   o n   “ S h a r e d   H o u s i n g ”   ( e . g .   A i r b n b ,   V R B O ) 20 3 5 V I S I O N Wh e a t   R i d g e   i s   a n   a Ʃ r a c Ɵ v e   a n d   i n v i Ɵ n g   c i t y   a n d   c o m m u n i t y   f o r   f a m i l i e s .       Wh e a t   R i d g e   h a s   g r e a t   n e i g h b o r h oo d s ,   i s   a   h u b   o f   c o m m e r c e   w i t h   a  c h o i c e   of   e c o n o m i c a l l y   v i a b l e   c o m m e r c i a l  a r e a s ,   a n d   h a s   d i v e r s e   t r a n s p or t a Ɵ o n .       Wh e a t   R i d g e   i s   c o m m i Ʃ e d   t o   e n v i r o n m e n t a l   s t e w a r d s h i p   a n d   i t s   r e si d e n t s   en j o y   a n   a c Ɵ v e ,   h e a l t h y   l i f e s t y l e ,  a n d   a r e   p r o u d   o f   t h e i r   h o m e t ow n .   Up d a t e d F e b 24 , 2 0 2 0 AT T A C H M E N T 1 Wh e a t   R i d g e   i s   a n   a Ʃ r a c Ɵ v e   a n d   i n v i Ɵ n g   c i t y   a n d   c o m m u n i t y   f o r   f am i l i e s .   W h e a t   R i d g e   h a s   g r e a t   n e i g h b o r h o o d s ,   i s   a   h u b   o f   c o m m e rce  wi t h   a   c h o i c e   o f   e c o n o m i c a l l y   v i a b l e   c o m m e r c i a l   a r e a s ,   a n d   h a s   di v e r s e   t r a n s p o r t a Ɵ o n .   W h e a t   R i d g e   i s   c o m m i Ʃ e d   t o   e n v i r o n m e n t a l   st e w a r d s h i p   a n d   i t s   r e s i d e n t s   e n j o y   a n   a c Ɵ v e ,   h e a l t h y   l i f e s t y l e  a n d   a r e   p r o u d   o f   t h e i r   h o m e t o w n .   WH E A T R I D G E I S A N A T T R A C T I VE A N D I N V I T I N G C I T Y W I T H :  We l l ‐ m a i n t a i n e d   s t r e e t s ,   r i g h t s   o f   w a y ,   s i d e w a l k s ,   a n d st r e e t s c a p e s   t h a t   s u p p o r t   w a l k a b i l i t y   a n d   t h e   t r a n s p o r t a Ɵ o n an d   c o m m e r c i a l   n e e d s   o f   r e s i d e n t s .  AƩ r a c Ɵ v e l y   d e s i g n e d   c o m m e r c i a l   a r e a s   w i t h   d i r e c Ɵ o n a l   s i g n s th a t   e n c o u r a g e   p e o p l e   t o  s t o p ,   s h o p ,   a n d   e n j o y .  In v i Ɵ n g   a n d   w e l l ‐ m a i n t a i n e d   p u b l i c   b u i l d i n g s ,   f a c i l i Ɵ e s ,   a n d pa r k s   t h a t   i n v i t e   r e s i d e n t s   a n d   v i s i t o r s   t o   e n g a g e   i n   t h e co m m u n i t y  Di s Ɵ n c Ɵ v e   a n d   c o n s i s t e n t   g a t e w ay s   t h a t   s i g n i f y   t h e   e n t r a n c e to ,   a n d   e x i t   f r o m ,   W h e a t   R i d g e   a n d   c e l e b r a t e   t h e   C i t y ’ s un i q u e   b r a n d .  Ne w   r e s i d e n Ɵ a l ,   c o m m e r c i a l ,   an d   l a n d s c a p e   d e v e l o p m e n t s th a t   a r e   d e s i g n e d   f o r   v i s u al   a p p e a l ,   a r c h i t e c t u r a l Ɵm e l e s s n e s s ,   a n d   f i n a n c i a l   s u s t a i n a b i l i t y .  Re s i d e n c e s   a n d   l a n d s c a p e s   t h a t   p o s i Ɵ v e l y   a d d   t o   t h e ch a r a c t e r   o f   t h e   c o m m u n i t y . WH E A T R I D G E I S A C O M M U N I T Y F O R F A M I L I E S , I N W H I C H :  Al l   g e n e r a Ɵ o n s   a r e   v a l u e d   a n d   h a v e   t h e   o p p o r t u n i Ɵ e s   t h a t th e y   d e s i r e   t o   l i v e ,   p l a y ,   s h o p ,   a n d   i n v e s t   i n   t h e   t o w n , in c l u d i n g   a   c h o i c e   o f   d i v e r s e  a n d   i n c l u s i v e   a m e n i Ɵ e s .  Se r v i c e s   e n c o u r a g e   f a m i l i e s   t o   f e e l   s a f e   a n d   s e c u r e .  Pu b l i c ,   p r i v a t e ,   f a i t h ‐ b a s e d ,   a nd   c h a r t e r   s c h o o l s   d r a w   f a m i l i e s to   W h e a t   R i d g e   d u e   t o   t h e   q u a li t y   o f   e d u c a Ɵ o n   a n d   u n i q u e pr o g r a m s .  Fa m i l i e s   h a v e   a c c e s s   t o   r e s o u r c es   f o r   p h y s i c a l ,   m e n t a l   a n d em o Ɵ o n a l   h e a l t h   a n d   w e l l ‐ b e i n g . Up d a t e d F e b 2 4 , 2 0 2 0 WH E A T R I D G E H A S G R E A T N E I G H B O R H O O D S , S U C H T H A T :  Ea c h   n e i g h b o r h o o d   h a s   a   s e n s e   o f   i d e n Ɵ t y   a n d   p r i d e ,   w i t h ne i g h b o r s   s h a r i n g   r e s p o n s i b i l i t y  f o r   a p p e a r a n c e s   a n d   s a f e t y .  Ne i g h b o r h o o d s   a r e   p e d e s t r i a n   f r i e n d l y .  Re s i d e n t s   i n v e s t   i n   W h e a t   R i d g e   b y   b u y i n g   a n d   m a i n t a i n i n g ho m e s ,   a n d   h o m e o w n e r s   h a v e   t he   o p p o r t u n i t y   t o   u p g r a d e th e i r   r e s i d e n c e s .  Th e r e   i s   a   d i v e r s i t y   o f   n e i g hb o r h o o d   t y p e s   a v a i l a b l e   t o re s i d e n t s ,   w i t h   d i f f e r e n t   h o u s i n g   t y p e s ,   a m e n i Ɵ e s ,   a n d   o t h e r ch a r a c t e r i s Ɵ c s .  Ne i g h b o r h o o d   c o m m e r c i a l   b u s i n es s e s   a r e   w a l k a b l e   a n d   s e r v e th e   n e e d s   o f   r e s i d e n t s . WH E A T R I D G E H A S D I V E R S E T R AN S P O R T A T I O N , S O T H A T :  Re s i d e n t s   a n d   b u s i n e s s e s   h a v e  c o n v e n i e n t   a c c e s s   t o   m a j o r hi g h w a y s   a n d   t h e   i n t e r s t a t e   s y s t e m .  Re s i d e n t s   h a v e   a c c e s s   t o   m u l Ɵ p l e   m o d e s   o f   p u b l i c tr a n s p o r t a Ɵ o n ,   w i t h   t h e   h i g h e s t   l e v e l   o f   s e r v i c e   p o s s i b l e .  Re s i d e n t s   h a v e   c o n v e n i e n t   p a r k i n g   a n d   e a s y   a c c e s s   t o   c e n t e r s an d   c o m m e r c i a l   b u s i n e s s e s .  Re s i d e n t s   h a v e   a c c e s s   t o   a   m u l Ɵ ‐ u s e   b i k e   a n d   p e d e s t r i a n sy s t e m   a n d   t r a i l s   t h a t   c r e a t e   r eg i o n a l   l i n k a g e s   a n d   c o n n e c t Wh e a t   R i d g e ’ s   n e i g h b o r h o o d s ,   p a r k s ,   a n d   c o m m e r c e   c e n t e r s wi t h   o n e   a n o t h e r   a n d   w i t h   t h e   s u r r o u n d i n g   c o m m u n i Ɵ e s . WH E A T R I D G E O F F E R S A C HO I C E O F E C O N O M I C A L L Y VI A B L E C O M M E R C I A L A R E A S , I N C L U D I N G :  A  w i d e   r a n g e   o f   o f f e r i n g s ,   s u c h   a s  l o c a l   a n d   c h a i n   r e s t a u r a n t s , re c r e a Ɵ o n a l   c e n t e r s ,   s m a l l   a n d   l a r g e   r e t a i l   b u s i n e s s e s , re s i d e n Ɵ a l   o p p o r t u n i Ɵ e s ,  p r o f e s s i o n a l   o f f i c e s ,   a n d co m m e r c i a l   l i n k s   t o   a g r i c u l t u r e   t h r o u g h   n u r s e r i e s   a n d   l o c a l fo o d   i n i Ɵ a Ɵ v e s .  Se v e r a l   c o m m e r c i a l   a n d   m a n u f a c tu r i n g   a n c h o r s   t h r o u g h o u t th e   C i t y   t h a t   o f f e r   e m p l o y m e n t   a n d   o t h e r   r e t a i l op p o r t u n i Ɵ e s .  A  b u s i n e s s ‐ f r i e n d l y   e n v i r o n m e n t  t h a t   e n c o u r a ge s   b u s i n e s s e s to   t h r i v e   a n d   e v o l v e . WH E A T R I D G E I S C O M M I T T E D T O E N V I R O N M E N T A L ST E W A R D S H I P S O T H A T :  Re s i d e n t s   h a v e   o p p o r t u n i Ɵ e s   t o   r e c y c l e ,   t o   c o m p o s t ,   t o re d u c e   a i r   p o l l u Ɵ o n ,   e m i s s i o n s ,  l i Ʃ e r ,   a n d   w a t e r   w a s t e ,   a n d to   p u r s u e   u r b a n   a g r i c u l t u r e .  In n o v a Ɵ o n   o n   s u s t a i n a b i l i t y   i s   s u p p o r t e d   a n d   e n c o u r a g e d   s o th a t   t h e   C i t y   c a n   c o n Ɵ n u e   t o  p r o m o t e   a   s a f e   a n d   h e a l t h y en v i r o n m e n t   a n d   s t e w a r d s h i p . Up d a t e d F e b 2 4 , 2 0 2 0 WH E A T R I D G E R E S I D E N T S E N JO Y A N A C T I V E , H E A L T H Y LI F E S T Y L E T H R O U G H :  Re c r e a Ɵ o n   p r o g r a m s   a n d   s e r v i c e s   t h a t   a r e   r e s p o n s i v e   t o   t h e un i q u e   n e e d s   o f   e a c h   g e n e r a Ɵ o n .  Tr a i l s   t h a t   a r e   u s e d   f o r   b i k i n g ,   w a l k i n g ,   a n d   j o g g i n g .  Ci t y   s u p p o r t   o f   p e r s o n a l   f i t n e ss ,   a s   w e l l   a s   C i t y / h o s p i t a l pa r t n e r s h i p s   t h a t   p r o m o t e   p e r s o n a l   a n d   c o m m u n i t y   w e l l n e s s .  To p ‐ q u a l i t y   p a r k s   t h a t   p r o v i d e  a   v a r i e t y   o f   v e n u e s   a n d   a r e in t e g r a t e d   i n t o   o u r   n e i g h b or h o o d s   a n d   a c Ɵ v e   c e n t e r s .  Pr o g r a m s   t h a t   s u p p o r t   t h e   pu r s u i t ,   m a i n t e n a n c e ,   a n d re s t o r a Ɵ o n   o f   r e s i d e n t s ’   p h y si c a l ,   m e n t a l ,   a n d   e m o Ɵ o n a l he a l t h . WH E A T R I D G E R E S I D E N T S A R E P R O U D O F T H E I R HO M E T O W N , A S D E M O N S T R A T E D B Y :  A  C i t y   g o v e r n m e n t   t h a t   i s   r e li e d   u p o n   t o   b e   t r a n s p a r e n t , ho n e s t ,   a n d   r e s p o n s i v e  t o   i t s   r e s i d e n t s .  Re s i d e n t s   t a k i n g   o w n e r s h i p   o f   a n d   e n g a g i n g   i n   o u r go v e r n a n c e   p r o c e s s .  Ne i g h b o r h o o d s   t h a t   p h y s i c a l l y   f a c i l i t a t e   a   c o h e s i v e co m m u n i t y ,   w h e r e   r e s i d e n t s   a r e   g i v e n   t h e   o p p o r t u n i t y   t o co m m u n i c a t e   o p e n l y   a n d   d e v e l o p  r e l a Ɵ o n s h i p s   w i t h   e a c h ot h e r .  Ne i g h b o r s   w h o   k n o w   a n d   h e l p   n e i g h b o r s   a n d   c o n t r i b u t e   t o ou r   c o m m u n i t y .  Hi s t o r y   a n d   h e r i t a g e   t h a t   a r e   r e s p e c t e d ,   v a l u e d ,   a n d ce l e b r a t e d .  Pr o f e s s i o n a l   s e r v i c e s   f r o m   bu s i n e s s e s   a n d   g o v e r n m e n t .  Ne w   a n d   l o n g ‐ s t a n d i n g   r e s i d e n t s   a r e   w e l c o m e d   i n   o u r co m m u n i t y . Up d a t e d F e b 2 4 , 2 0 2 0 Current Status Responsible parties 2018 2019 2020 Strategy 1.1.1: Define the best place for an art presence through a public engagement process and support the Cultural Committee in creating a master art plan The Cultural Commission developed a Cultural Vision for the City which was adopted by City Council on April 9, 2018. The Public Art Plan that was adopted in 2009 needs to be reviewed and updated including a site map identifying possible public are project locations. "Anchored by Place" was installed and dedicated at the Wheat Ridge Ward Station in 2018. "Sweet Grace Dance" was installed and dedicated in Anderson Park in 2019. A tour of Denver street art is being scheduled to gain ideas for a mural project in Wheat Ridge. An art selection process is currently being discussed for new art installations as part of the I-70 hook ramp and Wadsworth improvement projects. Cultural Commission, Parks and Rec Dept. Strategy 1.2.1: Renovate Prospect Park Phase I construction was completed in 2019 including a new football/soccer field and baseball/softball field, irrigation improvements, trail improvements south of the athletic fields and landscaping and drainage improvements. Phase II will be completed in 2020 including demolition and construction of a new pavilion. Phase III improvements include the renovation of the Berbert House and new restroom at north end of park which are not currently funded as resources were diverted to the Anderson Park renovation project. Parks and Rec Dept. Strategy 1.2.2: Renovate Anderson Park Renovation of Anderson Park was completed in 2019. One of the four Investing 4 the Future projects funded by a temporary sales and use tax increase and Open Space and Conservation Trust funds, Anderson Park renovations included significant improvements to the Anderson Building, outdoor pool locker room facilities, baseball field, multi-use fields, access to Clear Creek, a new performance pavillion and general upgrades to trails, irrignation and landscaping. The total budget was approximately $7 million. Parks and Rec Dept. Strategy 1.3.1: Plan, assess, and prioritize options to underground utility lines Xcel has completed the Youngfield and 38th undgrounding project – The poles are still up while Comcast is getting their lines undergrounded and poles removed, which should be completed in February 2020. Xcel also completed the undergrounding of utilities at 38th and Kipling as part of the Circle K redevelopment in 2019. The City recieves an annual credit of approximatley $300,000 from Xcel and can borrow ahead for three years which can be used for utility undergrounding projects.We've used our current balance and borrowed ahead through 2020 for these two projects. Public Works, Community Development 2035 VISION TOPIC 1: Wheat Ridge is an attractive and inviting city GOAL 2: Ensure that the City has attractive and inviting open space and parks GOAL 1: Develop a visual art presence in the City GOAL 3: Underground utility lines in commercial corridors to improve streetscapes ONGOING = COMPLETED = 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 2035 VISION TOPIC 1: Wheat Ridge is an attractive and inviting city Strategy 1.4.1: Update and create stricter and more proactive code enforcement Throughout 2018, staff and the City Attorney's Office met to to discuss a wide variety of issues related to code enforcement. These issues included identifying code enforcement strategies that would help address nuisance property maintenance and code enforcement efforts, ideas on improving the administrative citiation process and strengthening our current ordinances. At a June 17, 2019 study session, staff provided recommendations and council provided consensus on a number of issues related to code enforcement including inoperable vehicles, outside storage in residential districts,refuse and rubbish, trash containers, maximum height of grass permitted, weeds, noxious weeds, fence and wall maintenance, disorderly house, and options for code amendments concerning the administative citation enforcement process. Police Strategy 1.X.1: Update the sign code An ordinance amending the sign code to comply with the US Supreme Court ruling in Reed vs. Gilbert (AZ) has been adopted by City Council in 2019. It also simplified and clarified our temporary sign regulations allowing for easier code enforcement and required the LED changeable copy signs have illumination that dims when the sun is not out, which was also made retroactive. Community Development Items not associated with a specific goal GOAL 4: Expand proactive code enforcement 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 Strategy 2.1.1: Increase enrollment in neighborhood schools; identify problems that are specific to those schools and research how other cities have addressed similar problems No action to date Wheat Ridge Education Alliance Strategy 2.2.1: Conduct a needs assessment of current senior programs No action to date Admin. Services Strategy 2.2.2: Develop a plan to initiate a senior crime prevention program The police department provides crime prevention training to seniors when it is requested. Current staffing limits our ability to add a specific program without additional staffing. Federal grants were not available in 2018 or 2019. The department will continue to look for grants in 2020 which may be able to address this specific objective. The department did request an additional Crime Prevention Officer for the 2020 Budget. This request has been postponed until mi-year until a police chief could be hired. Police Dept. Strategy 2.2.3: Resolve the status of accessory dwelling units (ADUs) ADU public meetings were held in Spring 2016 and discussed at City Council Study Session June/July 2016. Efforts are currently on hold as the 2019 NRS Update recommended that the topic be put on hold for at least a year, citing the heavy lift to get such an ordinance adopted and the relatively minor level of interest in property owners having ADUs. Staff is recommending including questions on the 2020 Resident Survey concerning level of support for ADUs in Wheat Ridge. Community Development Strategy 2.3.1: Assist residents in setting up a neighborhood watch program Ongoing - The police department promotes the Neighborhood Watch program at various community events. Currently, the police department has 23 neighborhood watch programs throughout the community, with several more working to earn the designation. The police department has proactively promoted the Dog Walker Watch program 2017 through 2019, which has had a great response from community members. In 2019, the department provided free classes in "Refuse to be a Victim." This continues into 2020 and has been very popular for the community. Police Dept. Strategy 2.3.2: Further develop and expand community-wide crime prevention program Ongoing - The police department has one officer assigned to crime prevention efforts and multiple programs related to crime prevention. To further develop and expand our efforts in this area will require additional staffing. The department did not receive federal grants from the Department of Justice in 2018 and 2019 but will continue to search for opportuninities in 2020 to try to determine if there will be grants available to augment additional staffing to enhance community policing and crime prevention citywide. The current staffing situation in the department limits our ability to provide more robust services in this area. The department did request an additional position of Crime Prevention Officer for the 2020 budget. That position was put on hold until a new police chief could be hired to allow him to evaluate staffing levels. Police Dept. GOAL 1: Improve the quality of Wheat Ridge's public schools GOAL 2: Provide options for seniors are to age in place GOAL 3: Support residents in taking an active role in community policing 2035 VISION TOPIC 2: Wheat Ridge is a community for families 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 2035 VISION TOPIC 2: Wheat Ridge is a community for families Strategy 2.4.1: Identify funding source and potential location The Mayor and City Manager met with the Jefferson Library District in January 2018. The District has inititated a facilicites study to determine future needs. Intitailly the District has identified the need for two additional libraries and over 150,000 of additional square footage. The District recently increased its mill levy and therefore has more capacity to provide additional services. A City funding source or a new location in Wheat Ridge has not been identified at this time. City Manager GOAL 4: Build a new library in Wheat Ridge 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 Strategy 3.1.1: Update the Neighborhood Revitalization Strategy Adopted by Council Resolution on July 22, 2019. Two-year staff implementation work plan presented to City Council at August 5, 2019 study session. Senior Neighborhood Planner hired in January 2020 to initiate the Neighborhood Engagement Program. Neighborhood Engagement Specialist position is out to ad and position anticipated to be hired by April 1. Engagement effort estimated to start mid-year 2020. City Manager, Community Development Strategy 3.1.2: Set policy on "shared housing'' (e.g., AirBnB, VRBO) Included question on this topic in resident survey. Council provided regulatory policy direction at an October 21, 2019 study session. City Council study session scheduled for April 6, 2020 to discuss detailed framework of an ordinance allowing for and further regulating short terms rentals. Community Development Strategy 3.2.1: Market Localworks neighborhood programs Ongoing - meet with Executive Director of Localworks monthly to discuss programming and areas where the the City and Localworks can work together. Planning to utilize Localworks events as part of our broader neighborhood engagement in 2020/21, including during the public outreach for the 44th Avenue Corridor Plan. City Manager, Community Development, Police Dept. GOAL 1: Set a clear policy to achieve diverse housing options GOAL 2: Facilitate neighbor-to-neighbor relations 2035 VISION TOPIC 3: Wheat Ridge has great neighborhoods 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 Strategy 4.1.1: Work with CDOT to prioritize I-70/Kipling improvements CDOT completed an environmental assessment (EA) in 2018. At this time, there is no funding identified or a construction year or schedule established. 2018 statewide funding ballot question failed, leaving funding for the larger project in limbo. Staff has been supportive of CDOT through this process, including working with CDOT and adjacent property owners to identify ROW and access issues and potential redevelopment opportunities. An eastbound I- 70 auxiliary lane was completed in 2019 and improvements to the westbound I-70 off ramp will be completed in 2020. City Manager and Community Development Strategy 4.1.2: Develop an I-70/Kipling Corridor Strategy to address crime, aesthetics, redevelopment opportunities Met with strategy consultant in February and March 2018. David Evans Associates developed a high level transportation, land use and urban design vision plan with staff in 2018/2019 - complete. Ordinance has been initiated for a motel licensing program and to regulate extended stay lodging and CC was briefed on that approach at a July 15 study session. In August a survey was sent out to the hotel industry requesting comment on our proposed approach. Pending meeting with owner of American Motel in an attempt to resolve crime issues. Mixed Use-Commercial Concept Plan under staff review for vacant parcel at NE corner of 44th and Kipling. City Manager, Police Dept., Community Development Strategy 4.1.3: Market sites to the development community Ongoing - In early 2020 staff will complete a marketing prospectus promoting the Wheat Ridge - Ward Station area and the surrounding Opportunity Zone. Staff regularly attends the annual International Conference of Shopping Centers to market Wheat Ridge available development sites. City Manager Strategy 4.2.1: Finalize design of 38th Ave streetscape Completed the Cre8Your 38 public outreach processs to identify future streetscape improvements to 38th Avenue. City Council has postponed final decision on how to proceed. Under contract with design consultant to develop 30% plans for The Green. City Council Strategy 4.2.2: Provide funding for business area marketing and organized support Ongoing - City Council annually appropriates funding to assist 38th Avenue, 44th Avenue and 29th Avenue business corridors and other business groups for marketing and economic development efforts. Those businesses located in an Urban Renewal Area can apply for funds related to public improvements. City Manager Strategy 4.2.3: Maintain and expand commercial grant/loan program Ongoing - City Council apprpriated $90,000 in the 2020 budget for the WRBD grant program City Council, Localworks 2035 VISION TOPIC 4: Wheat Ridge has a choice of economically viable commercial areas GOAL 1: Build out key development sites along I-70 corridor by 2025 GOAL 2: Provide support to existing commercial areas 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 2035 VISION TOPIC 4: Wheat Ridge has a choice of economically viable commercial areas Strategy 4.3.1: Create a plan identifying mid- and long-term redevelopment sites This is a priority project for the Economic Development Manager in 2020. City Manager, Community Development Strategy 4.4.1: Take ballot question to voters allowing City to create broadband utility A ballot question was taken to the voters in November 2018 asking voters to allow the City to provide high speed internet services. The measure passed 81% to 19%. Strategy 4.X.1: Assess internet sales tax leakage Ongoing - The passage of HB 19-1240 established an economic nexus for retailers without the presence of a brick and mortar store in the jurisdiction and codified destination sourcing. This means that Wheat Ridge now collects sales tax for items delivered to buyers in the City. Increasingly, retailers are obtaining businesses licenses and remitting sales tax as a function of the new law; the City experienced 30% growth in business licenses attributable to internet and out of City sales. The City's auditor is reviewing cases to ensure compliance. Administrative Services Strategy 4.X.2: Educate the community on urban renewal, tax increment financing and enhanced sales tax incentive program Ongoing - The City's Economic Development Manager, as President of Downtown Colorado, Inc., leads the states efforts in effectively communicating the aspects of Urban Renewal and the use of Tax Increment Financing by providing staff, board and community education sessions. Locally, Renewal Wheat Ridge promotes its efforts through articles in the City's Connections Newsletter, signage on redevelopment sites, and speaking in the community. City Manager, Renewal Wheat Ridge GOAL 4: Become a leader in technological infrastructure Items not associated with a specific goal GOAL 3: Proactively identify emerging redevelopment areas 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 Strategy 5.1.1: Work on connections between public transportation and development Ongoing - Connections and and/or improved access to public transportation is considered and pursued as much as possible on all developments. This includes major redevelopment areas, (such as Clear Creek Crossing, Ward Road TOD area, and Wadsworth Blvd Reconstruction) as well as smaller scale projects where improved pedestrian access to bus stops for example, may be desired. RTD is engaged and included as appropriate and as much as possible on development projects, particularly for larger scale developments such as Clear Creek Crossing and Ward Road TOD where significant opportunities arise, such as improved access to commuter rail, identifying bus circulator/connection opportunities, and improved bike/ped access to public transit opportunities. In addition, staff closely follows RTD bus route service and schedules, particularly where there may be proposed changes to existing routes, times, and services. The maintaining of existing service levels on specific routes through the City has always been identified as a high priority. Community Development Strategy 5.2.1: Finalize the bike/pedestrian master plan and the ADA plan Both plans were finalized and approved by City Council in 2017 Community Development Strategy 5.2.2: Improve pedestrian mobility on 29th Ave Ongoing - Sidewalks/pedestrian mobility on 29th are being addressed segment by segment as opportunities arise and funding is available. 29th Avenue west of Fenton was reconstructed in 2019. Sidewalks will be added on the south side of 29th in Edgewater as part of a private development in 2020. Community Development Strategy 5.2.3: Determine feasibility of building sidewalks from 32nd to 35th on Wadsworth Staff has completed conceptual plans and an estimate for the construction of a multi-use trail (similar to recently constructed along Kipling), along Wadsworth from 32nd Avenue to 35th Avenue. Estimated cost at this time: $1M. Funding will need to be identified before moving forward any further. Community Development 2035 VISION TOPIC 5: Wheat Ridge has diverse transportation GOAL 1: Improve and identify areas of need for public transportation GOAL 2: Implement top three priorities of bike/pedestrian plan 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 2035 VISION TOPIC 5: Wheat Ridge has diverse transportation Strategy 5.3.1: Coordinate with other communities on connectivity options between communities Ongoing - Entered into an MOU with Arvada and Jeffco regarding roads at WR Ward station area in 2 nd Quarter of 2018. Staff consistently engages with our neighbors (Lakewood, Arvada, Jefferson County, and Denver) on a regular basis, as well as other agencies and advocacy groups such as Bike JeffCo, CDOT, RTD, and ATAT. All of these stakeholders were involved with visioning and planning in the Ward Road – TOD area, where staff are presently engaged with Arvada and Jefferson County to address transportation and traffic issues and opportunities in the station area. Staff also reviews and looks at connectivity options internal to Wheat Ridge when opportunities arise, such as private redevelopments, improvements to trails, and leveraging of bike/ped opportunities with other projects as they arise. Community Development Strategy 5.4.1: Maintain the level of existing RTD routes Ongoing - Staff closely follows RTD bus route service and schedules, particularly where there may be proposed changes to existing routes, times, and services. The maintaining of existing service levels on specific routes through the City have always been identified as a high priority. RTD is once again proposing to reduce bus service along 32nd Avenue. RTD is currently hosting public meetings for feedback with planned implementation of service cuts in May 2020. Community Development Strategy 5.5.1: Identify and prioritize connectivity options to the G Line Ongoing - Staff consistently engages with our neighbors (Lakewood, Arvada, Jefferson County, and Denver) on a regular basis, as well as other agencies and advocacy groups such as Bike JeffCo, CDOT, RTD, and ATAT. For example, all of these stakeholders were engaged during the Bike/Ped Master Plan update, and also with visioning and planning in the Ward Road – TOD area, where staff are presently engaged with Arvada and Jefferson County to address transportation and traffic issues and opportunities in the station area. Staff also reviews and looks at connectivity options internal to Wheat Ridge when opportunities arise, such as private redevelopments, improvements to trails, and leveraging of bike/ped opportunities with other projects as they arise. Multi-modal improvement to 52nd Avenue, Tabor Street and Ridge Road are in final design and expected to be bid and built in 2020. Preliminary plans for a bike-ped bridge over the tracks and a pedestrian trail to the I-70 frontage road have been completed as of December 2019. Community Development Strategy 5.5.2: Implement a circulator bus service between the G Line, commercial centers and the Seniors' Resource Center In summer and fall of 2018 coordinating with RTD to re-locate a bus transfer station within the Clear Creek Crossing Project. New RTD route started in August 2019 connecting W Line Federal Center station through Colorado Mills and Denver West, continuing through Clear Creek Crossing and termination at the Wheat Ridge-Ward commuter rail station. RTD has not yet identified a new transfer station site and may no longer have funding available. Community Development GOAL 5: Increase multi modal access to G Line stations GOAL 3: Increase connectivity to surrounding communities and local gathering centers (ten new locations) GOAL 4: Maintain the level of existing RTD routes 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 2035 VISION TOPIC 5: Wheat Ridge has diverse transportation Strategy 5.X.1: Discuss how to finance the Drainage, Infrastructure, Roads, and Trails (DIRT) Task Force A 0.5% sales and use tax increase and bonding authority in the amount of $33M was approved by the voters in November 2016 for Anderson Park, Wadsworth reconstruction, I-70 hook ramps and Ward Station TOD improvements. City Manager Multi-modal improvments to 52nd Avenue, Tabor and Ridge Streets are in final design, expected to be bid and built in 2020 and funded through voter-approved 2E funds. 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 Strategy 6.1.1: Develop mission and goals for Committee Completed in 2017 Admin Services Strategy 6.1.2: Create Committee membership application and advertise for Committee Completed in 2017 Admin Services Strategy 6.1.3: Select and appoint Committee Completed in 2017. Committee will provide final report with recommendations to City Council in June 2018 Mayor and City Council GOAL 1: Create an Environmental Sustainability Committee to set priorities for the City for the next five years 2035 VISION TOPIC 6: Wheat Ridge is committed to environmental stewardship 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 Strategy 7.1.1: Conduct Resident survey City Council approved final form of biannual survey on February 26, 2018. Survey results were presented to City Council in June 2018. A 2020 resident survey is being drafted and will be presented to City Council on March 2, 2020 for approval to distribute. City Manager Strategy 7.2.1: Additional opportunities have been implemented including the Environmental Sustainability Committee, DIRT Task Force, Outside Agency Contribution Committee, online tools such as Wheat Ridge Speaks and What's Up? Wheat Ridge. Admin Services Strategy 7.3.1: Create a City 101 course for residents The City is currently collaborating with Localworks to develop a Wheat Ridge 101 course in Fall 2020. City Manager Strategy 7.3.2: Assess current levels of public participation and the needs of residents Ongoing - Public Information staff measure level of public participation on website, Facebook, Twitter, etc. Citizen survey measures public participation rates every 2 years. Well- attended meetings related to the NRS and Wadsworth Improvement project provided effective vehicles for learning about residents' expectations and desires for increased public participation. Admin Services Strategy 7.X.1: Create a charter commission to update the City Charter to increase pride in Wheat Ridge's government No action to date.City Council Strategy 7.X.2: Create a recognition campaign for hometown pride A year-long celebration of the City's 50th anniversary took place throughout 2019. The City created and disseminated a special 50th Anniverary video that celebrated the journey of Wheat Ridge from 1969 to present. The City hosted a 50th anniversary gala, hosted a history panel, provided interesting content to the community online and through social media and handed out 50th anniversary items at events including Carnation Festival Parade, Mayor's Reception, G-Line opening celebrations, Boards and Commissions dinner and others. Admin Services 2035 VISION TOPIC 7: Wheat Ridge residents are proud of their hometown GOAL 1: Create a public survey that captures the quality of resident life, specifically in terms of the "live, work, play" metrics GOAL 2: Create five additional opportunities for meaningful citizen engagement GOAL 3: Increase public participation by 20% in all city-wide meetings Items not associated with a specific goal 2035 Vision Topics and GoalsUpdated Feb 24, 2020 Current Status Responsible parties 2018 2019 2020 Strategy 8.1.1: Identify a percentage target for young family participation increase Ongoing - Staff recognizes the gap in participation (primarily teens) and continue to offer programs in an attempt to engage more youth. Many times, programs are offered and canceled due to low enrollment. Staff will continue to engage with the youth in the community to determine what programming wants/needs exist in order to program more effectively. A youth commission/council, if implemented, might help inform the process. Renovation of the Anderson Building in 2019 has provided additional opportunities for drop- in youth activities. Parks and Rec Dept. Strategy 8.2.1: Complete an assessment of all City programs promoting the vision and identify opportunities for partnerships with LMC Ongoing - With new leadership in place, the Parks & Recreation Director and Recreation & Facilities Manager met with Lutheran staff in November of 2019 to brainstorm ideas for future collaboration. One idea involves connecting individuals completing rehab at the Lutheran Spine Center with a strength and conditioning coach at the recreation center. In 2018 & 2019 the HEAL Committee facilitated quarterly programs. The City of Wheat Ridge and Lutheran Medical Center are both integral members of the committee. Lutheran hosts a “Healthy You” series at the Active Adult Center. The Mayor and City Manager meet with the CEO of Lutheran on a quarterly basis to discuss partnership opportunities. Parks and Rec Dept., City Manager Strategy 8.X.1: Update plans and investigate funding for a ballot initiative expanding the recreation center Wheat Ridge voters approved a temporary sales and use tax increase to issue bonds for the Investing 4 the Future program. The recreation center was not chosen by the citizen committee or City Council as a priority project. Parks and Rec., City Manger 2035 VISION TOPIC 8: Wheat Ridge residents enjoy an active, healthy lifestyle GOAL 1: Increase young family participation in City-sponsored recreation programs GOAL 2: Develop an active relationship with Lutheran Medical Center (LMC ) and plan and implement three programs that promote an active, healthy lifestyle Items not associated with a specific goal 2035 Vision Topics and GoalsUpdated Feb 24, 2020 1 ATTACHMENT 2A ADMINISTRATIVE SERVICES DEPARTMENT ACCOMPLISHMENTS FOR 2018 and 2019 1. Administration • Received the GFOA Distinguished Budget Award for the 2018 and 2019 budgets • Hosted the Wheat Ridge Optimist Club Holiday wrapping events in both years • Successful completion of worker’s compensation and property/casualty audits with CIRSA, yielding substantial savings in premium costs • Partnered with CU Denver MPA capstone student on risk management focused capstone research project • Researched options for additional savings and enhanced service levels through worker’s compensation insurance with a plan to move to Pinnacol Assurance in 2020 • On-boarded new Administrative Services Director in 2019 • On-boarded new Operations Support Technician (now Administrative Specialist) in 2018 • Determined new security measures and process to promote staff and visitor safety at City Hall by hiring contract security guard and restricting access to screened visitors and employees only • Reorganized administrative team in 2019 to provide additional support to Mayor and Council, City Clerk’s Office, City Manager’s Office and the Administrative Services Department • Participated in region-wide G-line opening planning meetings with RTD and neighboring communities and celebrated the launch of the G-line in April, 2019 • Provided training and onboarding to new City Councilors, Treasurer and City Clerk • Coordinated Feed-the-Future Backpack volunteers & holiday giving program • Completed department vision and action plan • Launched 2020 Census Wheat Ridge Complete Count Committee • Allison is the Chair of the 2019/2020 Leadership Jefferson County Program • Allison served on the Civic Design Team for the Family Leadership Training Program • Launched and supported the City Manager in monthly employee “Connect with the City Manager” breakfasts 2. Public Information Division • Recruited and hired Digital Communication Specialist • Produced monthly videos including 50th anniversary topics, Police recruitment, Trains and Trails safety video and renovation of WRPD Unit 1 • Created social media plan and increased social media engagement by more than 10% through the use of educational messaging across Nextdoor.com, Facebook, Twitter, Instagram, YouTube and LinkedIn • Hosted ground breakings and opening events for Clear Creek Crossing, Wheat Ridge Ward Station and Anderson Park improvements 2 • Led the 50th Anniversary celebrations including 50th Gala, Greetings from Wheat Ridge campaign, Passport to Wheat Ridge, history panel and informational video. Raised funds to support 50th anniversary activities • Implemented monthly maintenance program for the website to ensure continuous attention to broken links, reducing from 600 broken links per month to approximately 50 per month • Assisted with the implementation and promotion of online court fee payments and streamlined online building permit application • Created Crisis Communications and Joint Incident Command plan, updated Emergency Management PIO policies • Launched Conversation Coins for Patrol and CSOs to distribute to residents and children as a way to build relationships • Coordinated official PD photos • Created weekly slides for Channel 8 to include Foothills Animal Shelter adoptable pets as well as special event and City notices • Sara served as Secretary for the Board of the Jeffco Good News Coalition to plan Good News Breakfast 2018-19 and is the incoming Chair for the Board in 2020, led the Master Practitioner’s Group for the Public Relations Society of America Colorado Chapter and served on planning committee for the Colorado Communications and Utility Alliance (CCUA) Conference 2019 and moderated the Social Media panel • Sara attended and graduated from Leadership Jefferson County in 2019, served on planning committee for Justice Day 2020 • Designed, wrote, and edited Annual Report for WRPD 2018 and 2019 • Wrote, edited and produced quarterly Connections newsletters 2018 and 2019 • Regularly submitted articles to Denver Post YourHub for online and print editions • Sara served as member of volunteer PIO teams assisting with funerals for officers/deputies and firefighters who lost their lives in the line of duty in 2018-19 3. Finance Division • Completed organizational study and restructured to merge the Accounting and Sales Tax and Licensing divisions into the Finance Division • Built a new team with the recruitment of a new Finance Manager, Revenue Auditor, Revenue Technician, Staff Accountant and Accounting Technician • Obtained unqualified audit opinion in 2018 and anticipate the same for 2019. Successfully transitioned from the long-time Swanhorst audit firm to highly-regarded CliftonLarsonAllen (“CLA”) in 2018. • Financed 2E bonds and managed cash flow and investment potential accordingly • Coordinated monthly 2E project-related pay application review, payment and tracking • Created and published monthly City Treasurer report • Achieved efficiencies by introducing ACH and EFT payments to reduce check issuance and production by more than 60%, yielding estimated annual savings of $38,000. 3 • Switched credit card processor saving the City $25,000 in fees • Kept pace with changing laws regarding marijuana licensing and completed reviews of renewal applications 60 days prior to expiration to facilitate appropriate review time for enforcement and compliance partners. • Researched and budgeted for the implementation of armored courier service in 2020 to enhance employee safety • Researched, budgeted and implemented in early 2020 desktop deposit services to further keep staff safe and to increase cashflow • Conducted 10 sales or use tax audits • Coordinated and tracked medical and retail marijuana business licensing and taxation • Eliminated unnecessary license renewal and sales tax form mailing campaigns by contacting businesses electronically, saving the City over $12,000 in hard costs • Managed volume increases o Volume increased from 40,248 returns and renewal items filed in 2016 to 43,140 filed in 2019 o Account numbers increased from 4,236 in 2016 to 4,620 in 2019 o Increased dollar value of revenues from $22.2 in 2016 to estimated $28.2 in 2019 • Increased online filing o Increased the number of online returns and renewals by 82% since 2016, from 7,119 to 12,976 returns o Increased the dollar value of online returns and renewals by 61% since 2016, from $7.0 million to $11.3 million 4. Human Resources Division • Recruited new HR Manager • Completed executive recruitments including Administrative Services Director, Parks and Recreation Director and Chief of Police • Introduced innovative technology and processes including Spark Hire to increase efficiency in the recruitment process • Managed pay for performance review cycles including training, coaching and pay increase implementation • Revised and streamlined variable employee pay increase process • Completed a full compensation market analysis in 2018 and a partial analysis dedicated to sworn employees and ensuring appropriate pay for high-performing civilian employees in 2019 • Reviewed and updated compensation related policies and practices 4 • Improved employee background check process, moving from paper to online to increase efficiency, reduce wait time and deliver an enhanced experience for the prospective employee • Conducted several job studies and recommendations for reclassifications • Conducted various exit interviews and provided thematic feedback to stakeholders • Negotiated renewal agreements with benefits providers yielding zero to nominal increases in premiums • Completed a Request for Information (RFI) process to determine potential for a modern HR Information System (HRIS). Determined efficiency will be gained through a full organizational Enterprise Resource Planning (ERP) initiative • Enhanced usage of the City’s Learning Management System to support compliance and professional development • Continued to promote and implement the City’s employee recognition programs including Give-A-Wow, ACTION Awards breakfast, employee BBQ and pancake breakfast • Completed staff engagement survey, held follow up focus group sessions and made recommendations for improvements to the City’s management team • Revised and implemented personnel policies • Resolved a number of employee relations issues including timely investigations, contested terminations, facilitated agreements between staff and recommended corrective action • Realized efficiencies across a number of processes including medical provider billing, staffing budgetary allocations, exempt employee leave tracking and others • Lead the civilian 401a and Deferred Compensation Retirement Committee. Implemented civilian increase to align with market conditions and revised committee charter in 2019 • Led Worker’s Compensation audit, renewal and managed thorough review of employee codes 5. Purchasing and Contracting Division • Completed 60 formal solicitations, a combination of ITB’s (14), RFB’s (8), RFP’s (13), RFQ’s (4), other (21). The division also communicated with staff and vendors to successfully renew subsequent one-year terms of 17 multi-year awards. This represents 120 formal procurements worked on in 2018 and 2019 combined. Nine more in 2019 than the year before. • Issued 336 PO’s for a total of $37,496,882 in this 2-year period • Researched use of the ADG electronic requisition feature and began to pilot implementation • Assumed leadership role in coordinating 2E bond projects procurements, task tracking and payment application review • Recruited new Buyer • Concluded bidding and award of all hail damage repairs • Conducted periodic procurement trainings 5 • Improved the City’s purchasing card program • Jen received the Employee ACTION Integrity Award in 2019 6. Information Technology Division • Supported the development of the regional Jeffco Communications Center for centralized dispatch. • Implemented employee and elected official phishing training and developed specific onboarding program • Implemented regional records management system and migrated legacy data • Recruited new IT Support Technician • Installed new server and software for multi-site HVAC system management • Installed new facilities management software for the enterprise • Continue to migrate all systems to the latest version of Windows and Office • Participated in regional discussions regarding cyber-attack mitigation • Completed new infrastructure elements including security cameras, access control, phones, printers and computers at the renovated Anderson Building • Installed new Municipal Court online payment functions • Installed new security features to enhance visitor and employee safety at City Hall and the Public Works shops • Connected the City to Jefferson County fiber optic public safety network • Procured regional records management system project • Moved existing software applications to web interface system • Upgraded firewall and infrastructure to increase security and resiliency • Upgraded and updated video camera system 1 Memorandum TO: Patrick Goff, City Manager FROM: Kenneth Johnstone, Community Development Director DATE: March 2, 2020 SUBJECT: Community Development Department – 2018/2019 Accomplishments Planning Division: • Completed core business functions, including management of development and zoning applications, pre-application meetings, review of building permits, and responding to “planner of the day” or walk-in inquiries. 2019 2018 Pre-application Meetings 53 78 Neighborhood Meetings 13 21 New Cases 49 77 Active Cases 86 105 Night Meetings 76 Not Tracked • Managed entitlements for a variety of residential projects and projects in high-priority areas: o Clear Creek Crossing – creation of PMUD zoning and initiation of several SDPs o Applewood Village Shopping Center – SDP and permit review for repurposing of Walmart, for site modifications, and for Hacienda Colorado o WR Ward Station Area – concept plan, site plan, subdivision and permit review for Toll Brothers and Hance Ranch townhome developments o The Corners – site plan and permit review for multifamily component o West End 38 – site plan and permit review for multifamily component o Mid-size residential projects – Quail Run, Yarrow Gardens, Gemini, Riverside Terrace, Clear Creek Terrace, Ridgetop Village • Participate in implementation for interdepartmental special projects o Wheat Ridge · Ward Station 2E projects o Wadsworth Improvements o Visioning process for the Kipling/I-70 area in anticipation of CDOT interchange construction • Supported the update to the Neighborhood Revitalization Strategy (NRS) ATTACHMENT 2B • Updated internal processes and procedures to improve development review • Updated streetscape design manual to reflect current street standards • Managed and grew the seasonal landscape inspection program with 55 properties inspected in 2018 and 78 properties inspected in 2019 • Filled two vacant positions (Planner I in 2018 and Senior Planner in 2019) • Launched online map of active development cases • Drafted and processed zoning code amendments related to a variety of topics: o Public Works/Community Development reorganization (2019) o Animal daycares (2019) o Residential-One (R-1) accessory structure setback (2019) o Legal protest proceedings for property rezonings (2019) o Freestanding emergency rooms (2018) o Electric fences (2018) o Special use permit review criteria (2018) o Sign code (2018) Building Division: (Contract employees allows resources/staffing to ebb and flow if need be to moderate for work volume) Plan Review: • 2017 through 2019 showed a consistent trend of upward volume, with 2018 being a record year and 2019 close behind • Continued to exceed our established plan review turnaround times of 2-4 weeks for new residential and 4-6 weeks for new commercial • Completed plan reviews for several large MF projects at Clear Creek Crossing, The Edison and Town Center North • Completed plan reviews for several large commercial projects, including the Applewood renovation/re-tenanting and Uncle Julio’s • Completed master plan reviews for several townhomes developments, including Yarrow Gardens, Toll Brothers at the TOD, Remington Homes at Hance Ranch and Creekside at 44th and Tabor Inspections: • 2017 through 2019 showed a consistent trend of upward volume, with 2017 being a record year with the hail storm impacts and 2018 being a record year without accounting for any roof permits and 2019 being close behind • Consistently maintained commitment to next day building inspections • Conducted consistent inspections at 2 large and complex MF projects • Conducted inspections Special Projects: • 2017 hired new contract inspection firm • 2017/2018 managed nearly 10,000 hail storm related permits/inspections • 2018/2019 managed implementation of new 100% contract based building division service delivery model • 2019 year long process of developing and adopting the 2018 International Codes, including several new appendices • Issued new policy on ceiling insulation requirements for re-roofing project • Issued new policy on valuing homeowner building permits • Issued new policy on when an engineered soils report is required • Clarified policy on attic ventilation policy for re-roof permits • Expanded ability to issue permit via e-mail a facsimile submittals • Issued new policy on when wireless smoke alarms may be used Engineering Division: 2018/2019 Accomplishments and 2020 Work Plan Civil Plan Review: • Similar to building and planning divisions, which the engineering division supports, civil plan reviews to support land use cases and building permits has been trending up for the past several years, including record volumes in 2018/2019 Special Projects: • 2018/2019 included a large amount of staff design review and civil plan review support for 2E related projects, notably: o CCC/I-70 hook ramps and infrastructure internal to the Clear Creek Crossing development o Wadsworth reconstruction o Ward TOD Station Area:  52nd Avenue  Tabor Street  Ridge Road  Bike/Ped bridge at station  Linear trail  52nd and Ward intersection  Ward and Ridge intersection o Ongoing management of Neighborhood Traffic Management Program • Completed the I-70/32nd Avenue Intersection Environmental Assessment making way for the Clear Creek Crossing project • Made improvements to City’s floodplain management program to improve the City national flood insurance rating • Completed the installation of new traffic signals at 32nd and Xenon and 44th and Vance • Commenced implementation of various sidewalk/ramp improvements to maintain compliance with ADA transition plan • Completed the review and adoption of revised floodplain mapping for the Sloan’s Lake tributary • Managed the development of the federally required Environmental Assessment of Wadsworth Blvd. • Oversaw the reconstruction of 29th Avenue 2018-2020 Parks, Forestry & Open Space Projects and Accomplishments • Dog park shelter constructed • Panorama Park irrigation replacement o $152k project to replace original system from 1960s • Installed retaining wall at Bass Lake, $28k • Discovery Playground fall surface improvement, $75k o Installation of a pour in place surface that is much nicer looking and reduces maintenance costs than that of EWF (engineered wood fiber) wood chips • Established contract for City-wide trash and recycling • Prospect Park Phase I completed o Construction of the football/soccer field, baseball field and softball field o Irrigation improvements o Trail improvements south of the athletic fields o Landscaping and drainage improvements • Constructed two equipment storage buildings at Public Works Shops o 2 large commercial storage buildings provide much needed covered and heated storage for parks equipment and materials o Reduces the wear and tear on storing items outside o Created more functional “shop” space to work on equipment and small projects • Anderson Park ball field improvement o Musco system; provides up-lighting so ball is lit from below when hit high into the air  Can be controlled via internet, cell phone o Renovation of infield  Using dura-edge product – same materials as professionals  Added new sod to shrink the field back to a normal shape  Currently working on areas around pitching mound and near dugouts  Should be ready for play by end of May 2020 • Continued management of hail repair contractor and work o 94 total roofs severely damaged from 2017 hail storm, most of them are shelters and bathrooms at the parks o Currently ~75% complete • Continual work to mitigate damage from major hail storm in 2017 o In-house efforts to repair small items at facilities and parks damaged by hail ATTACHMENT 2C • Anderson Park improvement project completed o New irrigation main and controls o Improved two new parking lot areas o Baseball infield improvements o Creek access o New pavilion o Anderson Building, major improvements inside and out • Improvements to Happiness Gardens o Hose connections and holders o Plot configuration o Walkway and weed control o Beekeeping • Outdoor Furniture o Focus on replacement of old benches at many park locations with modern, powder coated benches o This effort standardized the look and color for benches and trash receptacles moving forward • Flagstone improvements at Richards-Hart Estate • Ditch and raw water management o Active participation as member to several ditch companies o Lee & Baugh; Oulette Ditch Meters installed o Use of raw, ditch, recycled and well water saves the City +/- $100k per year • Installed security alarms on all the buildings in the Historic Park • Small drainage improvement project at Creekside performed in-house o Creekside still has major drainage issues and needs significant engineering • Installed security cages, painted and seasonal removal of backflow devices o Reduced theft by 100% • Multiple small projects for historical park structures and the Richards-Hart Estate o Historical properties require constant maintenance, some examples are:  Brick tuck point (grouting in-between bricks)  Stucco and plastering at several locations  Historic door replacement at Richards-Hart Estate  Chink and daub for the cabin (basically material is stuffed into the joints [chink] of the logs and then mudded [daub] over)  Plasterwork • Maintained CAPRA Accreditation (Commission for Accreditation of Park & Recreation Agencies) • Opening up and permitting of the gold panning area • City-wide emerald ash borer monitoring o 788 ash trees are within the area of responsibility for parks o If the ash borer invades, we will likely have to quarantine and cut down the vast majority of them o Ash trees are one of the best trees to plant in the front range because of hard wood, nice shade and slow growth rate o We are actively treating ash trees that are “prominent” and would hope to protect • Goat weed control program o Environmentally friendly o Fun to see, great PR and shows innovation • Mile High Youth Corps – Forestry Division o Partner with MHYC to help with forestry needs on greenbelt o They plant new trees, help prune and clear large areas of underbrush • Arbor Day celebrations o Planted 40 trees in 2020 to celebrate 40 years of Tree City USA • Partnered with area schools and other organizations (Boy/Girl Scouts) to facilitate environmental education o Environmental Interpreter plans and coordinates o Responds to requests and inquiries from such organizations • Over 300 new trees planted in last three years o Requires more than 1 FTE to help establish and maintain new trees • Johnson Trailhead improvement project o Improved roadway, parking, drainage and ADA access to trail • Closely work with Urban Drainage to maintain and improve the floodway and creek stabilization o Some examples: Revegetation, weed management, forest management, dredging of creek • Horticulture o Designs and plants flowers all across the City annually o Revitalizes old shrub beds o Numerous small landscaping projects 2018-2020 Recreation Division Projects and Accomplishments January 2018 Ceiling fans Prospect Hall (Active Adult Center) Two ceiling fans were installed in Prospect Hall to keep fitness & dance students cool while working out. WR Foundation funded the project, $8000. March 2018 Restructuring of Recreation Center Use Fees The Recreation Center restructured its fees to better align with patron needs and desires. Using the marketing department to assist, the facility redesigned its fee structure into offering monthly passes that automatically renew until the patron wishes to discontinue, along with annual passes and 10 visit-punch cards. July 2018 Sun Camp Tree Stewards Campers age 6 - 14 participated in a tree stewardship program during the summer and learned basic forestry techniques as they collected data, including height, diameter, general health and evidence of pests/disease for trees planted along the Wheat Ridge Greenbelt during student restoration efforts in recent years. August 2018 New Parks and Recreation Website! With the launch of our new brand, Rooted in Fun, the Parks and Recreation Department wanted to create a new website that matched the new brand. The new website added many new features including: • New, fresh, fun look • User friendly navigation • Notification sign up • E-newsletter sign up • Improved search functions • Optimized for mobile use • And ADA accessibility The ultimate goal was to create a website that was user friendly and to make it even easier for customers to find information and register for programs. Monster Vac the WRRC (Wheat Ridge Recreation Center) The Recreation Center was closed Aug. 20 - 24 for annual maintenance so the facility took advantage of that time to have Monster Vac come in and clean out all the duct work in the facility. Replacement of the Sauna Wood During annual closure week at the end of August, the wood in the Recreation Center sauna was completely replaced. The aging wood was discarded and replaced creating a pleasant ‘new wood’ aroma and a new look to the sauna. Active Adult Center New Carpet, $27,000 New carpet was installed throughout the facility during closure week. This included Aspen, Ketner, lobby and all office spaces. Active Adult Center Replacement of VCT in Art & Craft Room, $5,800 The VCT flooring in the Arts & Crafts room was removed and new VCT was installed. September 2018 Taekwondo Takes Out the Trash The Recreation Center was closed Aug. 20 - 24 for annual maintenance so no classes could be held that week. Rather than just taking that week off each year, Instructor Daniel McCallum took the opportunity to gather his Taekwondo students at a Wheat Ridge park to do some community service. HEALthy Wheat Ridge Wheat Ridge actively engaged in LiveWell Colorado's Healthy Eating Active Living (HEAL) Cities & Towns Campaign Anderson Park & Building Demo Day Celebration The renovation of the Anderson Park and Building, made possible by the 2E sales tax initiative, kicked off with a Demo Day Celebration on Wednesday, Sept.19. Commercial Wi-Fi Router Installed, $1,907 The Active Adult Center had chronic problems with their Wi-Fi router and was unable to hold technology classes for participants due to these problems. A commercial router was installed and funded by the WR Foundation. December 2018 12 Days of Giveaways Through December 20, patrons received one entry into our 12 Days of Giveaways for every $10 spent on Parks and Recreation gift cards! Giveaways included our new Rooted in Fun swag and apparel and a grand prize giveaway of a $250 Parks and Recreation gift card! One winner was drawn daily December 10 - 21. Shop Rooted in Fun A variety of Rooted in Fun items are now available for purchase at the Recreation Center front desk: Water bottles - $5 Earbuds - $5 Drawstring bags - $6 Fitness Towels - $10 Ladies Fitness Tanks - $20 Hoodies - $24 Duffel Bags - $30 Add some FUN to your holiday gift giving! New Chairs for Private Rental Use, $27,776 The Active Adult Center Advisory Committee selects an annual project to fundraise during the Carnation Festival. The 2018 project was to replace the old and outdated facility rental chairs. In addition to the fundraising efforts, this project was funded by the WR Foundation. January 2019 Automatic Handicap Doors in Family Locker Room Automatic opening and closing doors were installed on Family Lockers #5 and #6. This allows for individuals using wheelchairs or walkers much easier access to these rooms. NRPA Grant Fit & Strong Wheat Ridge Recreation Center & Active Adult Center Program Coordinators worked together to implement a National Recreation & Parks Association Fitness Grant. Fitness Instructors from both facilities were trained to teach Fit & Strong for senior participants experiencing osteoarthritis. Over 45 participants attended the 12-week course and received certification of completion. Healthy You Series The Active Adult Center collaborated with Lutheran to offer the Healthy You series with classes such as “Aging & the Brain” “Numb Toes & Aching Soles” & “Early Heart Attack Recognition” to over 120 participants throughout 2019. February 2019 HEALthy Wheat Ridge Builds Healthy Champions The Parks and Recreation Department leads the HEALthy Wheat Ridge initiative which connects the community to healthy eating and active living opportunities. The HEAL committee offered activities and events for residents to get healthy in 2019! Individuals were able to earn points for participating, be entered to win prizes, and become a HEALthy Champion! March 2019 Renewed all Facility and Fitness Team Members’ CPR Certifications The Recreation Center recertified the entire Facility and Fitness staff in CPR, AED and First Aid. Combined, over 100 staff members received their re-certification. Active Adult Center Program Coordinator Organized and Managed a City-Wide Job / Volunteer Fair Hosted at the Recreation Center Approximately 55 participants attended the event with two new volunteers recruited & two new lifeguards hired. April 2019 Family Locker Room Speakers Overhead speakers were installed in all six family locker room cabanas at the Recreation Center. The new speakers allow individuals or families that are using these rooms to hear not only the facility background music, but announcements made over the intercom. This installation was a critical step in keeping all our patrons as safe as possible in the event of an emergency. May 2019 Anderson Building Completion with Opening of Building June 2019 The renovation of Anderson Park was one of the four City of Wheat Ridge "Investing 4 The Future" projects funded by 2E, the voter approved 1/2 cent sales tax increase. This project included: • Anderson Pool locker room (bathhouse) renovations including the addition of two family rooms • Anderson Building interior renovations including the addition of an activity/classroom • Anderson Building roof replacement and exterior renovations • New lifeguard office • New access feature to Clear Creek • New baseball field lighting system installed • Removable baseball outfield fence installed • Water clarity feature (water that drains from park will filter before it enters Clear Creek) • Irrigation system renovation • Storm sewer improvements • New park pavilion/performance stage • New sod around pavilion/performance stage • New sidewalks and ADA ramps • Parking lot improvements/resurfacing • Improved vehicle circulation and parking • Additional park access from 44th Ave July 2019 Replacement of 2 Elliptical Machines Two of the Recreation Center’s aging elliptical machines were replaced with two, state of the art, Cybex Total Body Arc Trainers. August 2019 Annual Cleaning Week Highlights • Gym floor sanded, new lines painted and refinished • Wood floors refinished in fitness room, racquetball courts and community room • Fitness equipment reupholstered • Light fixture ballasts repaired throughout • Damaged ceiling tiles replaced • Demolition of Children's Pavilion playground • Parking lot patchwork • Locker room tile and grout repaired and cleaned • New steam room boiler installed • Leisure Pool and Hot Tub drained and cleaned • Pool decks buffed with multi-step process • Patched and repaired gelcoat on slides • Large slide waxed and buffed • Winterized Anderson Pool • Deep cleaned the following: floors, base boards, vents, blinds, windows, fitness equipment, community room chairs and tables, kitchen, plants, children's toys and games, pool grates, filters, air vents and much more! Much of the same type of work was done the following week at the Active Adult Center! Active Adult Center New AV Equipment Laser Projector (ceiling mount), Bluetooth Stereo, Blu-ray DVD, 3 New Microphones $6,917 (Electrician expense $1,397). The Active Adult Center features Movie Day once a month for participants and has hosted as many as 100 for one showing. The equipment was outdated and required a large AV cart and multiple safety rugs to eliminate tripping over the electrical cords. This same set-up was used for private rentals and fitness classes. A ceiling mounted laser projector was installed along with a wall mounted AV rack holding a Bluetooth Audio Receiver, Blu-ray DVD player and new wireless microphones. Not only is the new system a technological improvement, it has also eliminated all safety concerns. This project was funded by the WR Foundation. Concrete Repairs at the Active Adult Center A concrete panel at the back kitchen door was severely eroded from age and winter chemical applications and created a hazard for staff, maintenance personnel, private rental parties and caterers. In addition to replacing this concrete panel, the walkway leading to the AAC storage shed was modified to remove the curb barrier and replaced with a ramp to provide better access for employees. September 2019 Daddy Daughter Dance The 1st annual Daddy Daughter Dance hosted at the Wheat Ridge Recreation Center was a huge success. The event was sold out with over 50 couples joining us for this special night. The event included catered dinner by Abrusci’s Fire & Vine, delicious dessert provided by Meraki Custom Cakes, and beautiful flowers provided by Posey Girl Flowers. We love offering these community events as an opportunity to bring the community together and create lasting memories for years to come. October 2019 Children's Pavilion Playground Replacement The Children's Pavilion at Wheat Ridge Recreation Center is a multiuse space for drop-in childcare and Little Learners Preschool and has exclusive use of an enclosed playground. The existing playground was removed and was replaced with a brand new playground structure, fall surface, climbing log and interactive play feature panels. The new play structure is designed primarily for preschool age kids and features two slides and is shaded by a Playcover sail! The area was expanded slightly to offer more room for free play. The project was completed in early October and has been enjoyed thoroughly by the participants. November 2019 "Sweet Grass Dance" Dedication The new public art piece "Sweet Grass Dance" by Nancy Lovendahl was installed at Anderson Park. The artwork is made of natural limestone and is hand cut and finished to look like oversized "sweet grass" growing wild along Clear Creek, blowing in the breeze. Art Show & Fundraiser The Active Adult Center hosted a two-day Art Show & Sale featuring 29 Active Adult Artisans displaying a variety of mediums such as smoke, watercolor & oil paintings, batik, pottery, silversmithing and more. Over 130 pieces of art were sold (valued over $2,500) during the two-day event. January 2020 Celebrate 2020 with 20% Off! Wheat Ridge Rec Center turns 20 in 2020! To celebrate, we gave residents 20% off new January fitness classes and Rec Center annual passes! Our goal was to help Wheat Ridge residents get back to the FUNdamentals of fitness in the new year! We had some awesome NEW fitness classes start in January at the updated Anderson Building and residents got 20% off all of them in order to easily find a class that fit every individual’s workout style and budget! Plus, residents received 20% off of Rec Center annual passes January 2 - 31, 2019! February 2020 Wheat Ridge Recreation Center 20th Year Celebration On February 20th, community members and City staff were encouraged to stop by the recreation center to celebrate with festive décor, giveaways and refreshments. 2019 PATROL ACCOMPLISHMENTS Crime Prevention Team 2019 Accomplishments • SROs made approximately 60 arrests in the schools when counseling and restorative justice was not working or no longer an option • All City events planned and executed by the Crime Prevention Team were well attended and without incident • 2019 National Night Out attendance was nearly doubled with a much stronger engagement from the community • Operation Blue Santa helped over 250 local Wheat Ridge families over the Christmas holiday Community Services Officer Team Achievements 2019: • The CSO Team hosted the Wheat Ridge Neighborhoods Meetings at four faith-based locations in each district. Co-hosting the proceeding Clean-Up Day with Localworks provides community outreach and a forum to share feedback and education while providing free disposal services. • February 14th being Valentine’s Day gave the CSO Team opportunity to collaborate with the students and faculty of WR Montessori School’s Spread the Love to “pay it forward”. Four residents in need of small exterior property maintenance help were provided free assistance. • CSO’s participated in Animal Kennel Inspections for all 10 PACFA certified businesses in Wheat Ridge verifying safe and sanitary standards for use with animal day cares and overnight dog and cat kenneling needs for the community. All facilities were approved. • CSO’s participated in annual community outreach events such as National Night Out, Planned Pethood Fair, recruitment booths and Point in Time census counts for homelessness. • The spring 2019 RTD Gold Line Grand Opening was attended by several CSO’s. They offered their education, knowledge and expertise in CSO duty responsibilities as well as animal fostering/adoptions to help public assistance awareness and to answer concerns. • Wheat Ridge Hotel/Motel Safety Inspections were headed by the CSO Team with cooperation from WR Community Development, Arvada and West Metro Fire and the WRPD Crime Prevention Team. Nine lodging businesses checked from March thru November. Compliance checks for property code, building safety and patron appeal standards. • WRPD CSO’s hosted an agency assist Field Training Officer Certification (ACO) Seminar in March 2019. The two day event brought 15 FTO trainer ACO’s from many counties to Wheat Ridge. One WR CSO received FTO certification. • Two WRPD CSO’s participated in CAACO’s (Colo. Assoc. of Animal Control Officers) Rocky Mountain Regional Spring Conference for agency networking, professional partnerships and industry education. • In 2019 two CSO’s completed training for NACA’s (National accreditation) Animal Cruelty Investigator training certification and use within the CSO Team. ATTACHMENT 2D •CSO’s restarted the Seasonal Parks Rangers program for the 2019 summer season to assist with WR Parks education, user assistance and patrol supervision. •CSO’s assisted with animal safety confinement during a critical SWAT callout on Nelson Street in WR. •CSO Supervisor and CSO Lead positions were filled internally with best qualified candidates from the CSO Team following extensive hiring examinations and oral board reviews. Crash and Traffic Team (CATT) Accomplishments -The Crash and Traffic Team was reconstituted after several years of being disbanded due to staffing shortages. A core traffic officer returned to the unit and two other officers gained advanced accident reconstruction experience. -9 recruits were hired for the spring academy and 7 finished the field training officer (FTO) program and are on solo patrol. This was a significant undertaking for the FTO program and required significant dedication on the part of FTO’s. -An additional 9 recruits were sent through the academy. A new 3 week post academy training was built with the goal of better preparing them for field training. •In May of 2019, the CATT was reinitiated, with 1 Sergeant and 2 Officers. •In August, CATT was again deployed to patrol to assist with the training of 9 new recruits. •CATT handled 5 major traffic events. (4 vehicular assaults and 1 careless involving injury) CATT assisted with the following: •PSA on rail safety. •The opening of the G-Line •Jordan Sprouse memorial •Conducted a traffic safety class for area funeral home escort services •Reorganization of J-CRASH. J-CRASH is s countywide team of investigators that investigate on- duty officer-involved serious accidents. •I-70 traffic Safety operation x2. This was a multi-jurisdictional operation designed to target safety on I-70 stemming from the semi-truck crash at I-70 and Denver West Blvd. CATT worked with public works on the following neighborhood concerns: •3700 block of Harlan (speed). Neighborhood Traffic Management Program (NTMP) was initiated. •Benton St. between 35th and 38th (speed). A single traffic hump was installed in 2018, a second hump was not installed due to drainage issues. A resident asked us to reassess. A speed count showed positive effects on the speed, but the drainage issue still exists, so no further improvement was made. • 4600 Otis St (Parking). An assessment of the street was completed. There turned out to be issues of ownership of the street stemming from pre-Wheat Ridge incorporation. Engineering is working with the City Attorney to rectify the ownership issues. • 43rd Drive (Parking) signage was improved. • 1200 block 32nd Ave the NTMP was initiated. • 4500 block of Miller (speed, school drop off/ pick up). Improvements were added such as signage, lane markings, crosswalks and an extra lane was made to accommodate drop off/ pick up on the south Frontage Rd. • 44th Vivian (commercial truck activity and local traffic) signage was added for commercial vehicles and left turns restrictions were lifted for local traffic during non-rush-hour. • 35th between Harlan and Pierce (speed). A traffic study was initiated. 2019 SUPPORT SERVICES ACCOMPLISHMENTS - WRPD joined the Colorado Electronic Crime Task Force committing two sworn officers as members. This task force is coordinated by the US Secret Service (USSS). Since joining the task force, our primary member received specialized training in four different electronic crime subjects at the National Computer Forensics Institute in Hoover Alabama. Moreover, this training has been free to WRPD and is funded by the United States Secret Service. In 2020 our primary member will be attending a five week basic forensic computer examination class and will return to WRPD with thousands of dollars’ worth of forensic imaging hardware paid for by the USSS. - A Narcan program was developed and Narcan was obtained and issued to all uniformed members of the department. - Investigations led the effort to change the notification process used by the First Judicial District Critical Incident Response Team for notification of officer involved shooting investigations. The new process utilized more modern technological platforms and replaced the “phone tree” that had been in use. - WRPD assisted with the investigation of nine officer involved shootings that took place during the year in the first judicial district. - In 2019 our Crime Analyst, Beth Daniel, received the Colorado Attorney General’s Crucial Support in Law Enforcement Award for the year 2018. - WRPD has Detective Zahra Al-Arahawi assigned to the auto theft task force. She was one of several members of the task force to win the 2019 Case of the Year “Grand Theft Auto – Miami” which was a complex VIN switch case involving high end automobiles stolen out of Florida and sold in Colorado. - Detectives from WRPD assigned to the West Metro Drug Task Force participated in several phases of operation “Syndicate Green”, which resulted in the seizure of thousands of pounds of marijuana, over 70 homes in the metro Denver area, millions of dollars in cash, and various automobiles. It also resulted in the confiscation of a high number of firearms from those involved in the illegal enterprise. Notable Public Works Accomplishments (Since 2018) Construction Services Division City Projects 1. 50th Avenue & Miller Street - Successfully completed Bayou Ditch irrigation crossing. 2. Successfully completed sidewalk extension and City standard pedestrian lights installation - West side of Youngfield Street at storage facility south to 44th Avenue. 3. Successfully completed a major right-of-way re-construction project, which included a successful collaboration between Denver Water District, City of Edgewater and Wheat Ridge Sanitation District - 29th Avenue Fenton Street to Kendall Street. 4. Successfully completed dedicated bicycle lanes on both sides of Garrison Street - Garrison Street 44th Avenue to 51st Avenue. 5. Successfully completed a re-construction project of existing curb and gutter, installing much needed stop signs at each intersection after much negotiation with CDOT - Garrison Street at I-70 Underpass 6. Concrete Speed Hump Installations – Successfully completed the installation of speed humps on Dover Street at 44th Avenue & 38th Avenue, and 2-speed humps on Carr Street between 38th and 41st Avenues. 7. Successfully completed annual asphalt overlay, crack seal, concrete and ADA ramp rehabilitation preventive maintenance projects throughout the City. Xcel Undergrounding Projects 1. Youngfield Street - West 32nd Avenue to W. 38th Avenue east to Youngfield Street. 2. W. 38th Avenue - Lena Gulch to Kipling Street. New Development Projects 1. Ridge Road Reconstruction – Ward Road Station to Ward Road. 2. Tabor Street – New curb successfully constructed on Tabor Street from W. 52nd Avenue to Ridge Road. 3. Youngfield Street at W. 38th Avenue – New sidewalk, street and pedestrian lights successfully constructed as part of the Hacienda and Hobby Lobby re- developments. ATTACHMENT 2E 2018-2019 Public Works Accomplishments Page 2 Operations Division-Streets & Storm Sewer Maintenance Section 1. 39 snow events, totaling 123.5 inches, were successfully responded to with a total of 32,305 combined crew miles driven. 2. 9,327 requests for utility locates were processed for irrigation, storm lines, traffic signals and pedestrian lighting. Using technology available, such as GIS Collector and VueWorks, staff has increased efficiency by providing 24 hour locate service, providing aerial views of the area to be located, as well as physically marking the area. 3. 1073 cubic yards of material swept from City streets resulting in 4,262 total gutter miles driven by 2 operators. 4. 89 tandem dump truck loads (1,246 tons) of street sweepings and various other debris hauled to local landfills. 5. 15 days expended to clean ADA ramps throughout the city. 6. 699 asphalt patch repairs were completed. 7. 10,399 linear feet of paint and tape installed to rehabilitate crosswalks, turn arrows, turn pockets, fire lanes and other linear striping. 8. 324 graffiti hits removed throughout the City. 9. 80 man-hours spent painting City pedestrian handrails, bus benches and bollards. 10. 70 linear feet of new pedestrian hand-railing fabricated by City staff and installed to replace existing railing that was no longer functional due to rust or auto damage. 11. 93 citizen service requests received and successfully completed. 12. The large banners on 38th Avenue and smaller banners on light poles along 38th and 29th safely put up and taken down combined total of 18 times. 13. 55 block parties each requiring traffic control devices setup and removal. 14. 5 First Responder events in coordination with the Wheat Ridge Police Department for serious traffic accidents and special events. 15. 232 tons of road base material installed along road shoulders. 16. 375 tons of premium millings from CIP overlay projects utilized as road base material at no cost to the City. 17. 250 linear feet of storm sewer and irrigation piping successfully replaced. 18. 6,000 linear feet of storm sewer pipe cleaned and video by a contracted service. 19. 200 tons of ice removed throughout the City after major snowstorms because of prolonged sub-zero temperatures. 20. Traffic control, sweeping, road repair and other services successfully provided for the Carnation Festival, Criterium, Heroes of Hope, and other special events. 21. Successfully assisted Parks department with bridge approach repair at the Recreation Center. 22. Successfully responded to 3-5 after hour emergency requests per week. 2018-2019 Public Works Accomplishments Page 3 Operations Division-Traffic Signal & Sign Maintenance & Repair Section 1. Successfully completed 131 traffic signal repairs and malfunctions. 2. Successfully completed 212 traffic signal maintenance projects. 3. Upgraded 4 traffic signal cabinets and controllers. 4. Installed 4 new traffic signal battery backup systems at major City intersections. 5. Responded to 84 traffic sign repair requests due to vehicular accidents. 6. Repaired and updated 100 traffic signs throughout the City. 7. Installed 6 new rectangular rapid flash beacons (RRFB) throughout the City. 8. Successful completion of the Activate 38 Pedestrian Safety Improvement Project in 2019. 9. Successfully upgraded traffic signal preemption systems throughout the City. Operations Division-Fleet Maintenance & Repair Section 1. Completed 757 vehicle work orders, including 378 for preventive maintenance. 2. 8 new addition vehicles were added to the City fleet. 2 of these are hybrid vehicles, bringing the total number of hybrid vehicles in the fleet to 6 3. 27 City vehicles were repaired for accident damage. 4. 58 City vehicles repaired for significant damages as a result of the May, 2017 hail storm. 5. Successfully maintained the City’s fuel system with 131,951 gallons of unleaded fuel dispensed and 23,230 gallons of diesel fuel dispensed. MUNICIPAL COURT ACCOMPLISHMENTS FOR 2018-2019 Improved safety measures to protect staff, witnesses, victims, and attorneys. Updated court safety and decorum Order. Provided financial assistance to indigent persons to complete evaluations and attend counseling or treatment. Fashioned distinctive sentences for persons experiencing homelessness. Provided bus passes for eligible indigent individuals to return home from or to come to court. Continued successful telephone reminder program. Concentrated on recovery of restitution for injured victims. Refined the contempt citation (accountability) process for non-payers. Appointed counsel for all persons in custody. Perfected old legal forms; developed new legal forms. Improved forms for non-lawyers. Created penalty assessment procedure for low level animal cases. (Permits resolution of case without a court appearance.) Presiding judge led seminars at biannual municipal judge’s conferences. Presiding judge attended city meetings and events. Wheat Ridge judges and court staff attended biannual judges’ conferences. Wheat Ridge judges attended local and state wide judges’ strategy educational, and advocacy meetings. Anticipated proposed legislation and adjusted court procedure. Court Administrator is Board member of Youth Drug and Alcohol Program. Continued to support program for first time juvenile alcohol and marijuana offenders. Wheat Ridge Court hosted local municipal judges and sheriff’s meetings. Staff participation in city committees. Daily assessment of jail population. Compliant with sheriff’s bed use policy. Increased use of personal recognizance bonds to allow release of detainees. Operated successfully when not fully staffed. Monthly staff meetings to host guests, review legal matters, improve service, and discuss security. Ongoing departmental cross training and outside professional training for judge and court staff. Encountered and improved interaction with first amendment auditors. ATTACHMENT 2F Continued diversionary program for juvenile cases. Expunged (sealed) eligible juvenile cases. Implemented on-line payment capability. Updated court web site. Created brochure for veteran’s resources. Staff volunteered for elementary school Backpack program. Staff participation in local and national professional organizations (CBA, CAMCA, NCAM, MAPO, CTCA, CMJA). Reclassified Judicial Assistant II. Refined job description and posted position for Judicial Assistant I. (The City has made an offer to a candidate.) Designed update for court room benches, bar, and witness box. Improved safety and efficiency for detainee transports. Court Marshals increased attempts to serve persons with court papers for nonpayment of restitution to injured victims. Reinforced the standards of the community (municipal ordinances), problem solved, enforced consequences, and repaired the social fabric (restorative justice). Judge and staff visited various Teen Court programs throughout metropolitan area to gather information to consider a Wheat Ridge Teen Court program. 1 ADMINISTRATIVE SERVICES DEPARTMENT WORK PLANS FOR 2020-2021 1. Administration • Staff Development o Recruit and successfully onboard Executive Assistant o Continue to develop team approach to administrative support to CMO, Mayor and Council, City Clerk’s Office and Administrative Services Department o Lead the implementation of the department’s Action Plan with an emphasis on productive cross-departmental collaboration, support and synergy o Realize efficiencies and realign functions to maximize staff productivity o Ensure department-wide cross training for the purpose of backups and redundancies o Evaluate staff workloads and staffing deficits • Process Improvement – Improve business processes in areas including personnel, payroll, revenue collection and accounts payable • New ERP – support IT manager in leading the initiative to source a new Enterprise Resource Planning (ERP) system for the City to include all current finance and human resource functions • City-wide Employee Engagement o Evaluate and implement recommendations from the 2019 staff engagement survey including updated compensation policies, alternative schedules, physical environment improvements and performance review system improvements o Improve internal communication • Risk Management – complete the annual audit and CIRSA insurance renewal o Assess the property casualty reporting function o Train new Executive Assistant to manage claims process o Investigate additional claims management filing processes o Finalize City Management’s philosophy on implementing a culture of safety o Due to attrition, revamp employee safety committee including new members and update committee’s charter and purpose o Improve restitution collection program • Support Community Engagement Strategy o Launch new community involvement framework o Implement What’s Up? Wheat Ridge – a new online engagement site to increase resident participation in local government • Make Wheat Ridge Count 2020 Census o Lead Complete Count Committee o Inform residents about the importance and significance of the decennial Census to achieve a complete count o Implement events and promotional activities ATTACHMENT 3A 2 • Year End 2019 – complete internal year-end budget activities and audit • City Hall Improvements – coordinate the City Hall remodel and security project • 2E Implementation o Participate in bonding activities as necessary o Participate in internal committees to advance communication and public outreach, ensuring clear messaging • Performance Measurement – implement system for departmental performance measures • Budget Development – develop the 2020 and 2021 budgets o Integrate performance measures o Apply for GFOA Distinguished Budget Award for the appropriate budget years 2. Public Information • Staff Development o Continue to support professional development opportunities for PIO and Digital Communications Specialist on current trends, best practices and uses of existing technologies such as CivicPlus • Continue to increase public outreach o Celebrate 2E progress and provide updates to the community regarding project impacts  Develop and implement Wadsworth Boulevard construction-related messaging integrating across all City communications vehicles  Create and implement communications plan for Clear Creek Crossing on-ramp opening  Create 2E signage and begin creating messaging for TOD/Base Camp infrastructure, pedestrian bridge and trail construction o Increase media coverage for Wheat Ridge  Create and distribute press releases, articles  Respond to media inquiries and requests for interviews  Counsel City leadership regarding impact of media exposure  Respond to media interest in police incidents and crime  Look for opportunities to promote good news  Coordinate Mayor’s Neighborhood Gazette column  Regularly post articles to Denver Post YourHub o Create media interest in special events  Ribbon cuttings for local businesses  Grand Openings  City art installations  Project Groundbreaking events • Implement Make Wheat Ridge Count Census Awareness Campaign 3 • Provide promotional support o City Special Events o WRPD Special Events o Local service club events o Wheat Ridge Business Ribbon Cuttings o Localworks Events o Parks and Recreation Events o Boards and Commissions Events o Boards and Commissions Position Openings o WR Committee activities and grants-Sustainable WR, NRS, HEAL • Internal Communications o Revise and relaunch intranet o Collaborate on development of internal communications program • Police Department Policies o Work with new Chief to determine public notification policies and implementation plan • Promote resources to provide greater access for residents with disabilities and non-English speakers to City processes • Continue to increase engagement on social media platforms for the City of Wheat Ridge and Wheat Ridge Police Department o Maximize utilization of Facebook, Twitter, NextDoor, Instagram and YouTube  Evaluate progress using analytics  Determine most effective utilization of WRPD Social Media Team  Provide timely incident updates (e.g. public safety concerns, shootings, road closures, arrests)  Update community regarding weather impacts to roadways, road construction or crashes resulting in lane closures  Create content calendar with minimum of two posts per day for each account on each platform  Serve as spokesperson for City/WRPD  Create calendar of proactive posts 3. Finance Division • Staff Development o Continue to train and mentor Revenue Auditor and Staff Accountant o Recruit Accounting Technician o Continue to cross-train to provide sufficient backup and redundancy • Year End 2019 o Complete internal year-end budget activities o Complete 2019 audit of financial statements • 2E Implementation – support 2E projects by completing bonding activities, disclosures and reporting, reviewing cash flow and managing investments with City Treasurer, maintaining project financials and reviewing payment applications 4 • In partnership with City Treasurer, conduct RFP for banking services • Regulatory o Prepare to collect Public Improvement Fee (PIF) at Clear Creek Crossing circa 2021 o Support revision of City’s massage business ordinance 1. Gather feedback from stakeholders 2. Educate businesses on new ordinance requirements 3. Implement new licensing program o Support development of Short Term Rentals (STR) program 1. Analyze business model 2. Implement final ordinance o Support development and implementation of City’s vaping ordinance o Support development and implementation of City’s lodging licensing program o Implement IRS updates to payroll functions • Implement cash and check management o Armored cash pickups o Desktop teller check deposits • Internal Process Improvements o Continue to streamline payroll processes to reduce workload. Ensure sufficient backup support o Continue to refine AP processes ensuring safety and security of electronic transactions o Assist with development and implementation of department Performance Measurement system • Complete 70 sales and use tax audits • Maintain licensing and tax administrative functions – issue and process sales and use tax returns, process online filings/payments and provide customer assistance and accounts maintenance as needed for: o 1,856 monthly filers o 1,534 quarterly filers o 1,230 yearly filers • Manage special tax and licensing administrative functions • Notify and process business license renewals for all accounts (4,620) • Process new business license applications: acceptance and issuance o In-City (340 in 2018 and 251 in 2019) o Delivering into the City ( 142 in 2018 and 563 in 2019) • Improve the efficiency of processing returns by growing the number of online filings through increased marketing 5 • Increase the data quality of business license applications and improve the efficiency of approvals by: o developing an online form implementing new rates o update all informational materials o links to video presentations to assist customers • Simplify the tax web pages within the existing approved format 4. Human Resources Division • Implement staff engagement-based recommendations o Revised compensation philosophy and practices  Probationary  Interim Status o Leadership and supervisory training – 2020 series for ongoing implementation o Policies (new and review)  Alternate Schedule  Personal Appearance  Leaves • Continue to improve Performance Management Program o Gear program toward a culture of coaching o Streamline approach o Ongoing training • Worker’s Compensation Insurance – implement new process with Pinnacol Assurance, giving more access to supervisors to input employee incidents • Enterprise Resource Planning (ERP) - Major stakeholder in new ERP. Evaluate potential Human Resources Information System (HRIS) options • Process Improvement – Continue to refine personnel action process including new employee, employee changes and year end increases • Standard Allocation Process – Continue to refine and implement Standard Allocation Process to ensure updated employee census data and correct budget allocations • Wellness Program Enhancements – integrate Mental Health First Aid into program offerings • Onboarding – implement new onboarding program changes to engage and support new employees • Job Description Updates – review and update job descriptions to ensure essential functions are current • Continue to develop a contemporary business partner model • Integrate Administrative Specialist to assist the HR team 6 5. Purchasing and Contracting Division o Staff Development o Jenn to complete Leadership Jefferson County in 2020 o Continue development of Buyer II. Support Buyer II with Certified Professional Public Buyer (CPPB) certification o 2E Implementation – support projects through careful contractor solicitation and procurement and review payment applications • Process Improvement o Refine purchasing card reconciliation and audit process. Deliver appropriate training. Grow the P-Card rebate o Electronic requisitions – continue to explore, refine, rollout and train o Centralized Amazon Business account – establish controls for use, and proper tax-exempt purchases o Update SOP’s • New ERP – Major stakeholder in the new ERP. o Conduct solicitation for consultant o Provide input on needs of new system from a procurement perspective 6. Information Technology Division • Install new systems: o Install new police scheduling software package o Install Mobile Device Management system o Install new video arraignment system for municipal court o Install new security measures at City Hall and the Recreation Center including cameras • Upgrade document imaging and archive system • Upgrade ShoreTel IP phone system o Rework various telephone trees and navigation menus • Continue Asset Management (VueWorks) Deployment • Regional Records Management System – continue to provide technical support to Police Department and regional committees • Regional Computer Aided Dispatch (CAD) – continue to provide technical support to Police Department and regional committees • Lead ERP Team • Implement online building permit system • Implement staff training o Phishing and cyber awareness o Skills training o IT onboarding o Documentation of workflows and processes 1 Memorandum TO: Patrick Goff, City Manager FROM: Kenneth Johnstone, Community Development Director DATE: March 2, 2020 SUBJECT: Community Development Department – 2020 Work Plan Planning Division: 2020 Work Plan • Continue core business functions: o Walk-in and phone call inquiries (“planner of the day” duties) o Building permit review o Pre-application meetings (up to 3 per week, staffed with 2 planners, CBO and 2 engineers) o Manage land use development cases o Staff meetings/B&C: neighborhood meetings, Board of Adjustment, Planning Commission, City Council, Housing Authority o Support code enforcement inquiries through PD o Support Clerk’s office public information requests o Facilitate development review meetings with internal staff and external agencies (weekly staff meetings, monthly fire meetings, quarterly utility meetings) • Kick off the 44th Avenue Subarea Plan o Manage consultant contract o Participate in outreach and outcomes • Support the City’s “Year of Engagement” o Design the neighborhood engagement program  Recruit and onboard two new employees for new positions (one hired in Jan 2020)  Design program  Implement program o Implement Wheat Ridge Speaks o Support/lead staff’s Community Involvement Task Force to find efficiencies in how the City engages the community across the organization o Redesign neighborhood meetings (staff all meetings with 2-3 planners) o Populate and maintain projects on Bang the Table platform (What’s Up Wheat Ridge) o Improve website o Train planning staff in IAP2 fundamentals ATTACHMENT 3B • Support Wadsworth improvements construction project o Respond to information requests related to appraisals, zoning, signs o Process permits for relocated signs (approximately 40 expected) • Implement Wheat Ridge · Ward Station 2E projects o Manage budget o Review designs o Coordinate public outreach/information • Implement group home ordinance – identify group homes, send letters, receive and process self-certifications • Draft code amendments o Group homes (completed Feb 2020) o Townhome design and platting o Short term rentals o Extended stay lodging o Accessory dwelling units – at Council direction o Lighting standards – if capacity allows • Continue to implement and evolve landscaping inspection program o Recruit and hire program manager (becomes a permanent position in 2020) o Inspect next round of properties o Initiate code enforcement for noncompliance • Update internal processes o Update parkland dedication fee and tracking protocols o Refine business license review procedure – facilitate and participate in inter-divisional process improvement Building Division: (Contract employees allows resources/staffing to ebb and flow if need be to moderate for work volume) 2020 Work Plan • Continue to exceed expectations for residential and commercial building permit plan reviews with a continued record high volume of both residential and commercial permit applications • Permit and inspect several major commercial projects anticipated for Clear Creek Crossing project in 2020 • Individual permits require site specific plan review for anticipated several hundred townhomes in 2020/2021 • Permit and inspect variety of infill projects continue at a steady pace throughout the City • SCL/Lutheran hospital plan review anticipated in late 2020/early 2021 • Three large multi-family projects will be under construction in 2020 and 2021, necessitating a high volume of unit by unit inspections (Town Center North, Clear Creek Crossing and The Edison at 35th and Wadsworth) • SCL/Lutheran hospital construction will necessitate a high volume of inspections beginning in late 2021, for several years • 2020 implementation of NRS recommendations to highlight, promote and further develop programs to facilitate reinvestment in older commercial and residential buildings • Public engagement / training on residential energy code in May 2020 • Host training sessions geared toward typical homeowner permit projects such as basement finishes and interior remodels • Update Building Guides to reflect recent adoption of 2018 I-Codes • Update Building Division Policies to reflect 2018 I-Codes • Onboard additional inspector staffing as work load necessitates • Provide staff training to continue to develop code knowledge Engineering Division: 2020 Work Plan Civil Plan Review: • Similar to building and planning divisions, 2020 work plan will include heavy civil plan workload in the Clear Creek Crossing Development and various infill development projects throughout the City Special Projects: • Finalize Wadsworth design/construction and bid documents • Finalize design/construction and bid documents for Ward TOD infrastructure projects (52nd Avenue, Ridge Road, Tabor Street, Intersection of 52nd and Ward, Intersection of Ridge and Ward, Bike/Ped Bridge, linear trail connecting bridge to I-70 North Frontage Road) • Coordinate with CDOT on reconstruction of 32nd and I-70 bridge replacement • Coordinate with CDOT on Ward Road westbound I-70 off ramp reconstruction • Ongoing management of Neighborhood Traffic Management Program • Complete the design and construction of 38th and Kipling Interchange Parks and Recreation Current/Future Projects • We’re rolling out a new Department vision, mission & keys to success, following a facilitated Vision Mapping workshop • Prospect Park – a portion of Phase II o The work scheduled for this year includes the demolition of the existing pavilion & sidewalk on the southwest corner of the park, and construction of a new pavilion with picnic tables, trash receptacles, bike racks, grills, landscaping, etc. A specific timeline has not yet been identified. • NRPA (National Recreation & Parks Association) Gold Medal application • CAPRA (Commission for Accreditation of Parks and Recreation Agencies) re- accreditation • Grant awarded by GameTime, PlayCore and the Colorado Parks & Recreation Association for the Kullerstrand Elementary School playground & Bonnie’s Park playground; waiting to hear about a GOCO Schoolyard Initiative Grant for the same project • The recreation division is developing a new onboarding process for variable (part-time employees) • VueWorks (asset management) & Davey Tree Keeper (tree asset management) software is being implemented • $15,000 is budgeted in CIP for a work station to be added at the Anderson Building to allow for a full time presence in the building to provide general oversight, safety, customer service, etc. • Continued work on the Green at 38th • $500,000 is budgeted for Trail Maintenance and Repair o Prospect to West Bridge o Trail drainage at Harlan o Asphalt east of Wadsworth • $100,000 is budgeted for an Open Space Master Plan to serve as the vision for future open space planning and prioritization • $25,000 is budgeted for Open Space Improvements which includes the Bayou Ditch culvert replacement on the west side • $175,000 is budgeted for recreation center maintenance projects (e.g., sidewalk concrete replacement, parking lot crack seal, carpet replacement in the children’s pavilion, refinish of wood floors in aerobics and racquetball & much more) • $100,000 is budgeted for a new playground at Bonnie’s Park, located at W 37th Ave. & Upham St. • $36,950 is budgeted for resurfacing projects – specifically, Panorama tennis & basketball courts, as well as crack repairs at Apel-Bacher tennis, Anderson basketball, Fruitdale basketball & Paramount basketball • Prospect Lake Water Quality Project • Various programs and special events for individuals of all ages ATTACHMENT 3C • Leadership role on the City’s HEAL (Healthy Eating Active Living) committee • Staff liaison for City’s Cultural Commission and Parks & Recreation Commission; researching the development of a Youth Commission/Council • Collaborating with Administrative Services team to plan and facilitate a Census event • Working on landscape design & utilizing our own greenhouses, as well as neighboring spaces; growing carnations • Constructing a Nature Play Area at Anderson Park with the help of youth from Wilmore Davis Elementary • Revisiting opportunities for energy efficiency in our facilities • Planning & facilitating a vape pen exchange for youth/teens at the recreation center • Working with the Cultural Commission to make strides related to public art in Wheat Ridge • Succession planning with retirements on the horizon • Staff recognize the gap in participation (primarily teens) and continue to offer programs in an attempt to engage more youth. Many times, programs are offered and canceled due to low enrollment. Staff will continue to engage with the youth in the community to determine what programming wants/needs exist in order to program more effectively. A youth commission/council, if implemented, might help inform the process. Memorandum TO: All-PD FROM: Chris Murtha, Chief of Police DATE: February 23, 2020 SUBJECT: 2020 Police Department Goals/ Work Plan The Wheat Ridge Police Department (WRPD) is currently undergoing a leadership transition. We have an excellent reputation in the community and among our peers. In an effort to ensure that everyone has a voice in our agency, the city and agency recently conducted internal reviews in the form of surveys. The 2019 surveys were distributed to employees and the results identified some deficiencies. Interim Chief Pickett was able to address many of those issues and a culture of change was instituted. The WRPD will work to address noted issues and make progress towards meeting the needs of our employees while continuing to provide exceptional service to our citizens. This year the management team will work diligently to ensure that a vision and direction for the police department, which is collaborative and achievable, takes into account the input from all members of the department. Many of the changes are focused on improving efficiencies and advancing relationships internally. We will continue to ensure great relationships with our community and improved communication and collaboration. As leaders and team members, we need to be supportive of these changes and work positively when addressing issues that arise. As an organization, we also need to look deeply at what needs to be accomplished in 2020. Per the 2018 Strategic Plan, we will continue to keep a sharp focus on community while developing strategies to advance our employees and our Organization. COMMUNITY WRPD exists to provide law enforcement services to the citizens, businesses, institutions, and visitors to our community. Department members need to continue to focus efforts on making Wheat Ridge a safer community to live, work, and play. The WRPD should strive to find innovative and timely solutions to emerging, as well as long term, community issues. We will accomplish these efforts by continuing to evaluate, improve, maintain, and support community policing, problem-solving, and procedural justice concepts in our responses to crime, traffic safety, and quality of life issues. ATTACHMENT 3D 2020 Police Department Goals February 23, 2020 Page 2 of 5 OUR EMPLOYEES Our employees are our most important asset. The department is committed to evaluating and establishing methods, programs, and strategies centered on employee wellness, resilience, and safety, as well as strategies to help promote the success of team members, the department, and the community. This year, critical evaluations of our processes, procedures, and our internal structures by members and leadership will be aimed towards creating the best working environment possible. ORGANIZATION The department will continue to strive towards its vision of being an organization of “Exceptional People Providing Exceptional Service.” All of our members will work towards the goal of providing exceptional law enforcement services utilizing law enforcement best practices. The organization will continue to evaluate and analyze programs, staffing, and technologies that make our organization more efficient and effective in the law enforcement services we provide. PATROL OPERATIONS DIVISION The 2020 goals of the Patrol Operations Division contain goals specific to the community, organization and team members: Community Goal: Continue to evaluate, improve, maintain, and support TLC (Traffic, Life Quality and Crime) strategies • Communicate the TLC philosophy internally and externally to promote education, awareness, engagement, transparency, and problem-solving strategies. • Evaluate current crime prevention strategies and partnerships to ascertain their value, effectiveness, and community participation. • Develop new or refine current crime prevention partnerships to maximize resources, community engagement, effectiveness, and target current trends. • Push crime prevention programs and partnerships into community venues to enhance participation and engagement. • Ensure CATT deployment methods are effective and responsive. • Develop programs that include education strategies, as well as arrest tactics. Education programs should strive to influence various groups within the community that comprise of the elderly, young, business community, property owners, and residents. • Generate a better understanding of the TLC Program through both internal and external programs, relationships, and education. • Strive to provide the citizens of Wheat Ridge with the finest community focused, efficient, and effective police service available within the confines of existing resources. • Reinforce professional work ethic and work product from officers that are engaged in routine police duties and follow-up investigations. • Encourage police conduct that is responsive and sensitive to the needs of the community. Team Member Goal: Evaluate and establish methods and programs to develop team members for their success and the success of the organization and the community • Ensure effective and clear communication channels. • Promote a culture of inclusiveness through collaboration and transparency. 2020 Police Department Goals February 23, 2020 Page 3 of 5 • Provide enhanced and continued training on law enforcement specific databases while evaluating the effectiveness of these programs and making necessary adjustments (CCIC/ NCIC, Lumen, CLEAR, NICHE, and TriTech) • Develop methods to enhance employee performance documentation, promote employee buy-in, and streamlining evaluation processes. • Identify methods to reward creative thinking and initiative to promote employee engagement. • Research and develop employee wellness programs that promote resiliency, police officer mental health, and physical fitness and nutrition education. • Encouraging employees to advance both their professional and formal education. • Stress the responsibility of all employees to be accountable to the department and the community for his/her actions. • Develop the role of department personnel in promoting self-awareness and problem-solving. • Recognize exceptional work and professional engagement by employees. • Continue to emphasize appreciation and support for civilian staff. Organization Goal: Refine, retain, and evaluate staffing programs and processes to ensure effectiveness and efficiency • Revise and realign the report writing manual to reflect current business practices and promote consistency. • Develop and implement career development and leadership planning. • Strategically align training opportunities to ensure career and leadership development and maximum benefit to the organization and community. • Complete the remodel of the vacated Communications Center and the current CAT Team area. Crime Prevention and Enforcement Goal: This goal can be accomplished by achieving the following objectives: • Research and implement technology that can assist with crime prevention strategies (i.e., parking lot cameras, social media, and fixed license plate readers). • Promote and empower patrol officers to identify problems and develop solutions. • Implement and support directed enforcement initiatives from Patrol supervisors and officers that address community traffic concerns, driving behaviors that result in accidents, and DUI/DUID enforcement. • Identify current and developing crime trends in both our residential and business communities, and advance proactive strategies to prevent crime. • Enhance overall traffic safety by developing strategies to address high accident roadways and intersections. • Examine the development of online reporting capabilities. 2020 Police Department Goals February 23, 2020 Page 4 of 5 SUPPORT SERVICES DIVISION Divisional Goals: • Add to the Niche functionality by working with City I/T to develop: o Complete functionality of the legacy data conversion o Develop a functional interface with Livescan o Develop an interface with Traffic Magic • Continue to develop the partnership with Jeffcom by: o Refining protocols for high-risk, low-frequency calls o Developing practices related to agency notification o Establishing enhanced data collection methods • Re-establish the Technology Committee • Complete the remodel of the off-site Property Evidence building Crime Analysis: • Update current analysis to create actionable intelligence and a year to year comparison • Establish workable protocols for providing departmental statistical data • Continue partnering with the RMSC as well as other Niche agencies to develop a custom search tool for Niche Training/Accreditation: • Work with each PD section, as well as City HR in reviewing and updating all job descriptions related to the PD • Advance the PowerDMS training module • Transition to modern and streamlined systems within training and accreditation Records: • Establish Records as the administrative hub of Niche RMS • Ensure compliance and necessary training for issues that arise related to Livescan and Niche • Research alternative service delivery methods that are compatible with Niche and recommend implementation priority related to other PD IT needs Investigations Bureau: • Utilize NICHE RMS to refine the department’s overall case management system and develop a single point of input and reference for management of all criminal cases. • Develop a partnership with member agencies of Colorado’s Electronic Crimes Task Force to streamline investigations requiring forensic examination of computers, electronic devices, portable storage devices, and other electronic storage mediums. Work to bring forensic examination expertise in-house as a task force member agency. Persons Team: • Review and continue to advance the IACP staff study recommendations to ensure proper staffing. • Continue to work as a regional partner toward the utilization of the Family Justice Center, identifying a liaison to the center as progress in that regard moves forward. 2020 Police Department Goals February 23, 2020 Page 5 of 5 Property Team (including property and evidence): • Continue to work with the District Attorney’s Office to dispose of property that is no longer needed in cases that have been resolved. • Identify and partner with land developers in Wheat Ridge in order to proactively utilize technology (trackers and similar) in efforts to identify suspects in property and related criminal activity at construction and industrial development sites. • Begin utilizing the remodeled off-site evidence facility in a manner that maximizes efficiency for storage needs (upon completion of the remodel). • Research alternatives and identify a new avenue to dispose of narcotics because Foothills Animal Shelter no longer offers burn services, and it seems evident that DIA will no longer perform such services either. Special Investigations Unit: • Ensure the new SIU sergeant evolves the unit and clearly defines roles and objectives to ensure proper and professional service delivery. • Seat the newly identified vice/intelligence detective when patrol staffing can accommodate such. Provide training to this detective in order to allow him to begin fully contributing to SIU and the Investigations Bureau. This will alleviate the current need to have vice/intelligence issues reassigned to other bureau personnel. 2020 City of Wheat Ridge Work Plan, Programs, and Functions 1 PUBLIC WORKS DEPARTMENT 2020/2021 WORK PLAN, PROGRAMS, AND FUNCTIONS MISSION/VISION/VALUES: We responsibly manage transportation and drainage facilities in a safe, efficient, innovative, and environmentally responsible manner; utilizing our dedicated highly skilled employees and partnerships to promote a high quality of life for the City and the public. CORE VALUES 1. Dedication to Customers 2. Valued Employees 3. Commitment to Safety 4. Fiscally Responsible 5. Organizational Pride WORK PLAN AND GOALS Continue Implementation of the CIP (Capital Improvement Plan) 1. 2E Projects a. Wadsworth Boulevard i. Effective, proactive communication prior to and during construction ii. Construction responsibilities as they relate to the PW Construction Services Team (PWCS) iii. Effective coordination and communication with project engineering consultant and PWCS staff with respect to construction related responsibilities. b. Clear Creek Crossing (2020) i. Continue effective, proactive PWCS oversight, communication and coordination to construct approved public improvements. 2. CIP (2020) a. 26th Avenue & Fenton Street-Drainage Improvement Project i. Complete plans by Community Development-Engineering (CD-E) ii. Commence construction - Public Works Construction Services (PWCS) iii. Denver Water coordination (CD-E & PWCS) b. 44th Avenue at Clear Creek Bridge i. Complete construction (PWCS) upon Council approval (by Engineering division) c. ADA/ Concrete Rehabilitation Project i. Identify proposed ADA ramps and concrete rehab ii. City Council approval of project iii. Complete construction d. Miscellaneous Drainage Improvements i. Continue to identify and prioritize future projects and implement per available budget e. Pavement Management Program i. Continue delivery of street rehabilitation projects ATTACHMENT 3E 2020 City of Wheat Ridge Work Plan, Programs, and Functions 2 GOALS Administration 1. Complete APWA Accreditation a. Complete compilation of required accreditation information for each chapter b. Complete application process c. Complete chapter information input d. Schedule APWA board review e. Complete APWA board review f. Receive APWA accreditation 2. Installation of Mobile Office Module for Construction Services Team a. Purchase office module b. Coordinate office needs and ergonomics with CS team c. Complete City Building division review and approval requirements. d. Complete State review and approval of office module plans e. Coordinate installation 3. Functional transition with Operations team a. Periodic team building functions b. Establish ongoing check-in meetings with supervisory staff Construction Services Division 1. Continue training plan for Engineering Technicians a. Review and enhance current practices of Engineering Technicians b. Explore opportunities for skills training and skills/knowledge development c. Continue with cross training as opportunities and needs present 2. Research technologies to improve efficiency and reduce time a. Investigate and utilize available web based technologies b. Mobile for field use c. Project management software 3. Create ongoing project meetings for communication and updates a. Schedule bi-weekly meetings with construction services team b. Provide weekly project status reports Operations Division 1. Continue to streamline delivery of services through internal opportunity initiatives 2. Continue to optimize traffic operations services 3. Continue to optimize fleet replacement, maintenance and repair services 4. Strengthen continuing education, certification, and employee development through increased internal and external opportunities, including cross training opportunities 5. Continue to evaluate staffing needs 2020 City of Wheat Ridge Work Plan, Programs, and Functions 3 2021 and Beyond (Internal Department and Division Operations) 1. Maintain high level of functional communication to residents and general public on closures, street work, and other pertinent activities and issues 2. Sustain all processes for efficiency and make necessary changes 3. Improve project communication and coordination with Parks department. a. Re-establish quarterly meeting with Parks, Public Works and Community Development (Engineering) b. Re-establish Parks’ attendance at weekly development review meetings c. Priorities management and meeting deadlines 4. Develop process for sharing information, delegating and developing staff CONSTRUCTION SERVICES DIVISION FUNCTIONS AND PRIORITIES: 1. Interdepartmental Support a. Community Development: Construction Services, CIP, Design, Survey, Supports other functions b. Parks: Design, Surveying, ROW, Estimates, Bridge, Training, CIP Customer Service c. Police: CIP, Survey Priority 2. Row Permits: a. License Agreements Priority b. Haul Routes Supports Priority c. Special Events/Block Parties Requiring Street Closure Service d. Contractor Licensing (Bond requirements, Warranty Inspections 3. Bus Shelters/Bus Benches a. Contract Admin For Advertisement Benches b. Installation And Maintenance Of City Owned Shelters c. RTD Coordination 4. Transportation Maintenance a. Preventative Maintenance Priority b. Pavement/Surface Maintenance Priority c. Infrastructure Review: Pavement, Signals, Pavement Markings Mandate d. CIP Projects; Overlay, Slurry Seal, Crack Seal Priority e. Contract Admin/Inspections Priority f. Service Requests Customer Serv g. Bridge Evaluations/Maintenance Mandate h. Street Lights Priority 5. Transportation Improvements a. CIP Inspections Priority b. Street & Pedestrian Light Inspections 2020 City of Wheat Ridge Work Plan, Programs, and Functions 4 6. Stormwater Management a. Services Requests Customer Ser b. Reporting Of Spills Mandate c. Irrigation Crossing – Inspection & Maintenance Mandate 7. Stormwater Improvements a. CIP Project Inspections Priority b. Investigation of Drainage Problems for Future CIP Priority c. Irrigation-Ditch Company Coordination Priority 8. External Agency Coordination a. Project Coordination Pre-Con Meetings Process b. Coordination With Utilities (Water/Waste Management, etc.); Relocates Customer Ser c. Locates For CIP Projects Priority 9. Information Services a. Service Requests Customer Ser b. CIP Updates Supports other functions 10. Flood Plain Management a. Coordination Of External Agencies Supports priority 2020 City of Wheat Ridge Work Plan, Programs, and Functions 5 OPERATIONS DIVISION FUNCTIONS AND PRIORITIES 1. Asphalt Temporary Patching Mandate 2. Asphalt Permanent Patching Priority 3. Banner and Bus Shelter Advertising Priority 4. Bridges (Including Inspections) Priority 5. Bus Shelter Cleaning and Snow Removal Priority 6. Carnation Festival Prep and Cleanup Priority 7. Special Events - Permit Processing, Preparation and Clean-Up Priority 8. Facility Maintenance and Upkeep Priority 9. Fleet and Equipment Priority 10. Fuel System Inspection and Maintenance Priority 11. Gravel Roadway and Alley Maintenance Priority 12. Graffiti Removal Priority 13. Guard Rails Mandate 14. Hand Rails Priority 15. Intersection Striping, Taping, and Markings Priority 16. Refuse Removal – Bus Benches Priority 17. Right of Way Shoulder Grading and Maintenance Supports Priority 18. Roadway Sweeping Mandate 19. School Crossings – Signal Calibration Priority 20. Snow Removal and De-Icing Supports other functions 21. Storm Sewer Outlets – Maintenance and Inspection Priority 22. Storm Sewer Cleaning Priority 23. Storm Sewer – Pipe Reconstruction and/or Replacement Priority 24. Street Light Inspections, Maintenance and Repairs (City Owned Lights) Priority 25. Traffic Signals and Traffic Signs Maintenance and Repairs Priority 26. Service Response to Internal and External Requests Supports Priority 27. Utility Locates Priority 28. Incident Cost Tracking for Restitution Processing Supports Priority 2020 City of Wheat Ridge Work Plan, Programs, and Functions 6 FUTURE IMPACTS Potential external impacts, trends, and issues that may influence the Department’s resources and work plan: Community: • Changing Street and ROW Needs • Multi-Modal, Development Needs, etc. • Increasing Requests For Traffic Calming • Desires to slow and/or reduce traffic • Demands for Improved Drainage and Storm Water facilities • Desire for flood and drainage mitigation, including necessary resources. Increased service expectations Organization: • Better Transportation System/Improvements • Increased Fiscal Responsibility • Need For Additional Funding • New Asset Management Program & Inventory System • Updated Website • Improved Capacity For Evaluation Process • Improved Permitting And Licensing System • Streamline existing processes • Increased Levels Of Customer Service • Increased Service Levels • Increased Accountability • Performance Measurement Field/Legal Requirements: • Stormwater System/Utilities – Age/Replacement Of Infrastructure • Stormwater Drainage –Improved Quality; Innovation • ADA Requirements • Preventative Maintenance • New Construction • Bridge and Roadway Maintenance • Prioritize by needs, safety, and available resources. WHEAT RIDGE MUNICIPAL COURT PROJECTS FOR 2020-2021 Review proposed legislation; consider and respond as needed. Include anticipation of budgetary needs. Continue to improve record expungement and sealing process. Continue visiting teen court programs for consideration of a Wheat Ridge Teen Court program. Improve, simplify, and increase security and efficiency for detainee transports. Anticipate the strategy for and improve response to first amendment auditors and protestors. Host more guests, including city council members, at monthly staff meetings. Continue to invite city employees to learn about court. Provide introduction to new hires. Take new law enforcement personnel on tour. Welcome new Chief of Police. Presiding Judge and staff to present at citizens police academy and civic academy. Keep focus on civics education to remind us of our shared values and the importance of our democratic institutions in preserving those values. Update court mission, values, and goals. (To be completed in March) Install electronic equipment in courtroom to be able to connect with the Colorado Department of Corrections. Address DOC prisoner cases without transporting to court. Upgrade audio-video equipment connection with Jefferson County Detention Facility. (Completed February) Re-define job description for probation officer. Define contempt process for chronic failures to appear in court. Increase knowledge of and trust in courts. Improve court web site to make it easier for non-lawyers to navigate. Address indirect consequences of alcohol and drug abuse and opioid use: e.g., crime, children in foster care, homelessness, mental health issues, and unemployment. Counter efforts to spread disinformation about the justice system. Complete request for proposal process and replace court room seating, office chairs, bar, and bench gates. Provide equal justice and good customer service to all. Empower regular people to navigate the court system without an attorney. Represent a good investment of taxpayer dollars. ATTACHMENT 3F 2020 Council Retreat March 20th and 21st Friday, March 20th 6:00 p.m. to 9:00 p.m. Colorado Plus 6995 W. 38th Ave. 6:00 Arrive – Dinner 6:30 Introductions – Heather Bergman • Get to know your Mayor and fellow Councilmembers 7:00 State of the City – Patrick Goff 8:30 Review of Agenda for Saturday – Heather Bergman 8:45 Final Thoughts ATTACHMENT 4 2020 Council Retreat March 20th and 21st Saturday, March 21st 8:30 a.m. to 3:00 p.m. Seniors’ Resource Center 3227 Chase Street 8:30 Continental Breakfast 8:45 Review of Agenda/Goals for the Day 9:00 Review of Elected Officials’ Top Priorities 10:00 Break 10:15 Development of 2020/2021 Goals and Priorities 12:00 Lunch 12:30 Expectations and next steps for 2020/2021 goals and priorities 2:45 Reflections and Closing