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HomeMy WebLinkAbout09/18/2006 t )(JI-rr:o STUDY SESSION AGENDA CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO City Council Chambers 7500 W. 29th Ave. September 18. 2006 6:30 p.m. APPROVAL OF AGENDA Item 1. - Item 2. Item 3. Item 4. a) Staff Reports 1 Towing Ordinance Outside Agency Reports b) X-Process Type I Police Department Reorganization Type 11 Joint Emergency Operations Center with City of Lakewood Type I /" , .----, .,.-39~\'" /. \, _ ~-f "\::'" J'\ /\ ,\r'- "-- , - Leader's Guide 2005 Summary Report/Mayor and City Council/Wheat Ridge, Colorado Work Session Typology WORK SESSION WORK SESSION WORK SESSION TYPE I TYPE II TYPE III PRE-REPORT DRAFT REPORTS BRIEFING Provide direction and Rcfine proposed reports and Brief Mayor and CIty guidance on major issues bcfore staff recommendations prior to Council on maJor issues, analYSIS and report formal presentation and upcommg opportunities preparation. actlOn. and operational matters. TOPICS TOPICS. TOPICS I Define the Problems 1 Present Background 1. Present Background Information 2. Identify Issues 2. Review and Highlights of 2. Discuss Topics Analysis and OptIons 3 Estabhsh Parameters 3. ReVIew and Refine 3. Explore CIty'S Role or and GUldehnes Recommendations Need for Action 4. Focus on Possible 4 Finahze DeSired Goals 4 Focus on Overall Policy Outcomes and Outcomes DirectlOn and Guidelmes 5 Outline Process and 5 Outline Next Steps Possiblc Next Steps 6. Decide Whether or Not Worth Pursuing Copyright @ 2005 Lyle Sumek Associates, Inc. OS-MAR-S3 Section XI - Page I Study Session September 18, 2006 Item 1. a WHEAT RIDGE POLICE DEPARTMENT MEMORANDUM TO: Mayor Jerry DiTullio and City Council VIA. FROM: Randy Young, City Manager ~ Daniel Brennan, Police Chief ~~ DATE: September 8, 2006 SUBJECT: Staff Report -Towing Ordinance EXECUTIVE SUMMARY The City's contract with Mirage Recovery Service's to provide towing and impounding services expired January 31, 2006 This presented the Police Department an opportunity to review and amend Section 13, Article III of the Code of Laws, as well as rules and regulations to reflect - current business practices. The department worked with the City Attorney's Office on amending the ordinance pertaining to abandoned vehicles and towing of vehicles STATEMENT OF THE ISSUES Chapter 13, Section III, Abandoned Vehicles and Towing, of the Code of Laws has not been updated since 1995 There were several areas identified that needed to be revised to make these ordinances current. Prior to completing this process staff researched ordinances from the City's of Commerce City and Thornton. Most of the language contained in all the ordinances - including Wheat Ridge's - is taken directly from State Statutes The following list contains the proposed significant changes made to Wheat Ridge's ordinance .:. Trailer was added to the ordinance - Abandoned motor vehicle and trailer .:. Deleted/changed references to "rotating tow list" (the Chief still may maintain a rotating list, should he so desire) Previously, Wheat Ridge contracted with several tow companies to provide this service However, several years ago it was decided to contract with only one tow company This has proved beneficial as dealing with one company creates fewer issues than working with multiple companies .:. It is common practice by other cities to have tow companies prepare the majority of the paperwork associated with towing and impounding services This includes mandatory paperwork and timeline requirements for the Department of Revenue Motor Vehicle Division. Wheat Ridge has not required tow companies to complete such paperwork, thus the staff has had to prepare all the required paperwork. Having the tow company Staff Report - Towing Ordinance September 8, 2006 Page 2 prepare the necessary documents will save time There are still specific forms that are required to be prepared by the police department which will continue to be completed .:. Changed appraisal procedures. Currently, physical inspections are conducted by a member of the Traffic Team on every vehicle to be disposed of This is extremely time consuming. It is proposed that a motor vehicle dealer, licensed in Colorado, conduct the appraisals Periodic checks will be conducted on the appraisals to ensure accuracy It is felt that a dealer is more knowledgeable in this area. Other agencies contacted confirmed that their appraisals are conducted by licensed dealers as well .:. Changed the dollar value determination on appraisals/sold vehicles. Previously, any vehicle appraised over $1,000 became the property of the City and was auctioned. It was found that this rarely occurred and when it did the amount netted was minimal. Any proceeds were then to be sent to the Department of Revenue The proposed change is the City may keep any vehicle appraised over $1,000 and that any proceeds would be deposited into the City's General Fund. FINANCIAL IMPACT The changes contained in the proposed ordinance changes reflect no additional costs to the City - ALTERNATIVES CONSIDERED 1 Adopt proposed changes. 2. Continue operating under current ordinance RECOMMENDATION The Police Department recommends City Council approve the ordinance as written to better reflect current business practices. Prepared by' Michelle Stodden City of Wheat Ridge Community Development Department Memorandum STUDY SESSION September 18, Item 2. \)~ -'. '-. TO: Mayor and City Council FROM: Alan WhIte, Community Development Director tt\~ SUBJECT: X-Process (X-Zone) DATE: September 8, 2006 For about the past year, we have been working With Winston ASSocIates to develop the regulatlOns Implementing the X-Zone concept described m the NeIghborhood RevltahzatlOn Strategy We have undertaken a thorough review of the obJectives of the X-Zone and our current regulations. After several "false starts," we have aITlved at a package of changes to our regulations that we thmk meet the obJectives of the NRS recommendatlons and will be embraced by the development commumty. The changes wlll ehmlllate confllctmg and redundant reqUlrements and processes, speed up the development reVIew process, and foster quahty development throughout the City. The X-Zone was ongmally concelVed as an expenmental set ofregulatlOns and development review processes desIgned to work m an mfill development environment. Our imtial dISCUSSions were about creating some kmd of overlay zone where the expenmental reqUlrements and processes would apply. _ This evolved mto applymg the X-Zone to certalll uses, or makmg some uses ehgible for the X-Zone. In evaluatmg and re-evaluatmg these approaches, we asked the followmg questlOns. Why apply the X-Zone only to certam areas of the CIty, or to certam uses? Conversely, why apply lesser standards to certam uses or areas? Where would those areas be? Why shouldn't all development m the CIty be of high quahty, regardless of the type ofland use or area of the City? Ifwe're trymg to raise the bar, why only raise It on one SIde and gIve some developers the opportumty to slide over the low SIde of the bar? The development process boils down to two basIc processes. 1) current zomng on a property allows a use and all the owner needs IS a building permit, or 2) current zomng does not allow a use and the owner must request a rezoning of the property Rezoning usually reqmres Planned Development zomng, WIth an ODP and an FDP. Eventually a rezomng request leads to a buildmg permit. There are other processes such a vanances and speCial uses, but they are usually precursors to the bmldmg permit process. In trymg to figure out the X-Zone, our attentIOn focused on how to address both the buildmg permit and rezonmg processes WIthout addmg hundreds of pages to the development code Our analYSIS concluded that the key document IS the Streetscape and Architectural Design Jo,,{anual It contams SIte and buildmg deSIgn reqmrements and gUldehnes that currently apply to all commercial and mdustnal zone dlstncts and IS used both in the review ofbUlldmg permIts and rezonmgs. Through our analyses and dlscusslOns, the X-Zone concept evolved mto the X-Process. Rather than creatmg an overlay zone, we are proposing amendments to the Streets cape and Architectural Design l:\l omdev\X l.onc\CC Study Session Memo.doc Manual (and renammg It the Architectural and Streetscape Design Manual) whIch wlll clanfy reqUIrements, elimmate internal conflIcts and conflIcts with the development code, and apply to mulh-family development (three umts or more). In addltlon, we are proposmg amendments to our development regulatlons to reqUIre conformance WIth the pnnclples and reqmrements of the Architectural and Streetscape Design Manual m all development processes, inc1udmg building permits, and other amendments to streamlllle processlllg, create greater flexibility m infill situations, and reduce development revIew hme. Rather than providing the draft ordinance at this tlme, the proposed code changes are summanzed m the attached table. Changes to the Manual will include a reorganizatIOn ofthe matenal WIth archItectural standards commg first, deletlOn of redundant sectlOns, creatlOn of desIgn pnnciples to be followed, and more and clearer illustratlOns of what is reqUIred by the standards. The Manual WIll refer to processes III the Code (Chapter 26) rather than creatmg separate processes for reVIew The mamtenance standards and appendices dealmg WIth plant mallltenance and matenals wlll be publIshed as a separate document. The other pohcy decislOn we are seekmg dIrectIOn for IS the reqmrement for mstalling streetscape Improvements. The current provIsions reqmre adJacent developers to construct Improvements such as detached sidewalks, tree lawns, pedestnan hghts, benches, trash receptacles, and other street furnIture, all without benefit of a deSIgn plan. These requirements are burdensome to owners of small parcels and when reqmred only when redevelopment occurs, results III a pIecemeal, dlsJolllted street scene. Streetscape reqmrements mIght better be proVIded through a busmess Improvement dlstnct, a local Improvement dlstnct, or the CIty'S CIP. A tandem approach would be to reqmre mstallatJon of streetscape Improvements only If the development parcells X acres m SIze or has X feet of frontage. - h( omdcv' \. Lone\CC Study Session Memo Joc - X PROCESS PROPOSED CODE CHANGES SUMMARY Land Use Process Current Proposed Building Permit & Site Plan . Administrative Review . Administrative Review . Conform to zoning . Conform to zoning standards & Streetscape standards & revised Manual Streetscape Manual Rezoning . Planning Commission & . No change to process (See City Council hearings Planned Development . Must meet B criteria for below) approval . Reduce criteria to 6 . Meet 4 of 6 criteria . Add Streetscape Manual conformance . Delete "spot zoning" criterion Special Use . Administrative approval, . No change to process unless objection received, . Minor re-warding of criteria then City Council Hearing . Add Streetscape Manual . 9 criteria for approval conformance Variances Administrative . Up to 10% variance . Up to 50% variance . Post property; approve . No change to process administratively if no . Revised criteria objections. Objections or . Add Streetscape Manual appeal require BOA conformance hearing Non-Administrative . BOA hearing . BOA hearing . Revised criteria . Add Streetscape Manual conformance Planned Building Group Administrative . Administrative review . No change to process (Up to 4 structures on . Must meet 5 criteria . Revised criteria commercial and . Appeal to Planning . Add Streetscape Manual industrial lots only) Commission conformance Non-Administrative . Planning Commission . No change to process (More than 4 structures hearing . Revised criteria on commercial and . Must meet 5 criteria . Add Streetscape Manual industrial lots, more than conformance 1 structure on residential and aoriculturallots) 1:\ComJcvIX Zonc'X PROCESS TABLE.Joc - Planned Developments OOP . Planning Commission & . No change to process City Council hearings . Require more detailed OOP to include conceptual building layout & architecture, pedestrian links, parking, courtyards, buffering, etc. . Add Streetscape Manual conformance . OOP & FOP cannot be submitted concurrently FOP . Planning Commission & . Administrative review City Council hearings . Eliminate FOP for single family PROs PO Amendments ODP Administrative . Minor change must meet . Meet 3 criteria: No increase 10 criteria, including no in floor area above increase in floor area maximum permitted on beyond 10% of approved ODP: no additional uses: no maximum, or up to 10,000 increase in density or s.f intensity of use Non-Administrative . Planning Commission & . Planning Commission & City Council hearings City Council hearings FOP Administrative . Minor change must meet . Meet 7 criteria. 10 criteria, including no increase in floor area beyond 10% of approved maximum, or 10,000 s f Non-Administrative . Planning Commission & . Eliminated (If the City Council hearings amendments exceed maximums prescribed by OOP, a non-administrative OOP amendment is needed) I.\Comucv\X Zom.:\X PRO('l:SS TI\BLE.doc Study Session September 18, 2006 Item 3. WHEAT RIDGE POLICE DEPARTMENT MEMORANDUM TO: Mayor Jerry DiTullio and City Council VIA: Randy Young, City Manager FROM: Daniel Brennan, Police Chief DATE: September 12, 2006 SUBJECT: Lieutenant Position Request Given the City's current budget outlook it appears highly unlikely that the 2007 Budget will be able to accommodate the Police Department's request for three additional Police Lieutenant positions for 2007 As I mentioned during the budget _ process, the Police Department is prepared to offer alternatives for funding these positions and would ask that these alternatives be taken into consideration as final budget decisions are made There are several reasons for making this request and I would offer these observations for your consideration )- The Patrol Bureau is our first line in offering policing services to the community The span of control for the patrol commander is high It is very difficult for the Patrol Commander to regularly meet with his supervisors, oversee the delivery of patrol services, meet the internal and external demands of customers, manage and complete projects, and provide the leadership necessary for this bureau Currently, the Patrol Bureau Commander has eight (8) direct reports and 50 personnel overall to manage The creation of two mid-management level positions would improve the current span of control in the Patrol Bureau making it much more reasonable, ensure the consistent delivery of services and allow the department to move forward in the implementation of a community policing model 'y There are currently six patrol teams in the Patrol Bureau and two special teams (Crime Prevention and Traffic) The 2004 Police Department Organizational Assessment mentioned the perception amongst line-level employees that there were six different watches in the Patrol Bureau because each was supervised differently by sergeants This was the case and strategies have been implemented to address this concern However, this situation exists because there is an absence of leadership direction primarily caused by a lack of mid-level management positions in the organization ,. The department has increased its sworn strength by ten (10) police officers. These new positions have intensified the role of police sergeants in terms of training and direct supervision of probationary officers Ensuring that these officers are adequately prepared and properly supervised are essential elements in community safety The increased time needed to train and supervise the officers with less than three years experience is reflected in the professionalism of the department. Lieutenant positions would serve to allow the sergeants and bureau commander more time to perform the functions associated with their positions and alleviate some of the managerial tasks which seem to fall between the two positions - ,. These positions would enhance the department's community oriented efforts and sector-based accountability As the challenges associated with managing a department our size continue to grow, the need for the appropriate number of people in key positions becomes clear in order to maintain the professionalism that our community deserves from their police department. The recent resignation of a Police Commander offers the department the opportunity to re-structure from three bureaus to two bureaus, and from three commanders to two division commanders in 2007 The savings from this position ($125,461 salary and benefits) could be used to offset the total salary and benefit costs of three (3) lieutenant positions. Additionally, the department recently entered into an agreement with the Lakewood Police Department to provide crime scene processing for $60,000 per year The department gave up one senior police detective position ($74,740 salary and benefits) to fund this position resulting in a cost savings of $14,740 that could be applied to these position requests I have attached a copy of this re-organization for your review. The restructuring from three bureaus to two bureaus would require two (2) lieutenant positions in the Patrol Bureau and one (1) lieutenant position in the Support Services Bureau to oversee the Investigations Section The department took the following alternatives for funding this position into consideration Alternative 1 Fund the three new lieutenant positions out of the City's General Fund The salary and benefits for these positions would be approximately $319,368 for salary and benefits based on 2007 data. Sergeants eligible for promotion to lieutenant would most likely be senior supervisors at the top of the police sergeant pay range and would most likely fall into the mid-range of the lieutenant pay range Alternative 2 Utilize the salary and benefit cost of one commander position to offset the costs for the lieutenant positions One commander ($125,461 salary and benefits) and the cost savings from the aforementioned detective position ($14,740) would offset the total for three (3) lieutenant positions ($319,368) resulting in a balance of $179,167 to be funded out of the general fund Alternative 3 The third scenario would involve the cost savings from Alternative 2 plus the salary and benefits from a supervisory position Information regarding this scenario will be further outlined and discussed at the September 18th City Council Study Session - The salary and benefit savings ($101,467) from this supervisor position and the savings from Alternative 2 would result in a General Fund obligation of $77,700 Recommendation Understanding the City's current budget situation the Police Department would recommend Alternative 3 as the best possible solution for the City I am available to answer any questions or concerns t-- Division Commander Patrol Division I Admin Ass't Ie -":-;'!;:~ Lieutenant East Sector - Watch J Team A TeamS 2007 Proposed Re-Or!:Janization Chief of Police Administrative Assistant Professional Standards Unit CONFIDENTIAL Crime Analyst Division Commander Support Services Division - Training Unit l < .,.,.,......'" '<'<0' ~. :-,d~HW-)';;;_-;;'-, Lieutenant West Sector Investigations Section Lieutenant Watch II Property Team Team A Property Evidence Persons Team Team B Traffic Team Watch III Special Investigations Team Crime Team A Prevention Administrative Assistants SRO Team B TRU Community Services Unit Opt'lrational SuppOrt Section Manager Records Communications Center Study Session September 18, 2006 Item 4. () WHEAT RIDGE POLICE DEPARTMENT MEMORANDUM TO: Mayor Jerry DiTullio and City Council FROM: Randy Young, City Manager ~ Daniel Brennan, Chief of Police '(:iJ VIA: DATE: August 28, 2006 SUBJECT: Staff Report on Joint Emergency Operations Center with the City of Lakewood SUMMARY - The current Wheat Ridge Emergency Operations Center, EOC, cannot handle disasters such as a flood that would cause major property damage and loss of life, or a Hazmat incident that would affect a large geographic area with mass casualties. With a significant investment the EOC might handle a major disaster but human resources would be quickly used up Regionalization is how most communities are maximizing their ability to deal with disasters A partnership with the City of Lakewood, creating a joint EOC, would increase the effectiveness of both cities enabling the communities to deal with almost all disaster scenarios STATEMENT OF THE ISSUES Prior to 1994 the City of Wheat Ridge had no Emergency Operations Center (EOC). With the opening of the newly remodeled police wing, in 1994, the police training room was designated as the EOC Nothing was done with this EOC until 1999 when preparations were made for the possible events that might occur with the advent of the new millennium. In the last five years some minor upgrades have been made to the center. (~ The current EOC provides a minimal amount of resources for staff to use to manage and support its personnel in the event of a major emergency Current Resources: . Three phone lines (one line pulled across the hall from the CSO Office) . Large Map on wall (needs updating) . Three white boards . Access for ten laptops (no specially configured pc's at this point) Joint EOC Memorandum August 28, 2006 Page 2 . Ham Radio Antenna . Reference material. pens and paper . Cell phones brought by individuals (in major disasters cell phones have had limited use for a variety of reasons) . Limited available human resources . Cable Television for news monitoring To properly manage a significant emergency an adequate EOC requires more resources than currently available These would include the following additional resources: . A dozen phone lines backed up by a satellite phone system . A dispatch station with overhead CAD displays . A pre-equipped ham operator station . GIS projected map system . Specially configured and dedicated computers for documentation and resource tracking . Human resources to operate command, operations, logistical, financial issues, planning, and public information; and these operations must have resources to operate for days and possibly weeks. - The Police Command Staff is assessing the current EOC to determine its size and location, what resources need to be added, and the costs involved in making the center functional Recently a severe thunderstorm warning was received and activating the EOC was considered. We delayed that decision due to the fact there was a dispatch testing going on in the training room at the time The department has explored the possibility of partnering with the City of Lakewood in developing a joint EOC Lakewood is currently planning on moving their EOC from its current location and has determined its size and resources. The new Lakewood EOC will be one of the best equipped centers in the region. Several Federal agencies have expressed interest in having it as a back-up center Lakewood has indicated that they are interested in partnering with the City of Wheat Ridge in establishing a joint EOC. This joint EOC would establish operational teams that would work together to deal with events that would likely effect both cities If an incident occurred in only one city a joint team would be able to help the other city in providing additional human resources. Combined teams would free human resources for operational and long term duties. A joint EOC would be a cost sharing and savings venture for both communities. On February 22, 2006 Lakewood and Wheat Ridge conducted a joint training exercise to determine the feasibility of this partnership The feedback from both groups was that a joint EOC would be possible and a benefit to both cities Joint EOG Memorandum August28,2006 Page 3 FINANCIAL IMPACT 1. Wheat Ridge is approximately 18% of the total population and area of the combined cities of Lakewood and Wheat Ridge. 2. lakewood has indicated that 18% of the cost for construction and equipping of the new EOC is an acceptable cost to Wheat Ridge They have also indicated that spreading the cost over three or four years would be acceptable 3 The approximate cost of the project will be $340,000 and 18% of that figure is $61,000 4 The new lakewood facility will be ready for use in about September 2007 5 lakewood will be our backup dispatch center and an EOG at that location offers an offsite operations facility should the Municipal building become unusable due to some type of disaster 6 It would probably cost less to equip our own EOG to a better state than it is now but not up to the par the lakewood Center will be. A Wheat Ridge EOC would remain in a heavily used shared facility, the training room, and human resources to run a major operation would remain limited. - AL TERNATIVES CONSIDERED 1. Operate the current EOC as it stands today. 2 Plan and budget for an upgraded city EOG RECOMMENDATION The Police Department recommends sharing an EGC with the City of Lakewood and that $15,000 be budgeted, each year, over the next four years to finance the Wheat Ridge share for this project. If approved, the Police Department and City Attorney will begin work on an Inter-Governmental Agreement between the two cities Prepared by Commander Hammond cc: Police Department Budget Book City of Wheat Ridge City Manager I s Office Memorandum TO Mayor and City Council G. Randolph y~ Manager FROM. DATE: September 18, 2006 SUBJECT Economic Development PosItion Stafffrom the City and Wheat Ridge 2020 (WR2020) has recently had discussions concerning the working relationship between the two organizatlOns. The success of WR2020 wIll depend partly on a strong, direct partnership wIth the City To facilitate this relationshIp, a consensus was reached that a full-time economic development pOSItion wIth the CIty should be funded as part of the 2007 Budget. Combming these dutIes with the currently authorized AssIstant to the City Manager position does not and WIll not allow for an unencumbered coordinatIOn of economIC development activity between the City and WR2020. Impact to the 2007 Budget would be 1.0 FTE and approXImately $60,000 DutIes for the Economic Development positIon would melude. . Busmess retentIon program . Busmess appreciatIOn/awards events . Limson between the City and Wheat RIdge Business District, Wheat Ridge Enterprise, Jefferson County Economic Councll . Coordinate ESTIP and other incentive programs . Coordmate WR2020 projects through the City's planning process. Duties for the Assistant to the City Manager position will melude. . Public Information functions ineludmg Wheat Ridge ConnectIon, Channel 8, website, etc. . Marketmg and brandmg program for CIty of Wheat RIdge . Admimstration of grants . Franchise agreements with Xcel, Qwest, etc. . Liaison with Greater Metro Telecommunications Consortium (GMTC) . Legislative issues . Assistance with the development of policies and procedures . Special projects ~~\ v'\\ STUDY SESSION NOTES CITY OF WHEAT RIDGE, COLORADO September 18.2006 Mayor DiTullio called the Study Session Meeting to order at 6.30 p.m. Councilmembers present: Karen Adams, Karen Berry, Lena Rotola, Wanda Sang, Larry Schulz, Mike Stites, and Terry Womble. Councilor Dean Gokey was absent. Also present: Deputy City Clerk, Christa Jones; City Manager, Randy Young; Chief of Police, Dan Brennan, Director of Community Development, Alan White; City Treasurer, Mary Cavarra; Police Commander, Wade Hammond. APPROVAL OF AGENDA Mr. Stites asked to add an Item 5 to the Agenda Adding positions to Economic Development and Assistant to the City Manager Item 1. Staff Reports Chief Brennan updated Council on proposed changes to the Towing Ordinance Mr Stites asked for consensus to bring the Ordinance forward to Council. Consensus was 7 in favor. Mr White asked for a change to an existing IGA with Jefferson County regarding CDBG funding. He asked if the amendment could be just initialed by the Mayor Mr. Schulz asked that this come to the next meeting in form of a Resolution to have a proper paper record of the proceeding Consensus was 7 in favor. Outside Agency Reports Mr Schulz reported on a Jefferson County Wide Transportation Committee meeting he attended last week. He also spoke about an on demand transit service He will get more information on this. Mayor DiTullio stated that JEC is taking a position against Amendment 38. Mayor wondered if Council wants to take a position on this. STUDY SESSION NOTES. September 18, 2006 Page -2- Item 2. X-Process Mr White submitted the staff report and highlighted the major changes in a power point presentation. Council discussion and comments followed Item 3. Police Department Reorganization Chief Brennan presented staff report in form of a power point presentation outlining the staffing of the Police Department. He asked for 3 additional Lieutenant positions for his department and suggested ways of financing the positions. Mrs. Sang asked for consensus to go with Alternative 3. Consensus was 7 in favor. Item 4. Joint Emergency Operations Center with City of Lakewood Commander Hammond presented a video produced during a joint exercise with Lakewood and Wheat Ridge He outlined the benefits of sharing costs and human resources with Lakewood in providing emergency services for our residents. The City of Wheat Ridge does not give up policy making during an emergency Mrs. Sang asked for consensus to go with the Police Department recommendation of paying $15,000 each year for 4 years to finance our portion of this project. Consensus was 7 in favor. STUDY SESSION NOTES' September 18, 2006 Page -3- Item 5. Request for 2 positions. Mr Young distributed a memorandum asking for a full time economic development position as well as a position for Assistant to the City Manager. This position was previously combined and has been vacated. Mr Stites asked for consensus for staff to pursue these two positions. Consensus was 7 in favor. Meeting adjourned at 9:25 p.m. ~. \ ,. ~~~" \'v'\~ Christa Jones, Deputy Cijy Clerk , "