HomeMy WebLinkAbout09/18/2006
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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
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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
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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. \)~
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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.
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h( omdcv' \. Lone\CC Study Session Memo Joc
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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
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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
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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
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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.
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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.
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Christa Jones, Deputy Cijy Clerk
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