HomeMy WebLinkAboutCity Council Meeting Agenda 10-25-21AGENDA
CITY COUNCIL MEETING CITY OF WHEAT RIDGE, COLORADO October 25, 2021
7:00 p.m. This meeting will be conducted as a virtual meeting and in person at 7500 West 29th Avenue, Municipal Building, if allowed to meet on that date per COVID-19 restrictions. Some members of City Council or City staff will be physically present at the Municipal building for this meeting. The public may participate in these ways: 1. Provide comment in advance at www.wheatridgespeaks.org (comment by noon on October 25, 2021)
2. Virtually attend and participate in the meeting through a device or phone:
• Click here to join and provide public comment
• Or call +1-669-900-6833 with Access Code: 857 8010 2407
• Passcode: 622342 3. View the meeting live or later at www.wheatridgespeaks.org, Channel 8, or YouTube Live at https://www.ci.wheatridge.co.us/view
Individuals with disabilities are encouraged to participate in all public meetings sponsored
by the City of Wheat Ridge. Those requiring assistance, ASL or translation service for
languages other than English are asked to contact the Public Information Officer at 303-235-2877 or wrpio@ci.wheatridge.co.us with as much notice as possible.
CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL OF MEMBERS PROCLAMATIONS AND CEREMONIES Native American Heritage Month Communities That Care APPROVAL OF MINUTES
Study Session Notes of October 4, 2021, and City Council Meeting Minutes October 11,
2021
APPROVAL OF AGENDA
PUBLICS’ RIGHT TO SPEAK
a. Public may speak on any matter not on the Agenda for a maximum of 3 minutes under Publics Right to Speak. Please speak up to be heard when directed by the Mayor.
CITY COUNCIL AGENDA: OCTOBER 25, 2021 Page -2-
b. Members of the Public who wish to speak on a Public Hearing item or Decision,
Resolution, or Motion may speak when directed by the Mayor at the conclusion of the staff report for that specific agenda item. c. Members of the Public may comment on any agenda item in writing by noon on the
day of the meeting at www.WheatRidgeSpeaks.org. Comments made on Wheat Ridge Speaks are considered part of the public record. 1. CONSENT AGENDA a. Resolution No. 52-2021 – a resolution authorizing a building lease between the City
of Wheat Ridge and Concrete Works of Colorado for 7575 West 44th Avenue b. Motion to approve payments to Insight Public Sector in the amount of $148,974.75 for the annual renewals of the Microsoft Enterprise Three-Year Agreement c. Motion to cancel the November 1, 2021 study session of the Wheat Ridge City Council due to Municipal Election
d. Motion to award a contract and approve subsequent payments of $88,907.73 annually to Terracare Associates LLC., of Centennial, Colorado, for right-of-way maintenance services PUBLIC HEARINGS AND ORDINANCES ON SECOND READING
2. Resolution No. 53-2021 – A Resolution Adopting the Lutheran Legacy Campus
Master Plan as an amendment to the City’s Comprehensive Plan, Envision Wheat Ridge 3. Council Bill No. 18-2021 – An Ordinance amending Chapter 11 of the Wheat Ridge Code of Laws by the addition of a new Article XIV entitled Hotel Licenses and in
connection therewith, adding reference to extended stay lodging in Chapter 26 use
schedules 4. Council Bill No. 17-2021 – An Ordinance approving the rezoning of property located at 4535 Wadsworth Boulevard from Residential-Two (R-2) to Mixed Use-Neighborhood (MU-N) (Case. No. WZ-21-05)
ORDINANCES ON FIRST READING 5. Council Bill No. 19-2021 - An ordinance approving the rezoning property located at 6011 W. 44th Avenue from Restricted Commercial (R-C) to Mixed Use – Commercial (MU-C) (Case No. WZ-21-07)
6. Council Bill No. 20-2021 - An ordinance amending Chapter 26 of the Wheat Ridge Code of Laws concerning letter notice to property owners and occupants for development applications (Case No. ZOA-21-03) DECISIONS, RESOLUTIONS, AND MOTIONS
CITY MANAGER’S MATTERS CITY ATTORNEY’S MATTERS
ELECTED OFFICIALS’ MATTERS
PROCLAMATION NATIVE AMERICAN HERITAGE MONTH NOVEMBER 2021 WHEREAS, during National Native American Heritage Month we celebrate the rich
tapestry of Indigenous peoples and honor their sacrifices, which we recognize as
inextricably woven into the history of this country; and
WHEREAS, Native Americans are descendants of the original, Indigenous
inhabitants of what is now the United States and have moving stories of tragedy, triumph,
and perseverance that need to be shared with future generations; and
WHEREAS, Native Americans have enriched our heritage and continue to add to
all aspects of our society through their generosity of culture and the continued practice of
teaching economic, environmental, and cultural sustainability; and
WHEREAS, our country is blessed by the character and strength exemplified by
the Native Americans who have answered the call of service in our armed forces in greater
numbers per capita than any other group in the United States. We honor our Native
American veterans and those who are serving in active duty for their bravery and sacrifice;
and
WHEREAS, the City of Wheat Ridge is committed to protecting the tribal
sovereignty and self-determination of Native American peoples and recognizes six primary
tribes with connections to the City: the Northern Cheyenne Tribe, the Northern Arapaho
Tribe, the Cheyenne and Arapaho Tribes, the Ute Mountain Ute Tribe, the Southern Ute
Tribe, and the Northern Ute Tribe; and
WHEREAS, the City of Wheat Ridge is committed to engaging in dialogues, led by
tribal communities, around the opportunities and work in which they are currently engaged
in the areas of self-determination, sovereignty, and cultural preservation, to create an active
government-to-government collaboration; and
WHEREAS, during the month of November, we honor our native people in this,
their ancestral homes, and recognize their continued contributions in strengthening the
diversity of our society.
NOW THEREFORE BE IT RESOLVED that on behalf of the City Council and the
people of the City of Wheat Ridge, I, Bud Starker, Mayor of Wheat Ridge, Colorado, do
hereby proclaim November 2021 as NATIVE AMERICAN HERITAGE MONTH in the City of
Wheat Ridge.
IN WITNESS THEREOF on this 25th day of October 2021.
Bud Starker, Mayor Steve Kirkpatrick, City Clerk
PROCLAMATION TAKING COMMUNITY ACTION WITH TEENS IN PARTNERSHIP WITH JEFFCO COMMUNITIES THAT CARE COALITION
WHEREAS, the City of Wheat Ridge is a community that looks out for teens’
mental health, gives positive resources to unite teens and adults, and promotes positive
social connections; and WHEREAS, the City of Wheat Ridge values preventing problems including substance misuse, hopelessness and anxiety, and interpersonal violence, particularly
given the challenges and opportunities that have been revealed and magnified by the
pandemic; and WHEREAS, the City of Wheat Ridge strives to increase protective factors and decrease risk factors for all our young people through policies and systems changes;
and WHEREAS, the City of Wheat Ridge aims to share Jeffco Communities That Care tools to help adults become even more supportive of our youth, to better understand teens, and increase their tools for good communication; and
WHEREAS, the City of Wheat Ridge and Wheat Ridge community partners have been key Jeffco Communities That Care coalition leaders for many years and intend to continue to expand this collaboration to benefit Wheat Ridge youth; and
WHEREAS, the City of Wheat Ridge is specifically taking action by offering new
teen nights on the third Friday of every month for ages 14-17, a new youth program called Break Away at the Anderson Building on the third Saturday of every month for ages 11-14, and paid internship opportunities for Wheat Ridge High School teens.
NOW, THEREFORE BE IT RESOLVED that on behalf of the City Council and
the people of City of Wheat Ridge, I Bud Starker, Mayor of Wheat Ridge, Colorado, do hereby proclaim that The City of Wheat Ridge is Taking Community Action with Teens in Partnership with Jeffco Communities That Care Coalition.
IN WITNESS THEREOF on this 25th day of October 2021.
__________________________
Bud Starker, Mayor
________________________
Steve Kirkpatrick, City Clerk
STUDY SESSION NOTES CITY OF WHEAT RIDGE, COLORADO Hybrid - Virtual Meeting
October 4, 2021
Mayor Bud Starker called the Study Session to order at 6:30 pm.
This meeting was conducted both as a virtual meeting and hybrid, where some
members of the Council or City staff were physically present at the Municipal Building,
and some Members of the Public attended in person as well. Seven members of
Council were present in Council Chambers for this session as Councilmember Urban
was excused
Mayor Starker welcomed the Council, other elected officials, staff, and interested
Members of the Public.
The Mayor also explained the virtual/hybrid meeting format, how the Public will have the
opportunity to be heard, and the procedures and policies to be followed.
Council members present Amanda Weaver, Judy Hutchinson, Janeece Hoppe, Korey
Stites, Leah Dozeman, Valerie Nosler Beck, and Rachel Hultin.
Also, present: City Treasurer, Chris Miller; Director of Parks and Recreation, Karen
O'Donnell; Director of Community Development, Ken Johnstone; Planning Manager,
Lauren Mikulak; Deputy City Clerk, Robin Eaton, interested Members of the Public and
guests.
Public's Right to Speak
None one presented to speak
Note about Wheat Ridge Speaks:
The Public may visit the Wheat Ridge Speaks website and enter written comments of
up to 1,000 words on any Council agenda item. The deadline for the Public to submit
comments is 12:00 Noon Mountain Time on the day of a Council session. Council
members, other elected officials, and City Staff have time to review the comments
before the meeting on Monday evening.
The City Clerk's Office transcribes those Wheat Ridge Speaks comments into these
minutes, placing each comment along with the record for that agenda item.
1. Staff Report(s) –
a) Trees for Community Recovery
Discussion of this item began at approximately 6:34 pm
Please note that this item was received after the agenda packet was sent out; a
copy of the letter will be attached to the draft minutes when distributed.
Karen O'Donnell, Parks and Recreation Director, spoke regarding a letter that was
received by a group that is trying to gain support from local government officials to help
save the urban forests and hopefully expand it as well.
She is looking to get a consensus to add the City of Wheat Ridge to the letter, showing
their support.
Councilmembers had questions and comments:
Member Weaver referenced the time frame of the item being submitted and asked if the
letter could be made public at a future date so that people could see it in its entirety.
She also asked by definition if the City of Wheat Ridge qualifies as an urban forest or a
tree canopy.
Member Hultin requested the organization's contact information be made available, and
she is enthusiastic to support the consensus. That website address for them is located
at https://www.trees4community.com/
The consensus was attained to move the letter forward
b) Board and Commission Recreation Benefits
Discussion of this item began at approximately 6:38 pm
Issue
City Council has requested that the City offer recreation benefits to current and future
members of all City Boards and Commissions. The Parks and Recreation Department
was tasked with presenting City Council with a proposal.
Staff Reports
Karen O'Donnell, Director of Parks and Recreation, proposed updating Administrative
Policy No. 601-30 (City-wide Employee Recreation Benefits) to include active Board
and Commission members. Benefits received would include:
• Free drop-in use of the Wheat Ridge Recreation Center.
• Free drop-in use of the Wheat Ridge Outdoor Pool at Anderson Park
Board and Commission members will need to fill out a Facility Pass Request form to
receive these benefits as a volunteer appreciation gift. This benefit is available to
individuals actively serving and does not include family members
Councilmembers had questions and comments to include:
• Would other committees and task forces be included now or at a later date?
•
• Will taxes need to be paid on the benefits?
• Explore adding those other groups to see how burdensome it would be to the
City.
• It would be great to provide tangible benefits to all of the city volunteers.
• Determine and run reports to see the usage by members.
• Hope to approve participation to recruit new members.
Councilmember Hoppe proposed a consensus to move the benefits package forward
and include the task forces and committees.
Consensus attained.
2. Land Acknowledgement
Discussion of this item began at approximately 6:48 pm
Issue
Councilmembers Hoppe and Nosler-Beck requested a study session to discuss with the
Mayor and City Council the establishment of a land acknowledgment program for the
City of Wheat Ridge.
They described that it is an effort to recognize the Indigenous past, present, and future
of a particular location and to understand our place within that relationship. Usually, land
acknowledgments take the form of written and/or verbal statements. It's becoming more
and more common to see land acknowledgments delivered at conferences, community
gatherings, places of worship, concerts and festivals, etc.
Staff Reports
Karen O'Donnell, Director of Parks and Recreation, spoke on several items that
included:
• Developing a land acknowledgment statement for the City of Wheat Ridge
through a collaborative process
• Connecting work to related projects within the Parks & Recreation Department
• Incorporating land acknowledgment through park signage, educational programs,
and native plantings
Councilmembers had questions and comments, to which staff gave detailed responses:
• Would it be possible to determine when the specific tribes were in the area and
who those would have been back then?
• Explain what fundraisers for land taxes are.
• This is an item for what the City can do and is not the only item that the
community can do in land acknowledgment or recognition plans.
Consensus was attained to provide direction to the Parks & Recreation Department to
move forward with developing a land acknowledgment statement and incorporating it
into Department programs and practices.
3. Let's Talk Resident Engagement Program Update
Discussion began at 7:06 pm,
Issue
The Let's Talk Resident Engagement Program stems from the 2019 Neighborhood
Revitalization Strategy (NRS) Update. The purpose of this study session agenda item is
to:
1. Share detailed reports from the recently completed Applewood and Leppla
Manor resident engagement "blitzes"; and
2. Provide an update on the Let's Talk Program and Work Plan following the
completion of neighborhoods three and four of ten.
Staff Reports
Community Development Director Kenneth Johnstone, Senior Neighborhood Planner,
Jeff Hirt, and Ashley Holland gave Council the background of the Engagement Program
launched just over a year ago and has now completed engagement "blitzes" in four of
ten neighborhoods
They spoke on the work plan reflecting the action items the residents have weighed in
on to date through the program from rounds one and two of surveys. The list of work
plan items is noteworthy and reflects Blitz Two's input and is new since City Council's
last program update in April 2021.
New and Notable Program Work Plan Items:
• 38th Avenue (West) Improvements - Applewood resident blitz respondents ranked
this #1 of 10 potential action items, with 81% in support.
• Youngfield Corridor Improvements – Applewood resident blitz respondents, ranked
this #2 of 10 potential action items, with 78% in support.
• 44th Avenue (East) Targeted Improvements – Leppla Manor residents ranked this #1
of 9 potential action items, with 81% in support.
• Otis Street Clear Creek Trailhead Improvements - Leppla Manor residents ranked
this #3 of 9 potential action items, with 75% in support.
Also given were updates on several action items from the work plan that originated or
were bolstered from the program's first two neighborhood blitzes and have been
advanced since the last Council update in 2021. These include:
• Improved Communications on Projects with Potential Neighborhood Impacts
• 35th Avenue in East Wheat Ridge
• Neighborhood Traffic Management Program (NTMP)
• Neighborhood Cleanup Days (TLC events)
• 38th Avenue (East)
Where the original program goal was to cover the entire City (divided into ten
neighborhoods) in about two years, two neighborhoods at a time, the "two-
neighborhood" approach is working, but the blitzes are taking slightly longer than
originally anticipated. The program is still on track to cover the whole City by early to
mid-2023.
The next two Let's Talk neighborhoods will be Fruitdale and Anderson Park, which were
selected for the next blitz primarily because Fruitdale and Anderson Park would
represent the first engagement blitzes for the large area of the City north of Clear Creek.
Lastly spoken about was how the city staff will evaluate how to fine-tune the Round 2
blitz engagement to tie into the corridor planning process. Public engagement for the
corridor plan will benefit from the engagement of residents during the blitz.
Councilmembers had questions and comments to include but not limited to:
• Explain the re-zoning of 38th Ave and Miller.
• It's great to engage the community and listen to what is important to them.
• Thanks to the group and the Members of the Public that responded and
participated in the program.
• Explain the prioritization from the different rounds and being able to disseminate
the data.
• Describe the alternative ways to participate in these programs if not done
electronically, and are there alternative language measures in place
Mayor Starker thanked the group for "a great presentation as well as the great work that
they are doing."
4. Elected Officials' Report(s)
Discussion of this item began at approximately 7:45 pm.
Councilmember Hoppe poised questions concerning city facilities surveys to what our
needs are and if we're meeting those needs or is it something we need to look at doing.
Mr. Johnstone responded that the EMT needs a better comprehensive master plan, as
there have been many changes in the past years since the last one. He thinks it means
a lot of staff involvement and maybe a consultant to come in and get the task done.
Councilmember Hutchinson spoke on a missing person report for an elderly lady and
wondered if anyone else had received it.
Councilmember Hultin wanted to "thank everyone who came out to her District II
meeting recently, especially Kate Benning, the communication consultant for the
Wadsworth Improvement Project. She stated that Regenerate Wheat Ridge would have
their final community program on Wednesday at the Happiness Garden."
Councilmember Weaver asked where people can report issues with the new short-term
rentals (STR) which Councilmember Hultin responded that there is information posted
on the FAQ section of the city website and for other issues not generally related to
STR's, they can contact WRPD Code enforcement at 303-235- 2926. For emergencies,
always call 911.
Also, Councilmember Weaver wanted Mr. Johnstone to know that she has received
great feedback from people for the Public Works department working on speed bumps
and controlling speed in the neighborhoods.
ADJOURNMENT
The Study Session adjourned at 7:54 pm.
APPROVED BY CITY COUNCIL ON October 25, 2021.
Robin Eaton, Deputy City Clerk
Janeece Hoppe, Mayor Pro Tem
City Council Meeting Minutes
CITY OF WHEAT RIDGE, COLORADO 7500 WEST 29TH AVENUE, MUNICIPAL BUILDING
October 11, 2021
Note: This meeting was conducted both as a virtual meeting and hybrid, where some
members of the Council or City staff were physically present at the Municipal building, and
some members of the public attended in person as well. All eight members of Council
were present in Council Chambers for this session. Before calling the meeting to order,
Mayor Starker stated the rules and procedures necessitated by this meeting format.
Mayor Starker called the Regular City Council Meeting to order at 7:03 p.m.
PLEDGE OF ALLEGIANCE TO THE FLAG OF THE UNITED STATES OF AMERICA
ROLL CALL OF MEMBERS
Janeece Hoppe Judy Hutchinson Zachary Urban Rachel Hultin
Amanda Weaver Korey Stites Leah Dozeman Valerie Nosler Beck
Also, present: City Attorney, Gerald Dahl; City Manager, Patrick Goff; City Clerk, Steve
Kirkpatrick; City Treasurer, Chris Miller; Administrative Services Director, Allison
Scheck; Karen O’Donnell, Director of Parks and Recreation; Lauren Mikulak, Planning
Supervisor; Kayla Betzold, Homeless Navigator, Rebekah Raudabaugh, Sustainability
Coordinator other staff, guests and interested Members of the Public.
APPROVAL OF MINUTES
Without objection or correction, the City Council Minutes of September 13, 2021 and
September 27, 2021 were approved as published.
APPROVAL OF AGENDA
Without objection or correction, the agenda stood as announced.
PROCLAMATIONS AND CEREMONIES
Mayor Starker read and presented the Proclamation
National Pedestrian Safety Month
The Proclamation addresses public awareness of pedestrian safety on our streets and
highways. The proclamation mentioned those most likely to suffer injuries from motor
vehicle and pedestrian incidents: children, cyclists, the ageing and the economically
disadvantaged. Mr. De la Torre accepted the Proclamation on behalf of our residents.
City Council Minutes October 11, 2021 page 2
PUBLIC’S RIGHT TO SPEAK
Edward Fleegler, MD, 3812 Taft Ct. Came tonight to ask for a pause in the process of
merging SCL Health and Intermountain Healthcare. As a physician with long
experience in healthcare he believes it is important that all of the stakeholders work in
collaboration to fully understand the implications of this merger to the health and well-
being of the public. He noted that IHC has a global footprint and reputation in the
industry. We need internal medicine and primary care everywhere. We need to take a
pause to fully discuss, understand and evaluate the consequence of this merger.
Note about Wheat Ridge Speaks:
Members of the Public may visit the Wheat Ridge Speaks website and enter
written comments of up to 1,000 words on any Council agenda item. The
deadline for members of the public to submit comments is 12:00 Noon Mountain
Time on the day of a Council session so that Council members, other elected
officials and City Staff have time to review the comments before the meeting on
Monday evening.
The City Clerk’s Office transcribes those Wheat Ridge Speaks comments into
these minutes, placing each comment along with the record for that agenda item,
including items that address a public hearing (verbatim, if the comments do not
contain lascivious language or unlawful hate speech).
Councilmember Hutchinson asked that this email from a resident be entered into the
minutes for the public record.
Linda Lauff , 10565 West 32 Avenue, Wheat Ridge
I cannot attend the planning commission meeting on October 7, 2021, in-person or by
zoom.
The following is my recommendations.
I oppose the master plans for the Lutheran property .
I reviewed the Lutheran Legacy master plans and was rather shocked to learn there is no
proposal for a new library, with a surrounding multi-use park. The small historic library
we have is lovely but limited by size and location.
The modern libraries offer many services for the community: books, videos, online
streaming, research, computers, family programs, educational classes, meeting and study
rooms and much more. For example, it is almost impossible to apply for a job without a
computer and Wi-Fi access, both expensive. Every home does not have Wi-Fi and
computers to meet the demands of online classes and homework. The Wheat Ridge
community meetings and information are online. A library offers the computers and
support staff to assist the users. Also, libraries offer many fun and educational activities
for children. And it is free to all, the truly democratic establishment! Many Wheat Ridge
City Council Minutes October 11, 2021 page 3
residents are missing out on the benefits Jefferson County Library system offers. The
Lakewood Location on 20th is not accessible by bus and is very busy already.
We are fortunate to have the perfect location for a library in our community, the Lutheran
land. The location would be accessible by the bus routes on 38, 32, Wadsworth,
Kipling, and walking distance for the schools and neighborhoods.
Jefferson County Library has a board of trustees that very successfully raises
money. Libraries make desirable communities, so developers often donate land and
money for the project. Perhaps some the existing campus buildings could be converted
to a library.
I am available to work with our community members to develop a library plan. Southern
Jefferson County has been working on a plan for months and is looking for a location.
Their experiences will be very useful.
1. CONSENT AGENDA
Discussion began at approximately 7:16PM
Councilmember Hutchinson introduced the consent agenda.
a. Motion to approve the annual police body-worn camera system contract
payment to Axon Enterprise Inc. in the amount of $86,880.00
Issue
In 2019, the City of Wheat Ridge entered into a contract with Axon Enterprise Inc. for
body-worn camera equipment and data storage. The contract includes the purchase of
cameras, licenses, data storage, and auto-tagging ability. These services ensure that
the Wheat Ridge Police Department is operating within the standards set forth by
Colorado Senate Bill 20-217. Payment in the amount of $86,880 is due for 2021.
Motion by Councilmember Hutchinson to approve the Consent Agenda Item, Seconded
by Councilmember Stites; motion carried 8-0.
PUBLIC HEARINGS AND ORDINANCES ON SECOND READING
None for tonight
ORDINANCES ON FIRST READING
Discussion began at approximately 7:17 PM
2. Council Bill No. 18-2021 - An Ordinance amending Chapter 11 of the Wheat
Ridge Code of Laws by the addition of a new Article XIV Entitled Hotel
Licenses and in connection therewith, adding reference to Extended Stay
Lodging in Chapter 26 use schedules
Councilmember Dozeman introduced Council Bill 18-2021.
City Council Minutes October 11, 2021 page 4
ISSUE
Within the City of Wheat Ridge there are presently nine hotels with a total of
approximately 972 rooms. While these nine hotels represent less than .05% of the total
number of households and businesses in the City, the calls for service from the City’s
Police Department to these establishments constitute approximately 10% of the total
calls for service to the WRPD. This ordinance will create a licensing program for hotels
and require minimal amenities to provide safe and healthy environments for persons
relying upon short-term and extended stay housing in Wheat Ridge.
Motion by Councilmember Dozeman to approve Council Bill No. 18-2021 - an
ordinance amending Chapter 11 of the Wheat Ridge Code of Laws by the addition of a
new Article XIV Entitled Hotel Licenses and in connection therewith, adding reference to
Extended Stay Lodging in Chapter 26 use schedules, on first reading, order it published,
public hearing set for Monday, October 25, 2021 at 7:00 p.m. as a virtual meeting and in
City Council Chambers if allowed to meet in person on that date per COVID-19
restrictions, and that it take effect fifteen days after final publication, seconded by
Councilmember Urban, motion carried 8-0.
DECISIONS, RESOLUTIONS AND MOTIONS
Discussion began at approximately 7:19 PM
3. Resolution No. 50-2021, A Resolution adopting the City budget and
appropriating sums of money to the various funds and spending agencies for
the City of Wheat Ridge, Colorado for the 2022 budget year
Councilmember Hoppe introduced Resolution No. 50-2021.
Issue
Sections 10.7 and 10.9 of the Wheat Ridge City Charter require that a public hearing on
the proposed budget be conducted before its final adoption and that the budget be
adopted by resolution on or before the final day (December 15, 2021) established by
state statute for the certification of the next year’s tax levy to the county.
The proposed 2022 budget includes the following:
• A General Fund budget in the amount of $44,169,781
• An unrestricted fund balance of $11,042,057 or 25% of expenditures
• A General Fund transfer of $6,995,445 to the Capital Improvement Program
(CIP)
• A General Fund transfer of $500,000 to the Equipment Replacement Fund
• Proposed CIP Fund in the amount of $21,763,305
• Proposed Renewal Wheat Ridge Bond Projects Fund in the amount of
$5,900,000
• Proposed 2E Fund in the total amount of $3,884,083
City Council Minutes October 11, 2021 page 5
• Special Revenue Funds in the amount of $6,405,134
• Proposed budget (all funds) in the amount of $82,122,303
Staff Presentation
City Manager Patrick Goff and Administrative Services Director Allison Scheck
presented the highlights of the budget including the prior Study Session review and
action taken with respect to the budget, its financial impacts and background.
They spoke also of the change to the line item that allocates $3,500 for school outreach
funding in the Legislative Services (102) account. Between producing the proposed
budget and the study session, staff received the initial 2022 property casualty insurance
quote and learned that it is less than budgeted. Therefore, $3,500 was moved from
Central Charges account (01-610-700-781) to Legislative Services (01-102-700-780).
This transfer is between two cost centers within the General Government section of the
budget and does not change the total budget.
Public Comment
Mary Pike, works at Jefferson Center 9595 W. 49th Ave. She is the Mental Health Co-
responder services leader at the Center. She came to urge Council to approve the line
item in the budget to fund WRPD efforts to respond to mental health calls. A master’s
level healthcare provider attends calls for service with the PD and allows the police to
return to their other duties while the clinician meets the needs of the impacted
individuals. The program has also had a dramatically positive impact on 911 calls for
police service.
Mayor Starker closed the public hearing.
Council Questions
Councilmembers thanked the staff for their hard work on the budget.
Having recently devoted a Study Session to the proposed 2022 budget, Council had
relatively few questions or comments.
Councilmember Hoppe asked whether we have a comprehensive evaluation of services
needed to update and maintain all municipal buildings and property. Mr. Goff
responded in detail, including the news that we will soon have a Facilities Manager
coming onboard (October 18th).
Councilmember Hultin asked for details on the line item for The Green, including input
from Council and the community on the project. She also asked about the timeline for
another project. Mr. Goff gave detailed answers including the funding break down of
$877,525 fees in lieu of from the Westend 38 and Edison apartment developments, $1.2
million from Open Space, an estimated $100,000 potential future sale of Town Center
Park, $800,000 from Jeffco Schools and $835,000 from Council approved funding
budget carry over from 2019 budget .
City Council Minutes October 11, 2021 page 6
Councilmember Nosler Beck asked about bridge improvements and their exact location.
Staff gave a specific answer.
Councilmember Stites asked whether we can find funds for the Housing Authority in
2022. Mr. Goff provided a detailed answer and suggested that we put that item on a
Study Session agenda in the near future.
Councilmember Urban commented on the budget items for The Green.
Motion by Councilmember Hoppe to approve Resolution No. 50-2021, a resolution
adopting the City budget and appropriating sums of money to the various funds and
spending agencies for the City of Wheat Ridge, Colorado for the 2022 budget year, With
the following amendment, direct staff to conduct a City wide municipal facility
assessment; utilizing funding from the “ Central Charges” account that was initially
budgeted for the 2022 Property Casualty Insurance and since has been determined as
over budgeted. seconded by Councilmember Hultin.
Councilmember Hultin moved to amend the motion to approve the 2022 City budget to
allocate $25,000 of the $100,000 Neighborhood Traffic Management Program budget
item for locations within 0.5 miles of any Wheat Ridge School to improve safety for
people walking and rolling to school. Seconded by Councilmember Stites; amendment
passed 8-0.
Councilmember Urban moved to amend the budget to remove $2.9 million from the
budget line item for “The Green” leaving $900,000 for this project in 2022; seconded by
Councilmember Dozeman. Amendment failed on a vote of 4 aye and 4 nays. The Ayes
were Councilmembers Nosler Beck, Dozeman, Urban and Hutchinson. (The Mayor
may not vote to break a tie with respect to any motion related to the budget.)
The amended motion to approve the 2022 budget carried 8-0.
4. Resolution No. 51-2021, A Resolution levying general property taxes for the
year 2021, to help defray the costs of government for the City of Wheat
Ridge, Colorado for the 2022 budget year
Discussion began at approximately 8:06 PM
Councilmember Urban introduced Resolution No. 51-2021.
Issue
This resolution authorizes the levying of property taxes for the 2021 fiscal year to help
defray the cost of government in 2022.
Staff Presentation
City Manager Patrick Goff and Administrative Services Director Allison Scheck spoke on
the issue including where State law requires the Jefferson County Assessor to certify to
the City the total valuation for assessment of all taxable property located within the
City Council Minutes October 11, 2021 page 7
territorial limits of the City of Wheat Ridge. The estimated total net assessed valuation
for the City for the year of 2021 is $701,680,832, which is an increase of $74,725,147
compared to the final valuation in 2020.
The City is also required by this same section of the C.R.S. to officially certify the
property tax mill levy to the Jefferson County Board of County Commissioners by
December 15, 2021. The City’s property tax mill levy will remain at 1.830 mills for the
2022 budget, generating approximately $1,284,076 in property tax revenue, an increase
of $136,747 compared to the 2021 estimate.
Staff also explained that TABOR restricts increases in property tax revenue to inflation
plus local growth (defined as the percentage change in actual value of real property
from construction of taxable real property improvements). The Wheat Ridge voters
exempted the City from this TABOR revenue limitation at the November 2006 election.
However, TABOR still restricts the City from raising the property tax mill levy without
voter approval unless the mill levy was temporarily reduced in a previous year.
Public Comment
No one came forward to speak.
Mayor Starker closed the public hearing.
Council Questions
Council had no questions or comments regarding this pro forma action by Council.
Motion by Councilmember Urban to approve Resolution No. 51-2021, a resolution
levying general property taxes for the year 2021, to help defray the costs of government
for the City of Wheat Ridge, Colorado for the 2022 budget year, seconded by
Councilmember Stites , motion carried 8-0.
5. Motion to approve a memorandum of understanding and data sharing
agreement between the City of Wheat Ridge, Colorado, and Housing
Connector
Discussion began at approximately 8:09 PM
Councilmember Stites introduced the Motion.
Issue
The City of Wheat Ridge Homeless Navigation Program is dedicated to the placement
of unhoused individuals as part of a City Council priority to Develop Solutions and Work
with Partners to Address Homelessness. Housing Connector is a non-profit partnering
with properties and case managers to reduce barriers and increase access to housing
for individuals experiencing homelessness. Partnering with Housing Connector would
allow the City of Wheat Ridge access to housing units that could be used to place
individuals into permanent housing.
City Council Minutes October 11, 2021 page 8
Staff Presentation
Homeless Navigator, Rebekah Raudabaugh presented on the issue where Housing
Connector is a non-profit partnering with properties and case managers to reduce
barriers and increase access to housing for individuals experiencing homelessness.
Housing Connector and their community partners work with property partners (landlords
and property owners) who will make properties available. This program began in Seattle
and is launching in the Denver Metro Area in November 2021.
Housing Connector partners with Zillow using an exclusive platform that is not visible to
the public. In this platform, community partners of Housing Connector can view housing
units with pre-negotiated terms to expedite the preapproval and placement process.
The pre-negotiated terms include credit score, income restrictions, eviction history and
criminal history. The benefit of negotiating terms in advance is that property owners are
not able to discriminate against any renter.
Ms. Raudabaugh previously reported that she currently dedicates substantial time
researching and connecting with landlords and apartment complexes when placing
individuals into housing. When searching for housing, she regularly calls properties and
landlords to verify prices and availability as websites are not always up to date and
prices are continually changing.
Public Comment
No one came forward to speak.
Council Questions
Councilmember Hultin asked whether this agreement also include the City of
Edgewater. Ms. Raudabaugh explained the details.
Councilmember Hutchinson commented that Denver has a huge problem in this area.
She asked whether neighborhoods where these facilities will be located will be informed
of this program. Ms. Schilling responded with an explanation.
Councilmember Urban asked about funding sources for the program. Ms. Raudabaugh
gave a detailed response. He also asked how we will prioritize applications based on
what criteria and again Rebekah responded in detail.
Councilmember Hoppe asked for clarification: If the City requires any property owner
who wants to rent their property out to perform background checks of potential renters.
Staff answered no.
Councilmember Weaver asked for details about fair housing act and clarified that drug
addiction is considered a disability and can not be discriminated against.
Councilmember Nosler Beck asked Mr. Goff to explain how many housing units this
action potentially creates. Ms. Raudabaugh provided a specific answer.
City Council Minutes October 11, 2021 page 9
Motion by Councilmember Stites to approve a memorandum of understanding and data
sharing agreement between the City of Wheat Ridge, Colorado, and Housing
Connector, seconded by Councilmember Hoppe, motion carried 8-0.
Mayor Starker closed the public hearing.
CITY MANAGER’S MATTERS
Mr. Goff announced the hiring of a new administrative assistant to the Mayor and
Council, Ms. Stephanie Pomponio.
He reviewed the Jeffco Public Health Orders with respect to masks and testing released
in the last day or two.
CITY ATTORNEY’S MATTERS
Nothing tonight.
ELECTED OFFICIALS’ MATTERS
City Clerk Kirkpatrick announced the County Clerk and Recorder mailed ballots for the election on November 2nd .election on Friday, October 8th. He also reminded voters that the deadline to return those ballots is 7 p.m. Tuesday, November 2nd. Ballots can be returned in drop boxes at Anderson Park, City Hall and the WR Rec Center, or send via US Mail. The ballot must be in the Clerk and Recorder’s Office by November 2; when a
mailed ballot is postmarked is irrelevant, so mail early if that is the voter’s choice.
Councilmember Nosler Beck thanked the people, especially the children who attended tonight to accept the proclamation on pedestrian safety. Please, drive carefully to protect pedestrians, cyclists and especially children.
Councilmember Dozeman she also expressed condolences to the families recently and
tragically impacted by pedestrian deaths and injuries on our streets. She is excited that the Wadsworth Project groundbreaking is tomorrow.
Councilmember Hultin wanted to express her sadness and condolences to those involved in the two recent motorist’s pedestrian crashes. Please, remember everyone is a pedestrian at some point in their travels and every day is pedestrian safety awareness
day. The Harvest Festival is this Saturday afternoon 1-4 pm at Anderson Park.
Councilmember Weaver also encouraged us to attend the Harvest Festival.
Councilmember Stites thanked those who serve on our Boards and Commissions. If you can find it is Wheat Ridge, buy it in Wheat Ridge.
Councilmember Hoppe commented on the stories reported by NPR about Indigenous
People’s Day (www.npr.org). This year marks the first time a US President has officially recognized Indigenous People’s Day. Please, take a moment to appreciate the contributions the Indigenous people have made to our community both past and present.
City Council Minutes October 11, 2021 page 10
Mr. Urban wished a happy birthday to Mr. Walt Pettit, who celebrates his 80th birthday
this week.
The Mayor remembered the recent passing of Delores Lombardi a lifelong resident and business owner in the City, who passed on September 30, 2021. She was a lifelong business owner and frequent supporter of local activities and charities.
Thanks to those who attended Coffee with the Mayor last Saturday and for their input
into our deliberations.
Please, remember to drive carefully and safely!
ADJOURNMENT
The meeting adjourned at 8:37 pm.
_____________________________
Steve Kirkpatrick, Deputy City Clerk
APPROVED BY CITY COUNCIL ON October 25, 2021
______________________________
Janeece Hoppe, Mayor Pro Tem The preceding Minutes were prepared according to §47 of Robert’s Rules of Order, i.e., they
contain a record of what was done at the meeting, not what was said by the members.
Recordings and DVD’s of the meetings are available for listening or viewing by contacting the
City Clerk’s Office, as well as copies of Ordinances and Resolutions
ITEM NO: 1a
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: RESOLUTION NO. 52-2021 – A RESOLUTION AUTHORIZING A BUILDING LEASE BETWEEN THE CITY OF WHEAT RIDGE AND CONCRETE WORKS OF
COLORADO FOR 7575 WEST 44TH AVENUE
PUBLIC HEARING ORDINANCES FOR 1ST READING
BIDS/MOTIONS ORDINANCES FOR 2ND READING RESOLUTIONS QUASI-JUDICIAL: YES NO
___________________________________ City Manager
ISSUE: The City of Wheat Ridge owns the former Bank of the West building located at 7575 W. 44th Avenue (the Property). The City wishes to lease the building to Concrete Works of Colorado (CWC) for the purposes of construction headquarters for the Improve Wadsworth Project. PRIOR ACTION: City Council authorized the purchase of the Property on December 14, 2020 as part of the Improve Wadsworth Project. The City then leased the Property back to the Bank of the
West until they vacated the building in April 2020.
FINANCIAL IMPACT: All utilities will be transferred to CWC during its occupancy. CWC will not pay any rent during the term of the lease.
BACKGROUND: The Improve Wadsworth Project contract requires CWC to have a construction headquarters during the term of the improvements. The City acquired the Property in early 2020 as an entire
Council Action Form – Lease of 7575 W. 44th October 25, 2021
Page 2
property acquisition to facility improvements along Wadsworth Boulevard. The Property is currently not in use and will provide adequate space for a construction headquarters.
CWC will not pay for the use of the building during the term of the lease, anticipated to last approximately two years. CWC will be responsible for the landscaping along 44th Avenue, Wadsworth Boulevard and interior of the Property.
RECOMMENDATIONS:
Adoption of Resolution 52-2021 authorizing the execution of a lease at 7575 W. 44th Avenue to Concrete Works of Colorado RECOMMENDED MOTION:
“I move to approve Resolution No. 52-2021, a resolution authorizing a building lease between
the City of Wheat Ridge and Concrete Works of Colorado for 7575 West 44th Avenue.” Or,
“I move to postpone indefinitely Resolution No. 52-2021, a resolution authorizing a building
lease between the City of Wheat Ridge and Concrete Works of Colorado for 7575 West 44th Avenue for the following reason(s)___________________________.”
REPORT PREPARED/REVIEWED BY:
Steve Art, Economic Development Manager Patrick Goff, City Manager Jerry Dahl, City Attorney
ATTACHMENTS:
1. Resolution No. 52-2021 2. Exhibit 1 - Lease Agreement
CITY OF WHEAT RIDGE, COLORADO RESOLUTION NO. 52 Series of 2021
TITLE: A RESOLUTION AUTHORIZING A BUILDING LEASE BETWEEN THE CITY OF WHEAT RIDGE AND CONCRETE WORKS OF COLORADO FOR 7575 WEST 44TH AVENUE
WHEREAS, the City of Wheat Ridge owns the property at 7575 West 44th Avenue in the City of Wheat Ridge; and WHEREAS, the City Council wishes to lease the Property to Concrete Works of Colorado; and
WHEREAS, Concrete Works of Colorado will use the Property as construction headquarters for the Improve Wadsworth Project; and WHEREAS, a lease attached to herein as Exhibit 1 shall remain in effect during
the term of those improvements; and WHEREAS, Concrete Works of Colorado agrees to all terms of the lease. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Wheat
Ridge that:
Section 1. The attached lease Exhibit 1 is approved for execution. DONE AND RESOLVED this 25th day of October 2021.
___________________________ Bud Starker, Mayor
ATTEST: ___________________________ Steve Kirkpatrick, City Clerk
ATTACHMENT 1
EXHIBIT 1
BUILDING LEASE AGREEMENT
This Building Lease Agreement (the “Agreement”) is entered into this ___ date of ______________, 2021 by and between the City of Wheat Ridge (the “City”) and
Concrete Works of Colorado, Inc., a ________ corporation with an address of
______________________________________________________________ (“CWC”).
I. RECITALS
A. The City is participating with the Colorado Department of Highways in the improvement and widening of Wadsworth Boulevard within the City (the “Wadsworth
Improvements Project”). The City has acquired properties along the street for that
purpose. CWC is the primary contractor performing the Wadsworth Improvements Project.
B. The City is the owner of the real property located at 7575 W. 44th Avenue, Wheat Ridge, Colorado 80033, formerly Bank of the West (the “Leased Premises”).
C. The Leased Premises consists of an existing bank, parking lot, surrounding
landscaping, and items currently stored within the building.
D. It is the desire of the City and CWC to enter into a lease agreement for the use of the Leased Premises for use by CWC as a construction trailer (“Construction Administration Facility”) in connection with CWC’s work to complete the Wadsworth
Improvements Project.
II. AGREEMENT
In consideration of the mutual promises and considerations contained herein, the
receipt and delivery of which are acknowledged and confessed, the City and CWC agree
to the following:
1. Property Leased. The City hereby leases the Leased Premises to CWC,
and CWC agrees to accept the lease of the same under the terms and conditions herein.
2. Use of Leased Premises. CWC shall use the Leased Premises in lieu of a typical construction trailer. The Leased Premises shall be used as a Construction Administration Facility under the following terms and conditions:
a. Permitted Uses. Storage of plans, tables, chairs, and other materials or
supplies reasonably required for the completion of the Wadsworth
Improvements Project. CWC may use any trash receptacle, shelving, electrical junction boxes, or other items currently stored in the building necessary for the establishment of a proper Construction Administration Facility.
b. Storage Space Limitations. Storage of such materials and supplies may
be limited and not to exceed a storage area of _____ square feet.
ATTACHMENT 2
c. Bank Safe. At no time shall CWC use the bank safe located within the Leased Premises absent prior written permission from the City.
d. Hazardous Materials. CWC shall comply with all federal, state, and local
laws in connection with any substances brought onto the Leased Premises that are identified by any law, ordinance, or regulation as hazardous, toxic, or dangerous (collectively, the “Hazardous Materials”). Any Hazardous Materials shall be stored outside of the building on the Leased Premises and only with prior written approval from the West
Metro Fire District.
e. Access. The City shall furnish, at no additional charge to CWC, unimpeded and secure access to the Leased Premises on a 24-hours-a-day, 7-days-a-week basis to CWC and CWC’s employees, agents, contractors, and other designees.
f. Modifications. CWC shall not make any modifications or changes to the
Leased Premises without prior written approval from the City.
3. Term and Termination of Agreement. The term of this Agreement shall commence on October 25, 2021, and terminate upon the completion of the Wadsworth Improvements Project or upon 60 days notice of termination from the City or CWC. Upon
termination, CWC shall remove any and all items and materials located on the Leased Premises used in connection with the Construction Administration Facility. Any remaining property of CWC on the Leased Premises following the termination date shall become property of the City.
4. Rent/Other Charges. The City shall not charge CWC rent for the Leased
Premises so long as the lease is ongoing. 5. Repairs and Maintenance. The City shall pay for all repairs and maintenance to the Leased Premises not caused by negligent acts or omissions of CWC.
The City must provide CWC at least thirty (30) days written notice of any repairs,
maintenance or other work it wishes to perform during the term of this Agreement. 6. Utility Services. Utility services shall be paid for in full by CWC.
7. Landscaping/Exterior. CWC shall be responsible for the maintenance of
landscaping during the duration of the Agreement.
8. Default and Right to Cure. If either party is in arrears in any payments due
under this Agreement, or is in violation of any other covenants or agreements set forth in
the Agreement (a “Default”), the non-defaulting party shall give notice of such Default and
offer twenty (20) days from the defaulting party to cure the same. In the event such a
Default is not cured, the non-defaulting party may declare a termination of the Agreement.
9. Taxes. The City shall pay when due all real estate taxes and assessments
for the Leased Premises. Notwithstanding the foregoing, CWC shall reimburse the City
within thirty (30) days of receipt of an invoice from the City for any personal property tax
or real estate tax paid for by the City which is attributable to the presence, use, occupancy,
or installation of CWC’s Construction Administration Facility during the term of the
Agreement. The City shall provide prompt and timely notice of any tax or assessment for
which CWC is liable. CWC shall have the right to challenge any tax or assessment and
the City shall cooperate with CWC regarding such challenge.
10. Insurance and Subrogation and Indemnification.
a) During the Term, CWC shall carry, at its own cost and expense, the following
insurance: (i) workers’ compensation insurance in compliance with the statutory
requirements of the state(s) of operation and Employer’s Liability insurance with limits of
One Million Dollars ($1,000,000.00) each accident/disease/policy limit; (ii) automobile
insurance in the amount of Three Million Dollars ($3,000,000) combined single limit each
accident for bodily injury and property damage and (iii) commercial general liability (CGL)
insurance with limits of Three Million Dollars ($3,000,000 per occurrence for bodily injury
and property damage and Six Million Dollars ($6,000,000) general aggregate. The
requested limits may be obtained by a combination of primary coverage limits and some
form of umbrella/excess liability insurance coverage. The City shall be included as an
additional insured as its interest may appear under this Agreement on the Commercial
General Liability and any applicable umbrella/excess liability insurance. CWC may satisfy
this requirement by obtaining the appropriate endorsement to any master insurance policy
CWC maintains. CWC shall each maintain “all-risk” or “special causes of loss” property
insurance on a replacement cost basis for CWC’s owned real or personal property. In the
event the required policy or policies shall lapse for any reason, the City shall have the
right, but not the obligation, to obtain a substitute policy or policies, the cost of which shall
be borne by CWC. The City shall give CWC 20 days’ notice of its intention to acquire such
substitute policy or policies.
b) City and CWC hereby mutually release each other (and their successors and
assigns) from liability and waive all right of recovery against the other for any loss or
damage covered by their respective first-party property insurance policies for all perils
insured thereunder. In the event of an insured loss, neither party’s insurance company
shall have a subrogated claim against the other party.
c) Subject to the property insurance waivers set forth in the preceding subsection
(b), the City and CWC each agree, to the extent permitted by law, to indemnify and hold
harmless the other party from and against any and all administrative and judicial actions
and rulings, claims, causes of action, demands and liabilities, including reasonable
attorneys’ fees, to the extent caused by or arising out of: (i) any negligent acts or
omissions or willful misconduct in the operations or activities on the Leased Premises by
the indemnifying party or the employees, agents, contractors, licensees of the
indemnifying party, (ii) any spill or other release of any Hazardous Substances (as defined
below) on the Leased Premises by the indemnifying party or the employees, agents,
contractors, licensees, of the indemnifying party, or (iii) any breach of any obligation of
the indemnifying party under this Agreement. The indemnifying party’s obligations under
this subsection are contingent upon its receiving written notice of any event giving rise to
an obligation to indemnify the other party, within ten (20) days the indemnified party
becomes aware of such event, and the indemnified party’s granting it the right to control
the defense and settlement of the same.
d) CWC shall not be responsible or liable to the City or any third party for any
claims, damages, costs, expenses, including liens, fines, penalties, or other enforcement
actions, attributable to any pre-existing violations of applicable laws, codes, ordinances
or other regulations relating to the Leased Premises.
e) The provisions of subsections (b) and (c) above shall survive the expiration or
termination of this Agreement.
11. Notices. All notices, requests, demands, and other communications required or permitted under this Agreement shall be made in writing and shall be effective
three (3) business days after deposit in the U.S. mail, certified, return receipt requested,
or upon receipt if personally delivered or sent via a nationally recognized courier to the addresses set forth below. The City or CWC may, from time to time, designate any other address for this purpose by providing written notice to the other party.
If to the City: ___________________
City of Wheat Ridge
7500 West 29th Avenue Wheat Ridge, CO 80033
With a copy to: ___________________, City Attorney City of Wheat Ridge
7500 West 29th Avenue Wheat Ridge, CO 80033
If to CWC; ____________________ Concrete Works Colorado, Inc. __________________
___________, CO ________
With a copy to: Name, title_________________________ Company: Address____________________________ Address__________________________________
12. Quiet Enjoyment, Title, and Authority. The City covenants and warrants that:
(a) the City has full right, power, and authority to execute and perform this Agreement and to grant CWC the leasehold interest contemplated under this Agreement;
(b) the City has good and unencumbered title to the Leased Premises, free and
clear of any liens or which shall interfere with CWC’s use of the Leased Premises; and
(c) so long as CWC is not in Default, CWC’s use and quiet enjoyment of the Leased Premises shall not be disturbed. CWC covenants and warrants that CWC has full right, power, and authority to execute and perform this Agreement.
13. Environmental Laws. CWC agrees to be responsible for all losses or
damage caused by any Hazardous Materials that it may bring onto the Leased Premises and will indemnify the City for all such losses or damages, or other actions required to comply with applicable law. Notwithstanding the foregoing, CWC shall not be liable or responsible for any environmental condition, including the release of Hazardous Materials, that existed on the Leased Premises before the commencement of CWC’s
activities on the Leased Premises, or that otherwise is not caused by CWC’s activities. The City represents that it has no knowledge of any Hazardous Materials on the Leased Premises.
14. Assignment. CWC may not assign, sell, or transfer its interest under this Agreement without the consent of the City, which the City may grant or withhold in its sole
and exclusive discretion.
15. General Provisions.
a) The prevailing party in any litigation or other legal proceedings arising under this Agreement (including any appeals and any insolvency actions) shall be entitled to reimbursement from the non-prevailing party for reasonable attorneys’ fees and
expenses.
b) This Agreement constitutes the entire agreement and understanding of the parties and supersedes all offers, negotiations, and other agreements with respect to the subject matter and Leased Premises. Any amendments to this Agreement must be in writing and executed by both parties.
c) The City and CWC agree to reasonably cooperate with each other in executing any documents deemed necessary to insure and protect rights of each other in, or use of, the Leased Premises.
d) This Agreement shall be construed in accordance with the laws of the State of Colorado. Jurisdiction and venue for any judicial proceeding under or construing this
Agreement shall be proper and exclusive in the district court for Jefferson County, Colorado.
e) If any term of this Agreement is found to be void or invalid, the remaining terms of this Agreement shall continue in full force and effect. Any questions of particular interpretation shall be interpreted as to their fair meaning.
f) Each party hereby represents and warrants to the other that this Agreement has been duly authorized, executed, and delivered by it and that no consent or approval is required by any lender or other person or entity in connection with the execution or
performance of this Agreement.
g) This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which together shall constitute a single instrument. Signed facsimile and electronic copies of this Agreement shall legally bind the City and CWC to the same extent as original documents.
h) No provision of this Agreement shall be construed as a contractual waiver of
any limitation of liability, immunities or defenses provided to the City under the Colorado Governmental Immunity Act, § 24-10-101, et seq., C.R.S., as amended, or any other applicable law.
i) All financial obligations of the City under this Agreement are contingent upon
annual appropriation, budgeting, and availability of specific funds to discharge such
obligations. Nothing in this Agreement shall be deemed to create a debt or multiple fiscal year financial obligation of the City, a pledge of the credit of the City, or a collection or payment guarantee by the City.
j) Other than as specifically provided for herein, neither party shall be entitled to
claim or recover any form of damages, including without limitation, punitive,
consequential, exemplary, or economic, including lost profits.
IN WITNESS WHEREOF, the parties have caused this Agreement to be duly executed as of the day and year first set forth above.
CITY OF WHEAT RIDGE, a Municipal
Corporation of the State of Colorado
By: ____________________________
Bud Starker, Mayor
ATTEST: ____________________________
Stephen Kirkpatrick, City Clerk
APPROVED AS TO FORM:
_____________________________________
Gerald Dahl, City Attorney
CONCRETE WORKS COLORADO
By: _____________________________
Print name:_______________________
Title: ____________________________
Date:____________________________
ITEM NO: 1b
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: MOTION TO APPROVE PAYMENTS TO INSIGHT PUBLIC
SECTOR IN THE AMOUNT OF $148,974.75 FOR THE ANNUAL RENEWALS OF THE MICROSOFT ENTERPRISE THREE-YEAR AGREEMENT PUBLIC HEARING ORDINANCES FOR 1ST READING BIDS/MOTIONS ORDINANCES FOR 2ND READING
RESOLUTIONS
QUASI-JUDICIAL: YES NO
_______________________________ ______________________________ Administrative Services Director City Manager ISSUE:
The City renewed its current three-year Microsoft Enterprise Agreement on October 1,
2021. The three-year renewal included an upgrade of the current on-premises license and software package to Office 365 and Teams, inclusive of implementation and support. PRIOR ACTION:
Council approved the original Microsoft Enterprise Agreement on September 14, 2020.
Originally, it was presented to Council as a five-year agreement. Immediately after approval, the City learned through its liaison to Microsoft (Insight Public Sector) that Microsoft has changed its position on five-year terms. Therefore, this renewal is year two of a three-year agreement. FINANCIAL IMPACT:
The annual subscription costs $148,974.75 and is budgeted in line item 01-117-700-776. BACKGROUND: This is the 16th year participating in the Microsoft Enterprise Agreement (EA) program. Prior to
2005, software licensing control and purchases were decentralized, non-standardized and
recordkeeping was sporadic and incomplete. In 2005, based on an Information Technology Division (IT) evaluation of the status of the City's software needs and requirements, IT Staff
Council Action Form- Microsoft Enterprise Agreement October 25, 2021
Page 2
leveraged the City's purchasing power by engaging Microsoft in multi-year agreements to get the City of Wheat Ridge properly licensed. At that time, software became centrally managed by the
IT Division.
As a result, the City has been compliant with Microsoft's licensing rules and regulations since 2005. In addition, this program allows for discounts on software licenses, professional services, and planning and training vouchers from Microsoft. In 2020, the City migrated to the Office 365
and Teams platforms which offer greater collaborative environments to realize efficiencies.
RECOMMENDATIONS: Staff recommends approval of the annual renewals for the Microsoft Enterprise Agreement for 2022 and 2023.
RECOMMENDED MOTION: "I move to approve payments to Insight Public Sector in the amount of $148,974.75 for the annual renewals of the Microsoft Enterprise Three-Year Agreement."
Or,
“I move to deny payments to Insight Public Sector in the amount of $148,974.75 for the annual renewals of the Microsoft Enterprise Three-Year Agreement for the following reasons ___________________________________________________________________.”
REPORT PREPARED/REVIEWED BY: Kent Kudebeh, Interim IT Manager Allison Scheck, Administrative Services Director Patrick Goff, City Manager
ATTACHMENTS: 1. Insight Public Sector Microsoft Invoice # 1100878357
Send address changes to addresschange@insight.com
For proper credit, please return this portion with payment.
Bill to:40137622
Wheat Ridge (elec)
itservice@ci.wheatridge.co.us
7500 W 29TH AVE FL 1
WHEAT RIDGE CO 80033-8001
Please remit electronically to:
Insight Public Sector, Inc
c/o JPMorgan Chase
Account: 816365761
Swift code: chasus33
Wire ABA: 021000021
ACH ABA: 124001545
Please Remit To:
Insight Public Sector, Inc.
P.O. Box 731072
DALLAS TX 75373-1072
Ship To 10390055
City of Wheat Ridge
7500 W 29th Ave 1st floor
Wheat Ridge CO 80033
ACCOUNT NO 10390055
INVOICE DATE 04-OCT-2021
INVOICE NUMBER 1100878357
BALANCE DUE 148,974.75
Amount Paid
CURRENCY USD
00103900557110087835700014897475549700000000000000
Invoice
Page 1 of 3Ship To 10390055
City of Wheat Ridge
7500 W 29th Ave 1st floor
Wheat Ridge CO 80033
Invoice No.Date:Sales Order No.Account No.Payment Terms Due Date Sales Rep Name Account Clerk:
1100878357 04-OCT-2021 329141607 10390055 Net 30 days 03-NOV-2021 Peter Lonson Marlowe Perjes
PO No.PO Release No:Contract No.State Contract No. Ship Via
62602 YR 2 ANNUAL PAYMENT 51618432 Electronic Delivery/ESD
Service Order No Service Rep Name Original Invoice No
FEIN: 36-3949000
Register for Electronic Invoicing at www.insight.com/einvoice
Material Material Description Qty Unit Price Extended Price
*228-04433-ESA3 Microsoft SQL Server Standard Edition - software assurance - 1
server
2 147.13 294.26
CWRC 51618432 LSA Annual Billiing
Coverage Dates:01-OCT-2021 - 30-SEP-2022
License Type:Maintenance and Support
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*359-00792-ESA3 Microsoft SQL Server - software assurance - 1 CAL 40 34.23 1,369.20
CWRC 51618432 LSA Annual Billiing
Coverage Dates:01-OCT-2021 - 30-SEP-2022
License Type:Maintenance and Support
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*395-02504-ESA3 Microsoft Exchange Server Enterprise Edition - software
assurance - 1 server
1 726.54 726.54
CWRC 51618432 LSA Annual Billiing
Coverage Dates:01-OCT-2021 - 30-SEP-2022
License Type:Maintenance and Support
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
ATTACHMENT 1
Invoice
Page 2 of 3Ship To 10390055
City of Wheat Ridge
7500 W 29th Ave 1st floor
Wheat Ridge CO 80033
Invoice No.Date:Sales Order No.Account No.Payment Terms Due Date Sales Rep Name Account Clerk:
1100878357 04-OCT-2021 329141607 10390055 Net 30 days 03-NOV-2021 Peter Lonson Marlowe Perjes
PO No.PO Release No:Contract No.State Contract No. Ship Via
62602 YR 2 ANNUAL PAYMENT 51618432 Electronic Delivery/ESD
Service Order No Service Rep Name Original Invoice No
FEIN: 36-3949000
Register for Electronic Invoicing at www.insight.com/einvoice
Material Material Description Qty Unit Price Extended Price
*9EA-00278-ESA3 Microsoft Windows Server Datacenter Edition - software
assurance - 2 cores
104 126.18 13,122.72
CWRC 51618432 LSA Annual Billiing
Coverage Dates:01-OCT-2021 - 30-SEP-2022
License Type:Maintenance and Support
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*9EM-00270-ESA3 Microsoft Windows Server Standard Edition - software
assurance - 2 cores
250 17.78 4,445.00
CWRC 51618432 LSA Annual Billiing
Coverage Dates:01-OCT-2021 - 30-SEP-2022
License Type:Maintenance and Support
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*AAD-34700-ESA3 Microsoft 365 E3 - Subscription license - 1 user - hosted - EA
Subscription, Government Community Cloud - from SA - All
Languages
415 292.56 121,412.40
CWRC 51618432 12 Mo
License Type:Cloud SAAS
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*AAD-34704-ESA3 Microsoft 365 E3 - Subscription license - 1 user - hosted - EA
Subscription, Government Community Cloud - All Languages
13 349.93 4,549.09
CWRC 51618432 12 Mo
License Type:Cloud SAAS
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*D87-01057-ESA3 Microsoft Visio Professional - license & software assurance - 1
PC
1 215.75 215.75
CWRC 51618432 LSA Annual Billiing
Coverage Dates:01-OCT-2021 - 30-SEP-2022
License Type:License with Maintenance and Support
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*D87-01159-ESA3 Microsoft Visio Professional - software assurance - 1 user 9 100.36 903.24
CWRC 51618432 LSA Annual Billiing
Coverage Dates:01-OCT-2021 - 30-SEP-2022
License Type:Maintenance and Support
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*DDJ-00001-ESA3 Power BI Pro - subscription license (1 month) - 1 user 5 90.98 454.90
CWRC 51618432 12 Mo
License Type:Cloud SAAS
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*H30-00238-ESA3 Microsoft Project Professional - software assurance - 1 PC 5 193.17 965.85
CWRC 51618432 LSA Annual Billiing
Coverage Dates:01-OCT-2021 - 30-SEP-2022
License Type:Maintenance and Support
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
Invoice
Page 3 of 3Ship To 10390055
City of Wheat Ridge
7500 W 29th Ave 1st floor
Wheat Ridge CO 80033
Invoice No.Date:Sales Order No.Account No.Payment Terms Due Date Sales Rep Name Account Clerk:
1100878357 04-OCT-2021 329141607 10390055 Net 30 days 03-NOV-2021 Peter Lonson Marlowe Perjes
PO No.PO Release No:Contract No.State Contract No. Ship Via
62602 YR 2 ANNUAL PAYMENT 51618432 Electronic Delivery/ESD
Service Order No Service Rep Name Original Invoice No
FEIN: 36-3949000
Register for Electronic Invoicing at www.insight.com/einvoice
Material Material Description Qty Unit Price Extended Price
*7E4-00001-ESA3 Microsoft Project Online Professional Add-on - Subscription
license (1 month) - hosted - GOV - EA Subscription, Government
Community Cloud - add-on to Project Pro - All Languages
5 53.96 269.80
CWRC 51618432 12 Mo
License Type:Cloud SAAS
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
*WW3-00001-ESA3 Microsoft Visio Pro for Office 365 - Subscription license (1
month) - 1 user - hosted - GOV - EA Subscription, Government
Community Cloud - add-on to Visio Pro - All Languages
10 24.60 246.00
CWRC 51618432 12 Mo
License Type:Cloud SAAS
Media Type:ESD
STATE OF COLORADO NASPO VALUEPOINT SOFTWARE VAR(# ADSPO16-138244/ 20170000000000000105)
Sub Total 148,974.75
Ttl Freight Charge 0.00
Total Amount Due 148,974.75
Currency USD
(T) Denotes taxable item * Denotes non-shippable item
THANK YOU FOR YOUR ORDER.
FOR ALL INQUIRIES PLEASE CALL 800-934-4477.
The Terms and Conditions and Return Policy and Procedures set forth on
www.ips.insight.com/TermsandConditions are specifically incorporated herein unless purchase is being made pursuant to a separate
written agreement in which case the terms of the separate written agreement shall govern.
ITEM NO: 1c
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: MOTION TO CANCEL THE NOVEMBER 1, 2021 STUDY
SESSION OF THE WHEAT RIDGE CITY COUNCIL DUE TO THE MUNICIPAL ELECTION PUBLIC HEARING ORDINANCES FOR 1ST READING BIDS/MOTIONS ORDINANCES FOR 2ND READING
RESOLUTIONS
QUASI-JUDICIAL: YES NO
_____________________________ City Manager ISSUE:
The City Council Study Session meeting of November 1, 2021, currently does not have any
scheduled agenda items. In order to provide time for the Mayor and City Council to participate in election activities, the meeting will be canceled. FINANCIAL IMPACT:
None
RECOMMENDATIONS: Staff recommends canceling the City Council Study Session meeting scheduled for November 1, 2021.
RECOMMENDED MOTION: “I move to cancel the November 1, 2021 Study Session of the Wheat Ridge City Council due to the municipal election.”
Or,
“I move to not cancel the November 1, 2021 Study Session of the Wheat Ridge City Council due to the municipal election for the following reason(s) __________________________________.”
Council Action Form – Cancel November 1, 2021 study session October 25, 2021
Page 2
REPORT PREPARED/REVIEWED BY: Patrick Goff, City Manager
ITEM NO: 1d
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: MOTION TO AWARD A CONTRACT AND APPROVE
SUBSEQUENT PAYMENTS OF $88,907.73 ANNUALLY TO TERRACARE ASSOCIATES LLC., OF CENTENNIAL, COLORADO, FOR RIGHT-OF-WAY MAINTENANCE SERVICES
PUBLIC HEARING ORDINANCES FOR 1ST READING BIDS/MOTIONS ORDINANCES FOR 2ND READING RESOLUTIONS
QUASI-JUDICIAL: YES NO
__________________ _____________________________
Director of Parks & Recreation City Manager ISSUE: This request is for approval of the Right-Of-Way Maintenance Service Contract. The City currently contracts annually for mowing, weed prevention and mitigation, and trash pickup in
various rights-of-way areas. The total service area for this contract is around 34 acres. The scope of work includes year-round services, as and where needed. Staff anticipates 5 cycles of chemical weed control, 7 cycles for mowing and trimming services, and 12 cycles each for trash and debris removal and for sidewalk and median cleaning.
PRIOR ACTION: City Council approved a multi-year Right-of-Way Maintenance Service Contract in 2015. FINANCIAL IMPACT:
Funding for this contract is budgeted in General Fund account 603 – Parks Maintenance. The
funds shall provide for all general contractor costs as identified in the bid package. Itemized costs for each service have been provided by the contractor. Other services, if needed, will be paid based on the square foot calculation per service:
1) Increased calls outside the original scope in the base bid.
Council Action Form – ROW Maintenance Services October 25, 2021
Page 2
2) Services at locations as needed are not included in the base bid.
BACKGROUND:
In preparation for the expiration of this contract, a committee of Parks Forestry and Open Space (PFOS) staff drafted an updated scope of work and published a request for proposals to solicit bids from interested service providers.
Bid proposals were reviewed and scored by the committee. Review categories were evaluated on
a weighted system based on perceived value directly associated with important qualities as determined by the committee. These final scores can be found in attachment #1. For this contract, the City received only one qualified bid.
The City maintenance of sidewalks and right-of-way program has been in effect since 2005. This
is a multi-year program contract, awarded for one year with the option to renew for four additional one-year periods. The last year of these extensions from the contract signed in 2015 was 2020, and a new bid solicitation was required in 2021.
RECOMMENDATIONS:
As the lowest competitive bidder, and based upon the contractor’s demonstrated capabilities, experience and performance, staff recommends approval of the award to Terracare Associates LLC., of Centennial, CO, in the amount of $88,907.73 for one year, with the option to renew the contract for four additional one-year periods.
RECOMMENDED MOTION: “I move to award a contract and approve subsequent payments of $88,907.73 annually to Terracare Associates LLC., of Centennial, Colorado for right-of-way maintenance services.”
Or,
“I move to deny the award a contract and approval of subsequent payments of $88,907.73 annually to Terracare Associates LLC., of Centennial, Colorado for right-of-way maintenance services for the following reason(s)______________________________________________.”
REPORT PREPARED/REVIEWED BY: Zachary Lovato, Parks, Forestry, and Open Space Manager Karen O’Donnell, Director of Parks and Recreation Patrick Goff, City Manager
ATTACHMENTS: 1. Bid Tabulation
PROJECT: RFP-21-07
DUE DATE/TIME: THURSDAY, SEPTEMBER 30, 2021 BY 2:00 PM LOCAL TIME
VENDOR
Terracare
Associates, LLC
LOCATION
7272 S. Eagle St.,
Centennial, CO
80112
BIDDER ACKNOWLEDGEMENT FORM Y
ACKNOWLEDGE ADDENDA Y
WORKER WITHOUT AUTHORIZATION Y
NON-DISCRIMINATION ASSURANCE Y
NON-COLLUSION AFFADAVIT Y
VENDOR QUALIFICATION FORM Y
ATTACHMENT A - PRICE SCHEDULE Y
TOTAL BID 88,907.73$
WITNESSED BY: WHITNEY MUGFORD-SMITH
REQUESTED BY: MARK RUOTE
OPENED BY: TJ ELLISONROW MAINTENANCE SERVICES
ATTACHMENT 1
ITEM NO: 2
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: RESOLUTION NO. 53-2021 – A RESOLUTION ADOPTING THE LUTHERAN LEGACY CAMPUS MASTER PLAN AS AN AMENDMENT TO THE CITY’S COMPREHENSIVE PLAN, ENVISION WHEAT RIDGE
PUBLIC HEARING ORDINANCES FOR 1ST READING BIDS/MOTIONS ORDINANCES FOR 2ND READING RESOLUTIONS
QUASI-JUDICIAL: YES NO
_______________________________ _____________________________________ Community Development Director City Manager ISSUE: The Lutheran Medical Campus is located in the heart of Wheat Ridge and has operated as a
medical use since 1905. A new Lutheran hospital is currently being constructed at the Clear Creek
Crossing development, and the hospital’s move presents a rare opportunity to reimagine the future of the Lutheran Legacy Campus. The Lutheran Legacy Campus Master Plan outlines a 20-year vision for the property and is based
on six months of input from Wheat Ridge community members. Because the City’s 2009
Comprehensive Plan does not contemplate a potential change of use on the property, adoption of this master plan is a critical next in starting a new chapter for the property. PRIOR ACTION:
This master plan project was initially proposed to City Council at a study session on November 2,
2020. On January 25, 2021, Council awarded a contract to MIG, Inc. (MIG), a professional planning firm, to lead the community through the master planning process. A City Council study session was held on May 10, 2021, to share the existing conditions analysis and provide an overview of the planning process. More recently, a study session was held with City Council on
Council Action Form – Lutheran Legacy Campus Master Plan October 25, 2021
Page 2
August 16, 2021, to share public input to date and to seek direction related to development of a preferred land use and development concept.
The Planning Commission also conducted two study sessions during the planning process—on May 6, 2021, and August 19, 2021. The Commission held a public hearing on October 7, 2021, and recommended the adoption of the plan by a vote of 6 to 1. Meeting minutes and public comment from the Planning Commission hearing are attached.
FINANCIAL IMPACT: The contract award to MIG was in the amount of $150,000 and was fully funded by SCL Health with no financial impact to the City beyond staff time and resources.
BACKGROUND:
Existing Conditions SCL Health currently owns and operates the Lutheran Medical Center (LMC) at 8300 W. 38th Avenue. The campus is about 100 acres in size, extending between W. 32nd Avenue and W. 38th Avenue and between Allison and Dudley. While there are no public rights-of-way within the
property, this area is roughly equivalent to the size of 12 city blocks.
Medical uses on the property significantly pre-date the City. The site began as the Evangelical Lutheran Sanitarium in 1905, with numerous tents erected for the treatment of tuberculosis patients. In 1961, Lutheran Hospital opened as a non-profit general medical facility. In the 1970s,
the site became known as the Lutheran Medical Center, and services continued to expand with the
construction of new buildings and additions over the next 30 to 40 years. In 1998, LMC became part of Exempla Healthcare; and in 2010, Exempla joined Sisters of Charity of Leavenworth (SCL). The Lutheran campus is centrally located in Wheat Ridge and is one of the City’s largest employers with 2,000 associates, 900 physicians, and 600 volunteers.
The site is currently zoned Planned Hospital District (PHD), and permitted uses to include only hospitals, hospice care, and accessory uses customarily associated with a medical campus. The City’s Comprehensive Plan, Envision Wheat Ridge, designates the campus as a public land use noting that public uses, including the hospital, will “remain as community and neighborhood
anchors.” The plan also designates the site for primary employment. These designations reflect
the well-established hospital use, and the comprehensive plan does not consider other potential land uses for the site. Master Planning Process
SCL Health was prepared to market the site in late 2020; however, City staff requested that any
sale or marketing be put on hold. With such a large opportunity site embedded in an established residential neighborhood, the City wanted to establish a community-created guiding vision before fielding any development inquiries or land use applications.
City Council was first briefed on the idea of a master plan in November 2020, and the formal
process kicked off shortly thereafter with a contract award to MIG, Inc in January 2021. The
Council Action Form – Lutheran Legacy Campus Master Plan October 25, 2021
Page 3
public process began in May 2021 and has extended through October 2021 with a wide range of public input opportunities:
• April 16 – Stakeholder steering committee meeting
• May 1 – Public meeting #1 (on-site walking tour)
• May 6 – Planning Commission study session
• May 10 – City Council study session
• May 20 – Community focus group A meeting
• May 24 – Community focus group B meeting
• May 27 – Business/development focus group meeting
• June 10 – Public meeting #2 (virtual visioning session)
• June 10 to July 10 – Online visioning survey
• July 7 – Stakeholder steering committee meeting
• July 21 – Community focus group A meeting
• July 23 – Community focus group B meeting
• July 29 – Business/development focus group meeting
• August 3 – Public meeting #3 (in-person review of conceptual plans)
• August 3 to 10 – Online survey for conceptual plans
• August 16 – City Council study session
• August 19 – Planning Commission study session
• September 10 – Stakeholder steering committee meeting
• September 13 – Business/development focus group meeting
• September 22 – Public meeting #4 (open house review of final recommendations/next steps)
• October 7 – Planning Commission public hearing
• October 25 – City Council public hearing A complete summary of outreach methods is described in Attachment 2.
Master Plan Recommendations
An essential goal of the master plan is to balance the value of property with the values of the community. In other words, the plan needs to present recommendations that are not only realistic and flexible but also reflect the community’s vision. This master plan doesn’t identify specific users or site plans. Rather, it communicates critical elements of redevelopment that reflect public
input and retains appropriate flexibility for future development plans.
Chapters 1 and 2 of the plan provide background information about the campus and a summary of the public process and public comment. Chapter 3 describes the amendment to the City’s Comprehensive Plan and its Structure Map. Chapters 4 and 5 articulate the vision for the site’s
future utilizing three tools: an overall development framework, a series of suitability maps describing the appropriateness of different land uses, and a discussion of the four zones on the property and key considerations for each. Finally, Chapter 6 describes specific actions and funding strategies to be explored in order to achieve the community’s vision.
Council Action Form – Lutheran Legacy Campus Master Plan October 25, 2021
Page 4
From Vision to Reality The Lutheran Legacy Campus Master Plan, if adopted, will serve as a guiding document for future
decision-making on the campus related to development, land use, and infrastructure. Like the
City’s Comprehensive Plan, it articulates a long-range vision, but it is far more specific than
Envision Wheat Ridge because of its focus on a smaller area of the City. Upon adoption, the City expects the property to eventually be listed for sale, and potential buyers
will be provided with the master plan. Once a buyer is identified, they will work with the City to
propose a zone change for the property. It is through the process of the zone change that the project moves from vision to reality. While the master plan is a guiding document, the zoning will be the regulatory tool outlining the details of specific permitted land uses and development standards (e.g., maximum height, minimum setback, et cetera). The zone change will be subject to
review and approval by the Planning Commission and City Council, and consistency with the
master plan will be among the criteria for review. Following zoning, subdivision, and site plan reviews will occur. As part of these entitlement processes, the City will review drainage plans and traffic studies.
Though the timing of the next steps will depend largely on the market and a future buyer, the
process of sale, entitlements, and construction often takes many years for a project of this size. The new hospital campus at Clear Creek Crossing is not expected to be completed until 2024, and the current Lutheran campus will continue to operate in the meantime.
While SCL Health (the property owner) seeks a buyer, the City can, in the meantime, explore
several next steps that are within its control. This includes three specific actions: exploring the creation of an urban renewal area, exploring the possibility of a charter height amendment, particularly for the middle portion of the campus, and assessing the City’s facility needs to determine what public or civic uses may be suitable components of a redevelopment.
RECOMMENDATIONS: Enclosed is a resolution which adopts the plan as an amendment to the Wheat Ridge Comprehensive Plan. Staff recommends approval of the resolution and adoption of the Lutheran Legacy Campus Master Plan.
RECOMMENDED MOTION: “I move to approve Resolution No. 53-2021, a resolution adopting the Lutheran Legacy Campus Master Plan as an amendment to the City’s Comprehensive Plan, Envision Wheat Ridge.”
Or,
“I move to postpone indefinitely Resolution No. 53-2021, a resolution adopting the Lutheran Legacy Campus Master Plan as an amendment to the City’s Comprehensive Plan, Envision Wheat Ridge, for the following reason(s) _________________.”
Council Action Form – Lutheran Legacy Campus Master Plan October 25, 2021
Page 5
REPORT PREPARED/REVIEWED BY: Lauren Mikulak, Planning Manager
Ken Johnstone, Community Development Director
Patrick Goff, City Manager ATTACHMENTS: 1. Resolution No. 53-2021
2. Outreach Summary
3. Planning Commission Meeting Minutes – October 7, 2021 4. Wheat Ridge Speaks comments for the October 7 Planning Commission hearing 5. Lutheran Legacy Campus Master Plan 6. Lutheran Legacy Campus Master Plan Appendices
ATTACHMENT 1
CITY OF WHEAT RIDGE, COLORADO RESOLUTION NO. 53 Series of 2021
TITLE: A RESOLUTION ADOPTING THE LUTHERAN LEGACY CAMPUS MASTER PLAN AS AN AMENDMENT TO THE CITY’S COMPREHENSIVE PLAN, ENVISION WHEAT RIDGE
WHEREAS, the City Council of the City of Wheat Ridge adopted a Comprehensive
Plan, Envision Wheat Ridge, on October 12, 2009; and WHEREAS, the Comprehensive Plan designates the Lutheran Medical Campus as a hospital and employment center and does not contemplate a change in use; and
WHEREAS, the Lutheran Medical Campus will be moving operations creating a need to establish a new vision and guiding document for the property to inform future development opportunities and entitlement decisions; and
WHEREAS, the City Council directed staff and its consultants to prepare a Master
Plan for the Lutheran Legacy Campus located at 8300 W. 38th Avenue; and WHEREAS, C.R.S. 31-23-206 (2) provides that the Comprehensive Plan may be amended by the City from time to time; and
WHEREAS, City Council desires to amend the Comprehensive Plan to provide direction for the Lutheran Legacy Campus as identified in the Master Plan; and WHEREAS, Planning Commission held a public hearing on October 7, 2021 and
recommended approval of the Lutheran Legacy Campus Master Plan; and WHEREAS, City Council has held a public hearing as provided by Section 2-60 (b) of the Wheat Ridge Code of Laws and legal notice was properly published.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Wheat Ridge, Colorado, as follows: 1. The City Council hereby adopts the Lutheran Legacy Campus Master Plan.
2. The Lutheran Legacy Campus Master Plan shall supersede the Comprehensive Plan for the portion of the City covered by this document. DONE AND RESOLVED this 25th day of October 2021.
______________________________
Bud Starker, Mayor ATTEST: _________________________
Steve Kirkpatrick, City Clerk
1
ATTACHMENT 2
Planning Process Outreach Summary
Meetings:
The project included 4 public meetings in various formats, 2 surveys, 4 public study sessions, 2 public
hearings, and 10 meetings of the stakeholder and focus groups. The dates of these 22 events included
the following:
• April 16 – Stakeholder steering committee meeting – 12 members
• May 1 – Public meeting #1 (on-site walking tour) – ±80 attendees
• May 6 – Planning Commission study session
• May 10 – City Council study session
• May 20 – Community focus group A meeting – 12 members
• May 24 – Community focus group B meeting – 13 members
• May 27 – Business/development focus group meeting – 7 members
• June 10 – Public meeting #2 (virtual visioning session) – 60 attendees
• June 10 to July 10 – Visioning survey (June 10 meeting + online + printed) – 112 responses
• July 7 – Stakeholder steering committee meeting
• July 21 – Community focus group A meeting
• July 23 – Community focus group B meeting
• July 29 – Business/development focus group meeting
• August 3 – Public meeting #3 (in-person review of conceptual plans) – ±80 attendees
• August 3 to 10 – Survey for conceptual plans (online + printed) – 168 responses
• August 16 – City Council study session
• August 19 – Planning Commission study session
• September 10 – Stakeholder steering committee meeting
• September 13 – Business/development focus group meeting
• September 22 – Public meeting #4 (open house review of recommendations) – ±120 attendees
• October 7 – Planning Commission public hearing
• October 25 – City Council public hearing
2
ATTACHMENT 2
Direct Mail:
The City’s Connections newsletter is mailed to every household and business in Wheat Ridge and is the
primary source of direct mail for citywide projects such as this one. The project appeared in 3 editions
of Connections:
• March 11 - This project first appeared in the March (2021 winter/spring) Connections in the
Mayor’s Column. The Mayor mentioned that the master planning project was about to kick off
and that interested community members should check the City’s social media platforms,
Mayor’s Matters newsletter and website for specific upcoming opportunities
• May 20 - The Lutheran project was the front page feature of the spring/summer 2021 edition
(mailed May 20). Content included the history as well as very specific ways to get involved such
as focus groups, formal meetings, the What’s Up Wheat Ridge link and a project phone number
and email address.
• July 29 - The Lutheran project was featured on page 5 of the summer/fall edition 2021 (mailed
July 29). The article featured updates and included specific weeks for focus groups, dates for
public meetings, dates for formal meetings (Planning Commission and Council), the What’s Up
Wheat Ridge link and a summary of other ways to stay informed (social and the link to subscribe
to Mayor’s Matters)
Email:
Several different distribution lists were utilized to send email updates directly to stakeholders:
• Mayor’s Matters is a monthly e-newsletter containing updates on the City’s latest news, current
projects, and upcoming events. It is mailed on or just before the 1st of each month. The project
appeared in seven (7) consecutive newsletters as a specific project update and included in the
calendar of events. Those months were: April, May, June, July, August, September, and October
2021.
• An email was sent to all active board and commission members on June 8 directing recipients to
the What’s Up Wheat Ridge page to register and subscribe for updates.
• What’s Up Wheat Ridge allows users to register on the site and subscribe to various projects.
The City can send newsletters through the site to all registrants or to the subscribers of specific
projects. A total of nine (9) emails were sent during the course of the project with another
scheduled to be sent prior to the Council meeting:
4/23/21 email to 35 recipients with a 80% open rate
5/14/21 email to 883 recipients with a 58.3% open rate
5/14/21 email to 72 recipients with a 70.8% open rate
6/7/21 email to 908 recipients with a 67.5% open rate
6/11/21 email to 122 recipients with a 87.7% open rate
7/26/21 email to 1512 recipients with a 56.7% open rate
8/5/21 email to 191 recipients with a 70.2% open rate
8/9/21 email to 243 recipients with a 56.8% open rate
9/16/21 email to 292 recipients with a 78.4% open rate
10/18/21 email pending
(industry standard is a 21.06% open rate)
3
ATTACHMENT 2
Traditional Media:
• Formal press releases were released to local newspapers and media at key milestones by the
City and by SCL Health:
April 21 by the City “Lutheran Legacy Master Planning Process Kicks Off with Interactive
Campus Tour”
June 1 by SCL Health “SCL Health Lutheran Medical Center Announces New
Replacement Hospital & Future of Current Campus”
June 17 by the City “Wheat Ridge Hosts SCL Lutheran Legacy Master Planning Meetings”
July 26 by the City “Wheat Ridge Hosts Third Public Meeting to Discuss SCL Lutheran
Legacy Master Plan”
• The Neighborhood Gazette prints 16,000 copies and has included multiple stories related to
the project:
March 2021 “What To Do with the Lutheran Site?” (front page story)
May 2021 “Lutheran Legacy Master Planning Kicks Off With Live & Virtual Tours”
July 2021 “Preliminary Recommendations For Lutheran Redevelopment Expected Aug 3”
September 2021 “Last Chance To Pipe Up About Redeveloping Lutheran Medical Center”
August to October 2021 included a 3-part series on historical structures on the campus
Social Media:
The City’s social media channels were used to advertise project-specific events including upcoming
public meetings and active surveys:
• Next Door posts on April 22, April 29, July 26, September 17, and September 21 (posted to all
neighborhoods within the City)
• Facebook posts on May 14, May 30, June 4, June 7, June 9, June 11, July 26, and September 21
(the City has 2,367 followers)
• Twitter posts on June 8, July 22, July 30, August 2, September 17 (the City has 676 followers)
Social media posts also include notice of Connections, Mayor’s Matters, and City Council meetings/study
sessions.
Miscellaneous:
• Meeting event flyers were posted at City facilities, including the Recreation Center, Active Adult
Center and City Hall in advance of public meeting #2, #3, and #4.
• The front page of the City’s website included a news flash for the project 1-2 weeks before the
four (4) public meetings, two (2) surveys, and two (2) public hearings.
• Public meetings were included on the City’s website calendar.
• Verbal updates were provided at Planning Commission meetings from April through October.
4
ATTACHMENT 2
What’s Up Wheat Ridge:
In addition to emails sent to registrants and subscribers (see page 2), the What’s Up Wheat Ridge
platform allows staff to see how many people interact with the site.
• The project site launched on March 24, 2021.
• As of October 15, 2021 there were 2,595 unique visitors to the project page. Of these, 1,085
individuals interacted with the project in some way (downloaded documents, viewed key date
details, visited multiple pages, or engaged in an activity).
• The chart below shows the volume of pageviews and visitors for the duration of the project. It
peaked in August with 2,744 pageviews which correlates with the timing of the preliminary
concepts survey.
Planning Commission Minutes - 1 -October 7, 2021
PLANNING COMMISSION Minutes of Meeting October 7, 2021
1.CALL THE MEETING TO ORDER
The meeting was called to order by Chair LARSON at 7:03 p.m. This meeting was heldin person and virtually, using Zoom video-teleconferencing technology. As dulyannounced and publicly noticed, the City previously approved this meeting format in
order to continue with normal business amid the COVID-19 pandemic and the relatedpublic emergency orders promulgated by the State of Colorado and the Wheat Ridge CityCouncil. Before calling the meeting to order, the Chair stated the rules and proceduresnecessitated by this virtual meeting format.
2.ROLL CALL OF MEMBERS
Commission Members Present:Melissa Antol Kristine Disney Will Kerns
Daniel Larson Janet Leo Scott Ohm Jahi Simbai
Commission Members Absent: Ari Krichiver
Staff Members Present: Kenneth Johnstone, Community Development Director Scott Cutler, Senior Planner Tammy Odean, Recording Secretary
3.PLEDGE OF ALLEGIANCE
4.APPROVE ORDER OF THE AGENDA
It was moved by Commissioner SIMBAI and seconded by Commissioner LEO toapprove the order of the agenda. Motion carried 7-0.
5.APPROVAL OF MINUTES – September 16, 2021
ATTACHMENT 3
Planning Commission Minutes - 2 -October 7, 2021
It was moved by Commissioner OHM and seconded by Commissioner ANTOL to
approve the minutes of September 16, 2021, as written. Motion carried 6-0-1 with Commissioner SIMBAI abstaining.
6.PUBLIC FORUM (This is the time for any person to speak on any subject not appearingon the agenda.)
Edward Fleegler, resident3812 Taft Court
Mr. Feegler described the proposed merger between Inter-Mountain Medical and SCL
Health. He believes this is an important consideration and should be addressed before
moving ahead with the master plan.
Commissioner LARSON closed the public comment
7.PUBLIC HEARING
[…]
B.Case No. WPA-21-01: a resolution recommending adoption of the Lutheran
Legacy Campus Master Plan and by such adoption amending the Wheat Ridge
Comprehensive Plan.
Mr. Johnstone gave a brief background regarding the resolution and the LutheranLegacy Campus Master Plan and introduced the MIG consultants.
Mark de la Torre, MIG4345 Brentwood Street
Mr. De La Torre gave a brief overview of approaching the project, engagement
meetings, and what the master plan does and doesn’t do. He also talked about the
preliminary concepts that had been presented to the community.
Jay Renkens, MIG6137 Everett Street
Mr. Renkens explained the structure plan and the amendment to the ComprehensivePlan, the overall development framework how it evolved based on the community’sfeedback. He also talked about the implementation and the next steps for theLutheran Legacy Campus Master Plan.
Planning Commission Minutes - 3 - October 7, 2021
Public Comment
Edward Fleegler, resident 3812 Taft Court Mr. Fleegler reiterated the merger between SCL and Intermountain Health Care will be an incredible opportunity and feels it is important to wait on the master plan until
the letter of intent and the silent period is over to support the health and well being
of the citizens of the City of Wheat Ridge. Anne Brinkman, resident and former WR Planning Commissioner 7420 W. 34th Avenue
Ms. Brinkman said the Lutheran Master Plan is really nice. She spoke of her concerns of the Rocky Mountain Ditch Company and its valuable water. She does not want to see the Master Plan treat the ditch as an amenity for children to play in. Ms. Brinkman explained it is protected by an easement.
Lucille Ray, resident 3230 Balsam Street Ms. Ray said it is important for the integration of the SCL & Intermountain Health
Care to happen and would like the site to stay medical in nature. She does not think
the plan has the best interest for the City of Wheat Ridge. She also mentioned there is too much development in the City of Wheat Ridge and wants the community to remain as is and not have the developers take over.
Michelle Davis, Ventas Representative 3455 Lutheran Parkway Ms. Davis communicated that Ventas has made a significant impact in the community and will wait to support the rezoning until a later date to see its uses.
Bob Brazell, resident 3830 Carr Street Mr. Brazell has concerns for the possibility of high density on the north side of the
Lutheran Property and thinks it is misconceived. He also has concerns about parking
and stated he opposed to the project. Jenny Shaver, resident 8835 W. 32nd Avenue
Ms. Shaver mentioned she enjoyed working with Mr. De La Torre as part of the focus groups but does not agree with the high-density homes and does not think the Rocky Mountain Ditch should be played in by children. Ms. Shaver also has
Planning Commission Minutes - 4 - October 7, 2021
concerns about increased traffic. She also believes the history of the Blue House is important and asked about West Pines moving.
Janelle Shaver, resident 8090 W. 35th Avenue Ms. Shaver feels there was not sufficient notification to the community about the
Master Plan process and believes focus groups are considered public outreach, and
there was no input taken. She feels that changing the Comprehensive Plan is a huge deal with not enough public input. Ms. Shaver thought the 3 concept plans were too similar and would like to see urban agriculture instead.
Lisa Wilson, resident 3231 Balsam Street Ms. Wilson thinks that progress can be shaped and appreciates all the public meetings and feels the Master Plan shows that MIG and staff are listening. She said
it is evident in the green space and walkability, a balance of density and
concentration of higher density only in the center. Ms. Wilson appreciates the consideration to all the input and to a Master Plan that will create a unique livable addition to the community.
Don Wood, resident 2385 W. 28th Avenue Mr. Wood said he is a representative of the Historic Society and mentioned there is a good deal of support to save the Blue House on the Lutheran Campus because it is
one of Jefferson County’s jewels. He said a potential for the site around the house
could be a park and would like the Commission to take into consideration preserving the historic building on the property. Sandy Nance, resident
4097 Field Drive
Ms. Nance said she was pleased to see the Master Plan mentioned the Blue House and the Chapel for adaptive re-use. She is concerned that there is a push to get the plan through before the historic designation of these buildings.
Vivian Vos, resident 6920 W. 47th Place Ms. Vos mentioned she is confused about this process and wants a definition of the
Master Plan and how it amends the Comprehensive Plan. She said the letter of intent
is intriguing and thinks a better use of the existing buildings would be for science labs.
Planning Commission Minutes - 5 - October 7, 2021
Ihor Figlus, resident 9775 W. 36th Avenue
Mr. Figlus urged the Commissioner not to recommend approval of this plan because of the process. He feels the community’s input was not accepted and there was no direct contact with the immediate neighborhood and thinks the whole process needs to be revisited.
Joshua Meyer, resident 8835 W. 32nd Avenue Mr. Meyer believed the project is motivated by money and not community
involvement. He stated there is still vacant retail property on 38th Avenue and
doesn’t believe there is a need for more. Mr. Meyer said the neighbors were unaware of the meetings and the plan disregards the community and would like to go back to the drawing board.
Rosemarie Bowden, resident 3535 Dudley Street Ms. Bowden is concerned about the health needs of the community, development and about SCL becoming a smaller hospital. She said there is a need to preserve
hospitals.
Mariann Storck, resident 4120 Balsam
Ms. Storck agreed with other speakers and encourages the Commission to reject the
Master Plan. She would like to maintain green space in the City and not have more retail space because there is already too much vacant retail. Dan Findlay, resident
3375 Dudley Street
Mr. Findlay mentioned he has been part of the process and thanked staff and MIG for their hard work but agrees with the uniform opposition of the Master Plan. He moved to Wheat Ridge for the open space and echoes what has been said by
previous speakers. He also mentioned he is sad to see that not everyone is engaged.
Chris Leatherwood, resident 4185 Carr Street
Mr. Leatherwood mentioned he is a lateral member on the Rocky Mountain Ditch
and wondered who will ensure access to the water. He also agrees with other’s comments and asked why all sides of the property have wide buffers except on 38th Avenue. He urged the Commission to deny and get more public comment.
Planning Commission Minutes - 6 - October 7, 2021
Scot Tallmadge, resident
4380 Dover Street
Mr. Tallmadge has concerns of traffic and parking and does not think traffic counts have been considered in this process. He also does not think Rocky Mountain Ditch should be an amenity.
Haley Findlay, resident 3375 Dudley Street Ms. Findlay has concerns of traffic on Dudley Street and parking on the Lutheran
property. She does not want to see more apartment buildings but would like to see
more open space. She also echoed what other people had to say. Tamara Phalen, resident 4205 Dover Street
Ms. Phalen said she lives north of Lutheran and urged the Commission to reject the Master Plan because there is too much high density. She also echoed the thoughts of others and would like to see more single family homes and senior living.
Sarah Westmoreland, resident 4130 Balsam Ms. Westmoreland’s main concern is traffic impact on the north side of the development.
Richard Skaflen, resident 7235 W. 28th Avenue Mr. Skaflen’s has concerns of traffic around Wheat Ridge High School and Wheat
Ridge Middle School. He mentioned a concern for safety for the children walking
on 32nd and 38th Avenues. Commissioner LARSON closed the Public Comment.
Commissioner SIMBAI asked if item #2 in the resolution could be explained and if
the Master Plan can be changed years from now. Mr. Johnstone explained the Master Plan content will inform any changes in land use on the property and it is being adopted in its entirety. He added it is at the City’s
discretion to update master plans periodically and is a role for Planning Commission
and City Council. He explained that the Master Plan would serve as a guiding document.
Planning Commission Minutes - 7 - October 7, 2021
Steve Chyung, SCL 8300 W. 38th Avenue
In response to a question from Commissioner ANTOL, Mr. Chyung explained that SCL entered into a Letter of Intent (LOI) with Intermountain Health Care which is based in Utah. He clarified that the LOI was made public a couple of months ago and is for the two healthcare systems to merge. Mr. Chyung said it will not change
the status of building a new hospital because SCL and Intermountain operate in
different markets. Commissioner ANTOL asked if approving this Master Plan also approves the different densities on the site.
Mr. Johnstone said generally yes, but it should be understood that when a Comprehensive Plan is adopted then the densities are not absolutes and there is flexibility to be determined by the zoning.
Commissioner OHM asked if there is criteria that will inform if the Rocky Mountain
Ditch Company will remain open or be buried. Mr. Johnstone said he does not know because the ditch company has its own opinions with pros and cons to each approach.
Commissioner OHM asked how long this process has taken so far and if any postcards were mailed to the community. Mr. De La Torre explained that the technical process began in February of 2021, so
about 7 months of active engagement. He said no postcards were sent out, and Mr.
Johnstone elaborated that there were 3 editions of the Connections Newsletter mailed citywide which contained notification of the process including specific dates for engagement.
Commissioner OHM mentioned there was a lot of detail in the Master Plan
Appendix and wanted clarification on trip generation. Mr. De La Torre confirmed that this Master Plan is not a development plan, so the worst-case scenario was analyzed (meaning the land uses with the highest trip
generation) and it was only 7% higher than what the hospital generates today.
Commissioner OHM also asked if the facilities report could be explained with regards to the Blue House and Chapel.
Mr. De La Torre explained that the Abo Group’s assessment of the two structures.
Both have significance and could be repurposed but both need some structural work and there is asbestos.
Planning Commission Minutes - 8 - October 7, 2021
In response to a question from Commissioner OHM, Mr. De La Torre confirmed that large residential lot sizes result in more expensive (less affordable) homes.
Commissioner OHM referenced the Corners project at 38th and Wadsworth and asked how the subject property compares in terms of the required entitlements. Mr. Johnstone described the timeline of changes on Wadsworth. The Charter was amended by voters in 2009 to allow additional height and density in the Wadsworth
and I-70/Kipling urban renewal areas. Subsequently, the Wadsworth corridor was
legislatively rezoned through a public process and public hearings. In response to a follow-up question, Mr. Johnstone said we don’t yet know what the timing could be for a potential Charter amendment and zone change at Lutheran.
There are several variables that can inform that process over the next several years.
Commissioner DISNEY asked what would happen with the property if the Master Plan did not exist.
Mr. Johnstone said not much would happen because the hospital zoning is so
specific and limiting; there is not any flexibility to allow other uses or directions. Commissioner DISNEY inquired about the merger between the two healthcare systems and if Intermountain decided to come in with a research facility would it
negate the Master Plan.
Mr. Johnstone clarified the Master Plan would not preclude a research facility from coming in and the Master Plan cannot be that descriptive.
Commissioner DISNEY said she was shocked to see the amount of people who
participated in the process and asked if MIG was happy with the numbers. Mr. De La Torre was very encouraged by the number of people who participated in the process and Mr. Johnstone added there were many more people engaged who are
not sitting in Council Chambers tonight.
In response to a question from Commissioner LEO about the Blue House and Chapel, Mr. Johnstone said the two structures are not historically designated and legally there is nothing keeping them from being demolished, but the document
reflects that the community values those structures and will continue to seek ways to
adaptively use them. Mr. Chyung added that the evaluation of a developer needs to take into consideration the historical value of the structures. Commissioner LEO asked if there will be a need for additional police or emergency
services moving forward.
Mr. Johnstone mentioned there hasn’t been a specific discussion yet about police and emergency services but there is an existing high presence on the existing campus and
Planning Commission Minutes - 9 - October 7, 2021
as part of the 2022 Budget, if approved in October, there will be additional police positions added to the force because of the new site at Clear Creek Crossing.
Commissioner Kerns asked why Ms. Brinkman does not want people wading in the Rocky Mountain Ditch. Ms. Brinkman explained that there are water rights to the ditch and if waded in then
it will get polluted.
Mr. De La Torre clarified that the imagery in the presentation showed various forms of nature play but did not mean to imply that the ditch will be a water amenity.
Commissioner KERNS asked if the public process and outreach could be explained
because he saw the articles in the Connections Newsletter. Mr. De La Torre explained use of What’s Up Wheat Ridge. He also explained that the 4 public meetings were each intentionally in a different format, including a
walking tour, virtual meeting, in-person meeting and an open house format. He
mentioned that he also held focus groups which were filled by open solicitation; promoted in What’s Up WR and the walking tour. Mr. De La Torre also said there was a business focus group comprised of different community business entities and a stake holder steering group. Mr. Johnstone added that the City decided this is a
community wide project and needed to get the word out robustly. Connections
reaches all residents. Commissioner SIMBAI asked what the pros and cons would be to the process if the City, MIG, and SCL Health went back to the drawing board as recommended by
some community members.
Mr. De La Torre said it would undermine the process and all the analysis that has been done. Mr. Johnstone concurred and does not know what it looks like to go back to the drawing board and does not think it is fair to all those who have
participated to this point. Mr. Chyung added that a medical use only does not leave
us anywhere to go with 100 acres. Commissioner ANTOL wanted clarification that a planned development will be one zoning change as opposed to multiple developers coming in and piecing out the
property with multiple zone districts.
Mr. Johnstone said that a Planned Development would go through the same zone change process including a neighborhood meeting, public hearings and adopting an Outline Development Plan consistent with the Master Plan and then finally a
Specific Development Plan to sell off different blocks of sub-areas of the property.
Commissioner OHM asked if the appendix is available to the public. He added he likes the flexibility of the Master Plan.
Planning Commission Minutes - 10 - October 7, 2021
Ms. Odean said the appendix was all together in the agenda packet online.
Commissioner DISNEY said she is grateful for the amount of work that went into this document and process. She felt public input was taken into consideration and has gone far above what the people want, and she understands the reality of no buffer on the north side of the property. She also mentioned she does not like
density, but we need affordable housing for the number of people who want to live
in the City of Wheat Ridge. Commissioner DISNEY also felt there was plenty of notification to the public Commissioner LEO thinks this is a huge effort and a great project, but a work in
progress and does not think it is ready to be entered as an amendment into the
Comprehensive Plan. She feels there is a need for healthcare in the City of Wheat Ridge due to the increase in population and does not like the thought of fewer beds at the new SCL site at Clear Creek Crossing.
Commissioner KERNS thinks it is important to have housing diversity and choice
and this Master Plan offers that. He also mentioned that that even though the Blue House and Chapel are not designated as historic the Plan recognizes their value. He added that traffic is already generated by the hospital and that is not going to change with new development.
Commissioner LARSON asked who is paying for this Master Plan study. Mr. Johnstone said SCL Health is paying for the planning process.
Commissioner LARSON also asked about the existing protection for the Rocky
Mountain Ditch and what part of the process with that be discussed. Mr. Johnstone said there is existing controls in place, and it will be looked at during the ODP/SDP phases.
It was moved by Commissioner OHM and seconded by Commissioner ANTOL to adopt Resolution 01-2021, a resolution recommending adoption of the updated Lutheran Legacy Campus Master Plan as an amendment to the City’s Comprehensive Plan, Envision Wheat Ridge, and forwarding said
recommendation to the Wheat Ridge City Council. Motion carries 6-1 with Commissioner LEO voting against.
Wheat Ridge Speaks
Published Comments for October 7, 2021 Planning
Commission Meeting
Adoption of the Lutheran Legacy Campus Master Plan
The redevelopment of the Lutheran campus will have a profound effect on our city. I have
found that too many people, even those who live close by, are not aware of this proposal
and were not aware of the process that has gone on to date. The city needs to get in direct
contact with the residents in the area and hold town meetings to get their direct input. This
should be done prior to adopting any Master Plan.
October 6, 2021, 11:57 AM
Ihor Figlus
9775 W 36th Ave
Wheat Ridge, 80033
Transition zones from established neighborhoods to the east of the campus (in particular
Allison Court) aren't in themselves sufficient to offset the visual impact of any new
development. Even low-density homes built to the allowable height of 35 feet would loom
over residences on the west side of Allison Court, in part because of the significant grade
elevation between the street and the existing parking lots. What's needed is a significant
buffer zone that would protect the homes--the vast majority of which are single-story
ranches--from the visual and sound impact of construction that may occur (and even after
the homes are built and occupied). As another commenter posted, the elevation gain of the
campus itself deserves special attention by the commission. Removing existing height limits
to permit multifamily dwellings in the center of the campus would in fact allow the
construction of buildings that would appear to be much taller due to how the elevation
increases south of the Rocky Mountain Ditch. The size of open space/parks--as well as how
they may be equipped--is another important issue. The Midtown development (offered as a
comparison to the legacy campus) does provide significant park space--something that will
be important to attract potential buyers. Assuming that the current open space--anchored
by the Rocky Mountain Ditch--will remain accessible is not a given. The West Pines area is
another important consideration. Is it going to stay? A final decision may not occur until
after SCL merges with Intermountain Healthcare--a deal that won't close until 2022 at the
earliest. That's a big question mark. Pedestrian/bike access through the development is
critical. This development cannot be an island into itself, stuffed with single-family homes
and apartments/townhomes, where pedestrian/bike access is discouraged or disallowed.
Whatever is constructed must be a vibrant mix: sporting commercial, retail and a variety of
housing. Too often, developers promise the moon--Wheat Ridge Corners and Clear Creek
Crossing the most recent examples--and deliver something that is more akin to a pile of
rocks. This must not happen with the Lutheran campus. It is too important a development
and its impact on existing neighborhoods cannot be overstated enough.
October 5, 2021, 2:19 PM
Chuck Moozakis
3540 Allison CourtATTACHMENT 4
Wheat Ridge, 80033
Page 4 of the Master Plan Concept contains a graphic illustrating the survey respondent’s
willingness to trade more vertical density for additional community space. Page 2 of the PDF
provided with this comment contains this graphic. Our comments are: 1. The WR Planning
Commission needs to define the “trade-off” concept so it is prescriptive rather than
descriptive. One way to do this is to define the maximum vertical height, as well as define
where this exemption could occur. The final page of the Master Plan Concept contains a
Height Study that begins to identify elevations. We are requesting the WR Planning
Commission set the maximum vertical height to be no greater than 4 stories (~ elevation of
5,555) and define the variance will only be allowed in Zone 2 or 3. Page 3 of the PDF
provided with this comment illustrates this concept. 2. Specifically and clearly define what
constitutes as a “community space” in the context of the “trade-off”. For example a green
strip 5’ wide x 100” long would not be a functional community space and should not be
allowed. Items to be considered community space should include: significant passive/active
open space, Dog Park, Art Garden, etc. We are requesting the WR Planning Commission
clearly define what constitutes as a “community space” in the context of the “trade-off”. 3.
Consider Midtown development (west 64th Ave and Pecos) Dog Park as an example of an
active use park that allows the separation of Small and Large dogs. See Page 3 of the PDF
provide with this comment for images.
October 5, 2021, 12:03 PM
Attachments [See Attachment #1 below]
Darren Henkel
8735 W 34TH AVE
WHEAT RIDGE, 80033-5918
Wheat Ridge Speaks
Attachment for October 7, 2021 Planning Commission
Meeting
Adoption of the Lutheran Legacy Campus Master Plan
Attachment #1
October 5, 2021
TO: City of Wheat Ridge Planning Commission
FROM: Darren Henkel (34th Ave/Dudley)
RE: Lutheran Legacy Campus Master Plan - City of Wheat Ridge Planning Commission Comment
Submission
Dear City of Wheat Ridge Planning Commission:
Page 4 of the Master Plan Concept contains a graphic illustrating the survey respondent’s willingness to
trade more vertical density for additional community space. Page 2 of the PDF provided with this
comment contains this graphic.
Our comments are:
1.The WR Planning Commission needs to define the “trade-off” concept so it is prescriptive rather
than descriptive. One way to do this is to define the maximum vertical height, as well as define
where this exemption could occur. The final page of the Master Plan Concept contains a Height
Study that begins to identify elevations.
We are requesting the WR Planning Commission set the maximum vertical height to be no
greater than 4 stories (~ elevation of 5,555) and define the variance will only be allowed in
Zone 2 or 3. Page 3 of the PDF provided with this comment illustrates this concept.
2.Specifically and clearly define what constitutes as a “community space” in the context of the
“trade-off”. For example a green strip 5’ wide x 100” long would not be a functional community
space and should not be allowed. Items to be considered community space should include:
significant passive/active open space, Dog Park, Art Garden, etc.
We are requesting the WR Planning Commission clearly define what constitutes as a
“community space” in the context of the “trade-off”.
3.Consider Midtown development (west 64th Ave and Pecos) Dog Park as an example of an active
use park that allows the separation of Small and Large dogs. See Page 3 of the PDF provide with
this comment for images.
Thank you for considering these comments.
Darren Henkel
LUTHERAN LEGACY CAMPUS MASTER PLANPHASE 2 ENGAGEMENT
WILLINGNESS FOR TRADE-OFFS
For both the survey and in person meeting, the most favorable trade-off among respondents was a medium amount of additional height for a medium amount of community space
WHERE SHOULD INCREASED
HEIGHT BE ALLOWED?
Zone 3 (47.8%) and Zone 2 (37.1%) were the
preferred locations for additional residential height
Attachment to Darren Henkel WR Planning Commission Comment (10.05.21) - PAGE 2
1.The WR Planning Commission needs to define the “trade-off” concept so it is
prescriptive rather than descriptive.
We feel the best way to do this is to define the maximum vertical height, as well
as define where this exemption could occur. The final page of the Master Plan
Concept contains a Height Study that begins to identify elevations.
We are requesting the WR Planning Commission set the maximum vertical
height to be no greater than shown on the Height Study and define the
variance will only be allowed in Zone 2 or 3. Page 2 of this PDF illustrates
this concept.
2.Specifically and clearly define what constitutes as a “community space” in the
context of the “trade-off”.
For example a green strip 5’ wide x 100” long would not be a functional
community space. Items that could be considered community space should
include: significant passive/active open space, Dog Park, Art Garden, etc.
We are requesting the WR Planning Commission clearly define what
constitutes as a “community space” in the context of the “trade-off”.
LUTHERAN LEGACY CAMPUS MASTER PLANDEVELOPMENT TYPES: SITE SECTIONS
LOWER DENSITY RESIDENTIAL
LOCATION MAP
MIDDLE DENSITY RESIDENTIAL HIGHER DENSITY RESIDENTIAL
EAST/WEST HEIGHT STUDY
Dudley St.
Existing Single Family
Neighborhood
POTENTIAL USES AND HEIGHTS
Existing Single Family
Neighborhood
Lower Density Residential/
Open Space
Middle Density
Residential
Civic/Office/
Open Space
Higher Density
Residential
Adaptive Reuse Retail/Office/Civic Lower Density Residential/
Open Space
LutheranPkwy West R.M.D.Lutheran Pkwy Zephyr Ct.
5,500’5,490’
5,460’
EAST/WEST EAST/WEST HEIGHT STUDYHEIGHT STUDY
SOUTH/NORTHSOUTH/NORTHHEIGHT STUDYHEIGHT STUDY
EAST WEST
3
0
'
-
0
"
30
'
-
0
"
13
2
'
-
0
"
DEFINE THIS ELEVATION - Based on scaling the image in Bluebeam this elevation is ~ 5,592', which is 4 stories higher than allowed by
current Zoning limit of 3 stories in height.
Attachment to Darren Henkel WR Planning Commission Comment (10.05.21) - PAGE 3
1.The WR Planning Commission needs to define the “trade-off” concept so it is prescriptive rather than
descriptive.
We feel the best way to do this is to define the maximum vertical height, as well as define where this exemption
could occur. The final page of the Master Plan Concept contains a Height Study that begins to identify elevations.
We are requesting the WR Planning Commission set the maximum vertical height to be no greater than
shown on the Height Study and define the variance will only be allowed in Zone 2 or 3. This page
illustrates this concept.
DEFINE THIS ELEVATION - We are requesting the maximum height be no more than 4 stories (~ elevation 5,555') and only allowed on
Zones 2 and 3.
94
'
-
6
"
Attachment to Darren Henkel WR Planning Commission Comment (10.05.21) - PAGE 4
3.Consider the Midtown development
(west 64th Ave and Pecos) Dog Park
as an example of an active use park
that allows the separation of Small and
Large dogs.
OCTOBER 2021
ATTACHMENT 5
CITY OF WHEAT RIDGE CITY COUNCIL
Mayor Bud Starker
District I Judy Hutchinson Janeece Hoppe
District II Rachel Hultin Zachary Urban
District III Amanda Weaver Korey Stites
District IV Valerie Nosler Beck Leah Dozeman
CITY OF WHEAT RIDGE PLANNING COMMISSION
District I Ari Krichiver Jahi Simbai
District II Kristine Disney Scott Ohm
District III Melissa Antol Will Kerns
District IV Janet Leo Daniel Larson
CITY OF WHEAT RIDGE STAFF
Community Development
Kenneth Johnstone, Community Development Director
Lauren Mikulak, Planning Manager
Stephanie Stevens, Project Manager
Economic Development
EteveSteve Art, Economic Development Manager
Public Works
StevenSteve Nguyen, Engineer Manager
Mark Westberg, Design Supervisor
STAKEHOLDER STEERING COMMITTEE
Kim Calomino Kate Cooke Andrew Coonan
Kristi Davis Kelly Dunkin Bruce Johnson
George Pond Eric Roth Brad Sandler
Jeff Stoecklein Bob Van Wetter Rita Weller
COMMUNITY FOCUS GROUPS
Kelli Barker Alicia Bennett Sally Bruns
Hans Buenning Sandra Davis Daniel Findlay
Kourtnie Harris Cody Hedges Darren Henkel
Ben Kinghorn David Land Fred Linton
Kim Linton Cheyanne Mahoney Renée Milliken
Kourtnie Harris Jenny Shaver Carol Mathews
Chuck Moozakis Gino Quintana Chris Quiroz
Carlo Ritschl Karen Stanley Candance Tomlinson
ACKNOWLEDGEMENTS
BUSINESS COMMUNITY FOCUS GROUP
Wheat Ridge Chamber of Commerce
Wheat Ridge Business Association
Applewood Business Association
Foothills Regional Housing Authority
City of Arvada, Office of Community and Economic Development
Fruitdale Lofts (Hartman Ely Inverstments)
West 38th (Wazee Partners)
PROJECT PARTNER
SCL Health
CONSULTANTS
MIG
Jay Renkens, Principal
Mark De La Torre, Project Manager
Phoenix Alfaro, Planning Associate
Evan Lanning, Design Associate
Economic and Planning Systems (EPS)
Andrew Knudsten, Principal
Matt Prosser, Vice President
Fehr and Peers
Charlie Alexander, Principal
Carly Sieff, Transportation Planner
The Abo Group
Ron Abo, Principal
EXECUTIVE SUMMARY 2
1 INTRODUCTION AND BACKGROUND 6
2 PLANNING PROCESS AND THE COMMUNITY’S VISION 26
3 A NEW ROLE FOR THE STRUCTURE PLAN 42
4 DEVELOPMENT FRAMEWORK AND TYPES 48
5 DETAILED RECOMMENDATIONS AND CONSIDERATIONS 74
6 IMPLEMENTATION STRATEGY AND NEXT STEPS 84
CONTENTS
OCTOBER 2021 1
SUMMARYEXECUTIVE
SCL Health will be moving the majority of operations from the existing Lutheran Medical Center Campus (Campus) to a new campus at Clear Creek Crossing.
This move is creating a once in a generation opportunity whereby
two significant areas of Wheat Ridge can be transformed in very
meaningful ways that align with community values.
Main drop off at the SCL
Health Lutheran Legay
Campus today
4 LUTHERAN LEGACY CAMPUS MASTER PLAN
EXECUTIVE SUMMARY
Given the Campus’ size of approximately 100 acres
and the fact that zoning currently allows for medical
uses only, SCL Health has partnered with the City of
Wheat Ridge to ensure a well-defined, coordinated
redevelopment strategy through this master plan
process that balances the value of property with
the values of the community. The Master Plan
establishes a development framework with varying
degrees of intent and direction for different areas
across the Campus. The Master Plan sets up key
development parameters that will ensure the quality,
compatibility and contribution of future investments
on and connecting to the Lutheran Campus.
This planning effort began during the COVID-19
pandemic and employed a combination of diverse
outreach strategies and traditional engagement
methods with safety, comfort and flexibility being
priorities throughout the process. The focus of the
robust engagement strategy was gathering input
and feedback from stakeholders and the broader
community at key milestones and touchpoints from
start to finish.
The primary goal of the Master Plan is to establish
a development framework to guide future
planning and development on the Lutheran
Campus. The Development Framework is intended
to communicate key development parameters
and considerations to ensure that any future
redevelopment of the Campus reflects the values
and priorities expressed by the community
throughout the planning process.
The Development Framework includes a transition
in both form and function generally extending from
the edges of the site to the center of the site. The
major components of the Development Framework
include:
Flexible Mixed-Use Development in Center.
• A critical aspect of the flexibility inherent in the Development Framework is the concept of middle to higher density mixed use development between North Lutheran Parkway and Lutheran Parkway West.
Buffers and Transitions to Existing Neighborhoods.
• The priority for the redevelopment on the edges is to thoughtfully transition to and buffer from existing single family detached neighborhoods. These critical transition areas should be a combination of lower density residential and/or open space.
Integration of Existing Assets.
• The Lutheran Campus is a highly valued community asset in part because of the open space it provides. The topography across the site frames the Rocky Mountain Ditch that traverses the site from southeast to northwest. Areas south of the ditch are approximately 30 feet higher than areas south north of the ditch. In addition, many of the existing buildings have varying degrees of community and financial value.
EXECUTIVE SUMMARY
The existing
hospital, stepping
down to 38th Ave
Lutheran Parkway,
just north of the
32nd Ave entrance
EXECUTIVE SUMMARY
OCTOBER 2021 5
As an important companion to the Development
Framework, individual development types further
illustrate land use and form combinations and their
potential locations throughout the Campus. The
geographies mapped for each of the Development
Types are not mutually exclusive. Rather, the
mapping is intended to depict where each
Development Type is appropriate and inappropriate
on the Campus.
The final chapter of the Master Plan identifies key
next steps to set the stage for implementation
over the 15- to 20-year planning horizon. Moving
forward, additional steps should be taken to ensure
that the vision and recommendations from this plan
become a reality. The likely next steps include:
• Market the property to a developer
• Re-Entitle Property Including Zone Change and Subdivision
• Evaluate Amendment to Charter relative to allowable heights and density for portions of the existing campus
• Evaluate Creation of Urban Renewal Area
EXECUTIVE SUMMARY
Aerial view to the
northwest of the
campus
INTRODUCTION AND BACKGROUND
CHAPTER 1
The Blue House, located on
the SW corner of 38th Ave and
Lutheran Parkway
The Lutheran Medical Center Campus (Campus) is currently owned and operated by SCL Health and is located at 8300 W. 38th Avenue.
SCL Health will be moving the majority of operations from the
existing Campus to a replacement campus in the coming years.
This move is creating a once in a generation opportunity whereby
two significant areas of Wheat Ridge can be transformed in very
meaningful ways that align with community values.
8 LUTHERAN LEGACY CAMPUS MASTER PLAN
INTRODUCTION AND BACKGROUND
INTRODUCTION
The new Lutheran Medical Center is being
constructed at the Clear Creek Crossing development
on approximately 27 acres at I-70 and 40th Avenue,
also in Wheat Ridge. Once the replacement facility
is open, the Lutheran Medical Center will stop acute
hospital operations at its current site. The target
opening of the new facility is estimated to be in
Summer of 2024.
A Once in a Generation Opportunity
It is extremely rare that any community has an
opportunity to re-envision a property of this scale,
especially with such a central location. And it is even
less likely in a community like Wheat Ridge that is
largely built out. While SCL Health plans to maintain
its hospice program and the Foothills medical office
building at the existing campus, the remainder
of the property will likely be sold to one or more
developers in the future. Given the Campus’ size of
approximately 100 acres, the existing ground-leases
to Ventas for three of the medical office buildings,
and the fact that zoning currently allows for medical
uses only, SCL Health has partnered with the City of
Wheat Ridge to ensure a well-defined, coordinated
redevelopment strategy through this master plan
process.
A master plan is a long-range planning document
that articulates a vision for a specific area that will
guide the reuse of the property. Unlike Envision
Wheat Ridge, the City’s comprehensive plan, which
outlines a vision for the entire City, a master plan
describes more specific goals for the land use,
design and transportation for a specific area. A
master plan is sometimes called a subarea plan,
small area plan, or station area plan.
Existing Guidance for the Campus
The City’s Comprehensive Plan Envision Wheat Ridge
was adopted in 2009 and includes a key chapter
describing the Structure Plan for the City. The
Structure Plan map corresponds with the key values,
goals, and policies and balances current conditions,
guidance from previous Subarea Planning efforts,
community input, and market forecasts and analysis.
According to the Comprehensive Plan, the Structure
Plan is intended to provide strategic guidance and
general land uses for future redevelopment.
The Comprehensive Plan did not anticipate the
hospital moving. As such, the Structure Plan
designates the Campus as a public/institutional
land use noting that public and quasi-public uses,
including the hospital, will “remain as community
and neighborhood anchors.” The plan also
designates the site for primary employment. These
designations are described below:
Aerial view of the
campus, to the
northwest
OCTOBER 2021 9
INTRODUCTION AND BACKGROUND
2009 Structure Plan from Envision Wheat Ridge
WHAT THIS PLAN DOES/N’T DO
This plan does not...
• Identify specific users
• Lay out or lock in a specific site plan
• Require existing buildings or uses to leave
• Require existing buildings or uses to stay
This plan does...
• Summarize overall vision and goals
• Outline key parameters or considerations for future development
• Identify appropriate locations for certain types of land uses
• Create expectations against which a future zone change can be reviewed against
10 LUTHERAN LEGACY CAMPUS MASTER PLAN
INTRODUCTION AND BACKGROUND
Public
According to Envision Wheat Ridge, public spaces are
located throughout the community and within the
neighborhoods. The Comprehensive Plan designates
existing public and quasi-public facilities including
schools, public buildings, hospitals, and other similar
uses.
Primary Employment Center
Lutheran Medical Center and the parcels immediately
surrounding it are encompassed in the primary
employment center designated in the Structure Plan.
As the largest employer in the City of Wheat Ridge,
SCL Health (and its precursors) are well-supported
in the Comprehensive Plan. Envision Wheat Ridge
articulates support for long-term expansion and
job growth around the Lutheran Campus, including
along the southern end of Wadsworth Boulevard and
small-scale businesses along 38th Avenue north of
the hospital.
An alternative future for the Campus was not
contemplated in 2009 when Envision Wheat Ridge
was adopted. Reflecting that policy level guidance,
it should also be noted that the Campus is currently
zoned as a Planned Hospital District (PHD), and
permitted uses include only hospitals, hospice care,
and accessory uses customarily associated with a
medical campus.
INTENT OF THE MASTER PLAN
While the City’s guiding documents only allow for
a hospital and medical campus on the Lutheran
property, this is the community’s opportunity to
envision what the site could be when it redevelops.
Changes will not happen overnight, but it is critical
that the City utilize this partnership with SCL
Health to be proactive in articulating the goals for
redevelopment and a set of parameters to guide
redevelopment over a timeline that is expected to
span 15 to 20 years.
There are many types of master plans with varied
approaches. For this effort, the master plan does
not identify specific users or site plans. The Lutheran
Campus Master Plan provides high level policy
guidance as a supplement to the Comprehensive
Plan. The Plan is intended to communicate the
overall vision and goals for redevelopment, but in
a fashion that retains a relatively high degree of
flexibility for future developers. The Master Plan
articulates a viable vision for the Campus that
“Primary Employment
Center” example in
the current Structure
Plan
“Public” example
in the current
Structure Plan
OCTOBER 2021 11
INTRODUCTION AND BACKGROUND
respects two things: the community’s concerns
and aspirations, as well as SCL Health’s financial
stewardship obligations and their responsibilities to
their patients, staff and the broader community.
The Master Plan establishes a development
framework with varying degrees of intent and
direction for different areas across the Campus. The
Master Plan sets up key development parameters
that will ensure the quality, compatibility and
contribution of future investments on and
connecting to the Lutheran Campus.
OPPORTUNITY TO ADVANCE THE NEIGHBORHOOD REVITALIZATION STRATEGY
In 2005, Wheat Ridge completed and adopted
Repositioning Wheat Ridge, its first ever
Neighborhood Revitalization Strategy (NRS). The
City’s inaugural NRS was a full-scale community
improvement plan that planted the seeds for an
updated comprehensive plan, for new corridor
plans and zoning updates, and for new property and
business developments. In 2018, City Council agreed
Envision Wheat
Ridge Plan
document
12 LUTHERAN LEGACY CAMPUS MASTER PLAN
INTRODUCTION AND BACKGROUND
that it was time to update the NRS to determine
what the City wants to be today and into the future.
The 2019 NRS Update attempts to answer this
question: “How do we make the most of the assets
we have resurrected, nurtured, invested in, grown,
and must now optimize?” Four sets of key findings
from the 2019 NRS are summarized below, along
with opportunities for this Master Plan to help
advance these community priorities.
Community Contentment
NRS Conclusion:
Wheat Ridge is quite content with its quality of life
and its overall position. Community sentiment about
life in Wheat Ridge is positive and the community
does not perceive itself to be at an existential
crossroads.
Master Plan Opportunity:
Based on this general sentiment, the Master
Plan can work within the existing community
context rather than attempt to be a catalyst for
broad, widespread change across the community.
The development framework articulated in this
document is about enhancing opportunities
and quality of life in ways that are contextually
appropriate.
A Strengthening Market
NRS Conclusion:
Wheat Ridge is enjoying the benefits of a robust
post-recession Denver area economy with the
real estate market as the primary indicator. While
the market is still dominated by an older and
relatively lower income population which limits new
restaurant and retail offerings, change is clearly
afoot as incomes and education levels rise.
Master Plan Opportunity:
The scale of the Campus provides opportunities to
bolster market support for certain uses, increase
the overall housing supply to help ease rapidly
increasing housing prices, and provide a greater
diversity of housing types and price points.
Wheat Ridge NRS
2019 Update Plan
document
OCTOBER 2021 13
INTRODUCTION AND BACKGROUND
Primary Corridors
NRS Conclusion:
There is a clear desire on the part of Wheat Ridge
residents for more attractive commercial districts
along major corridors like Wadsworth, 38th, 44th,
and Kipling, and for better shopping and dining
options, particularly those that are not national or
regional chains.
Master Plan Opportunity:
The Master Plan’s development framework is
intended to complement existing and future
development around Wheat Ridge. As such, any
commercial or mixed-use development on the
Campus should be sized appropriately, serve local
residents and neighbors, and consider the impacts
on and connections to commercial corridors nearby.
Neighborhoods
NRS Conclusion:
When it comes to Wheat Ridge neighborhoods,
there are many people in the city—even if it is
not a clear majority—who are at least somewhat
uncomfortable with changes that are perceived to be
too drastic, out of character with existing conditions,
or both. Residents also express a desire for positive
connection and engagement with their neighbors.
Master Plan Opportunity:
The Lutheran Campus is surrounded by more
traditional neighborhoods on all four sides. The
development framework acknowledges these critical
adjacencies and provides guidance for thoughtful
buffers and transitions from existing development to
new development envisioned on the Campus.
Neighborhood: Bel
Aire, on Balsam
Street
Primary Corridor:
38th Avenue
14 LUTHERAN LEGACY CAMPUS MASTER PLAN
INTRODUCTION AND BACKGROUND
CAMPUS AREA
The Lutheran Medical Center is located at 8300 W. 38th
Avenue. The Campus is 100 acres in size and extends
between West 32nd Avenue and West 38th Avenue, and
between Allison Street and Dudley Street. While there are
no public rights-of-way within the property, this area is
roughly equivalent to the size of 12 city blocks.
Adjacencies
The Campus is primarily surrounded by single family
residential homes, along with the Olinger Crown Hill
Mortuary and Cemetery located immediately to the South.
The neighborhood is served by a variety of amenities
such as Crown Hill Park to the southwest and a bustling
commercial corridor along Wadsworth Avenue to the east.
Wheat Ridge High School is located a half-mile to the west
on W. 32nd Avenue.
History
The origins of the Lutheran campus date back
to 1905, when the site began as the Evangelical
Lutheran Sanitarium with numerous tents erected
Aerial view of the
existing Lutheran
Hospital
OCTOBER 2021 15
INTRODUCTION AND BACKGROUND
for the treatment of tuberculosis patients.
Colorado’s high, dry climate was beneficial for
tuberculosis treatment, and with a high demand
for medical care and many people not being able to
afford it, several religious-affiliated sanitariums were
organized to tend to the growing number of cases.
The original site started as twenty acres of land with
two structures, a two-story house (the Blue House)
and a five-room cottage. The Blue House remains
today and is the oldest structure on the grounds.
As the Sanitarium reached capacity in the 1920’s,
a new pavilion was constructed which ended the
need for the tent colony that housed tuberculosis
patients. In 1932, additional improvements were
made including the construction of the Chapel
of the Good Samaritan. As the population of
Jefferson county rapidly increased through the
mid-20th century and more modern facilities were
constructed to tend to new health care needs, the
tuberculosis sanitarium could no longer serve the
public and was closed and sold in 1961, but was
remodeled and converted into a 220-bed general
hospital. By the 1970’s, the hospital recognized its
need to transition into a larger complex that could
house new technologies and treatments. Up until the
early 2000’s, the Lutheran Medical Center has added
several facilities to accommodate a wide range of
services for not only Wheat Ridge residents, but the
Denver metro area as well.
The Lutheran campus has experienced numerous
changes and transitions over the past century to
keep up with the ever-changing needs and demands
of the community, as it will continue to do so as the
campus enters its next phase.
EXISTING CONDITIONS
Prior to a robust community engagement process
and technical analysis in this master planning
process, it was essential to establish a baseline
summarizing the key physical and regulatory
considerations related to the Campus. The
physical aspects included the existing topography,
vegetation, structures, parking and access. From
a regulatory standpoint, the existing composition
of building and land uses both on and around the
Campus, as well as restrictions on certain types
of development, were important in understanding
appropriate use adjacencies moving forward. This
foundation helped to frame and inform the critical
assets, challenges, and opportunities for the study
area. The following includes a high-level summary
and review of the existing conditions. Original Hospital
Blue House
development that has occurred over time. These
discrete open spaces and undeveloped areas equate
to approximately 1,370,000 square feet, or 52% of
the site. Walking paths run along the ½ mile segment
of the Rocky Mountain Ditch, but they do not meet
contemporary accessibility standards. Several
detention ponds are scattered around the site, many
serving irrigation purposes. Tree canopy cover is
fairly sparse given the size of the site and is focused
along the ditch and in and adjacent to parking lots.
The untapped open space at the Lutheran Campus
provides opportunities to activate these areas, as
well as accentuate existing natural features such
as the Rocky Mountain Ditch and detention ponds.
In doing so, the site can provide additional parks
and open space to nearby residents and achieve
the City’s goal of ensuring everyone is within a
10-minute walk of a park.
16 LUTHERAN LEGACY CAMPUS MASTER PLAN
INTRODUCTION AND BACKGROUND
Topography and Vegetation
The City of Wheat Ridge offers a variety of parks,
open spaces, and trails for community residents to
enjoy. Several parks are situated along the Wheat
Ridge Greenbelt, which are connected by an urban
trail, and others are tucked away in residential
neighborhoods.
While the Crown Hill Park offers recreational
opportunities for the area, the current Lutheran
site has a lot of inactivated open space that is
largely comprised of remnant areas between
Detention pond
adjacent to West
Pines
Detention pond
in the center of
campus
18 LUTHERAN LEGACY CAMPUS MASTER PLAN
INTRODUCTION AND BACKGROUND
Zoning and Regulations
The main hospital Campus and majority of the site
is currently zoned Planned Hospital Development
(PHD). Parcels on the west side of the site owned
by SCL Health and their predecessor Exempla are
zoned Residential-One (R-1) and Residential-Two
(R-2); these districts are intended to provide high
quality, safe, quiet and stable low to moderate-
density residential neighborhoods, and to prohibit
activities of any nature which are incompatible
with the residential character. The R-2 and hospital
zoning designations have existed since the City’s
incorporation. The R-1 zoning was approved in 1981
(Case No. WZ-81-11) but developed never followed.
The Foothills Medical Office building at the northwest
corner of the site is zoned Planned Commercial
Development (PCD); its zoning and development
approvals date to 1986 and 1987.
The majority of the surrounding neighborhoods
are zoned Residential-Two (R-2) and many of the
homes in these adjacent neighborhoods are single
family detached units. To the east of the hospital
along Wadsworth are properties zoned Mixed Use-
Commercial (MU-C) and Mixed Use-Neighborhood
(MU-N), which both allow for medium to high-
density mixed-use development and a wide range of
residential, commercial, and retail uses.
Built Form and Use
Buildings on the Campus range from one to six
floors in height, providing a variety of densities and
heights. The main hospital building provides the
greatest contrast with not only the smaller buildings
on the site, but with the numerous single-family
detached units in the adjacent neighborhoods.
Density
Section 5.10.1 of the City Charter limits the density
to 21 dwelling units per acre. In consultation with
the City Attorney, it has been determined that a net
density approach can be taken for redevelopment
on the site whereby the overall site is limited to 21
dwelling units per acre. Dispersion or concentration
of those units will be permitted on individual lots,
such that individual lots may be higher or lower than
21 dwelling units per acre, but the full site will not
exceed the net site area multiplied by 21. This may
be further limited through future zoning for the site
as a whole or for specific areas of the property.
Height
Section 5.10.1 of the City Charter also limits building
heights for residential uses and non-residential uses.
Those restrictions include:
• 35-foot height limit for new structures containing residential uses
• 50-foot height limit for new nonresidential structures
These limitations apply to new buildings only. The
existing buildings on the site that exceed these
height limits could be repurposed for any use
regardless of their current height.
38th Avenue
setback of existing
hosptial
OCTOBER 2021 19
INTRODUCTION AND BACKGROUND
§¨¦§¨¦
£¤
§¨¦
§¨¦
PR IV AT E
D
E
P
E
W
S
T
42ND AVE
H A R L A N S T
PIERSON
W
A
Y
54TH AV
I N G A L L S C T
UNION ST
A
M
E
S
S
T
UNION CT
WRIGHT ST
H O Y T
S T
26THPL
38THDR
G Y D A D R
D
A
W
N C
T
PARAMOUNTPKWY
31STPL
LYNN DR44TH DR 52NDPL
H I G H C T
DEPEWCT49THAVE
34 T H D R
39THPL
GRAYCT
30THDR
54TH AVE
I R I S
C T
TABOR CT
46TH PL
I N G A L L S S T
F E N T O N S T
Y A R R O W S TALLEY45TH DR
C
L
E
A
R
C
R
E
E
K
D
R
COLECIR
MOORE CT
F L O W E R S T
28TH PL
47TH PL
CRABAPPLERD
37THAVE
NEWMAN ST
36THAVE
LAKESIDE L N
27TH AVE
MOORE ST
46TH AVE
27TH PL
R E E D S TI70 FRONTAGE RD 50TH AVE49THDR48TH CIR
H O L L A N D S T
ALKIRE STMILLERST F I E L D C T
SWADLEY DR
P
A
R
F
E
T
D
R
YANK CT
LINDAVISTAD
R
ARBUTUS ST
APPLEWOODKNOLLS
DR
OAKDR
SERVICE RD
VIVIANDR
55THPL
A L L I S O N S T
HIGHLAND PL
34THPL
F
I
E
L
D
D
R
30TH AVE
50TH PL
ROUTTC
I
R
22ND PL
43RD PL
H O Y T C T46THDR
30THLN
ELLIS ST
ROBBCT
C H A S E S T
QUAIL CT
FIG CT F I E L D C R
FIG STTAFT CT
Z
E
P
H
Y
R
D
R
BRAUNDR
F E N T O N C T
E
V
E
R
E
T
T
S
T
E V E R E T T D R
FLORA CT45THAVE
27TH LN
VIVIAN CT
BERRY RD
INDIANA ST
R
O
BB
CIR
ALKIRE
WAY
29TH AVE
GARDEN RD
27THDR
39TH AVE
36TH PL
WARDDR
C
O
L
E
S
T
FLORAST
HOWELL RD
O T I S C T
QUEEN
ST
ZANGST
T E L L E R S T
BRAUN ST
HILLSIDE
D
R
BEECH ST
O HAYRE CT
CIRCLEDR
40THAVE
GARDENIA ST
H O L L A N D D R
Z
I
N
N
I
A
C
T
48TH PL
TAFT ST
SKYLINEDR
JELLISON CT
RANGEVIEWDR
F L O W E R C T
CLOVER RD
JOHNSON ST
PARFET ST
WRIGHT CT
PIERSON CT51ST PL
23RD PL
PIERSON ST
ALKIRE CT
37TH PL
L A M A R S T
D
O
V
E
R
C
T
35TH PL
38TH PL
B E N T O N S T
C A R R C T
Q U A Y S T
K E N D A L L S T
D U D L E Y S T 44TH PL
W E B S T E R S T
V A N C E S T
45TH PL
NELSON DR
C O D Y C T
Y A R R O W C T
G R A Y S T
24TH AVE T E L L E R C T
25TH PL
URBAN ST
WARD CT
N O L A N S TSANDRAWY
DEFRAME RD
WILLO
W
L
N
BRAUN RD
SIMMS PL
A M M O N S S T
QUAIL ST
L U T H E R A N P K W Y
Z E P H Y R C T
47TH AVE54TH DR
41STPL
LEE ST S A U L S B U R Y C T R E E D C THOYT D R
B E L L C T
54TH LNCOORS ST
31ST AVE
WARD RD
24TH
PL
SWADLEY STNEWCOMBE STROUTT ST F I E L D S T E V E R E T T C T
25TH AVE
MORNINGSIDEDR
5 4 T H P L P I E R C E S T49THCIR
FOOTHILLRD
53RDPLZINNIA ST
33RD AVE
KLINE ST
OAK CT Y U K O N C TIRIS S T 51ST AV
LEWIS ST
MILLER CT
J E L L I S O N S T
35TH AVE
NELSON ST
HOLMAN ST
J A Y S T
50TH A VOWENS ST
34TH AVE
OAK STYANK WAY
A L L I S O N C T
VIVIANST
41ST AVE
TABOR ST 49TH PLVAN GORDON ST
29TH PL
G A R R I S O N S T
30TH PL
XENON ST
BRISTOL ST R I D G E R D 53RD AVE
E A T O N S T
ELDRIDGE ST 51ST AVEHOWELL ST
C O D Y S T
B R E N T W O O D S T
28THAVE
32ND PL
C A R R S T
M A R S H A L L S T
GLADIOLA ST
N E W L A N D
S T
B A L S A M S T
O T I S S T
D O V E R S T
YOUNGFIELDSERVICE
RD
I N D E P E N D E N C E S T E S T E S S TGARLAND S T Z E P H Y R S T
BRAUN CT
LEE CIR
S A U L S B U R Y S T
43RDAVE
48TH AVE
U P H A M S T
STATE HWY 58 FRONTAGE RD
43RD DR INSPIRATIONPOINTDR55TH AVE
TABOR DR
BEECH CT
56THCR
BERRY
LN
HEATHER RD
32NDDR
I N D E P E N D E N C E C T
ROBB ST
SIMMS ST
53RD AV
P I E R C E S T
WARD RD 52ND AVE
32ND AVE
52ND AVE
32ND AVE
44TH AVE
26TH AVE
G A R R I S O N S TRIDGE RDTABOR ST52ND AVE
26TH AVE
52ND AVE
YOUNGFIELD ST
38TH AVE
48TH AVE
27TH AVE
INDIANA STKIPLING PK
32ND AVE
52ND AV
S H E R I D A N B L V D
52ND AVEWARD RD C S H 1 2 1 52ND AVALLISON S T44TH AVE
32ND AVE
52ND AV W A D S W O R T H B L V D
32ND AVE
RIDGE RD52ND AVE
38TH AVE
38TH AVE
KIPLING ST
TABOR ST 44TH AVE 52ND AVWARD RD
38TH AVE
KIPLING ST52ND AVE
32ND AVE
38TH AVE38TH AVE
YOUNGFIELD ST
40th AVE
44TH AVE
44TH AVE
38TH AVE 38TH AVE
52ND AVE
32ND AVE
C A R R S T
52ND AVE51ST AVE
38TH AVE
53RD AV 52ND AV
38TH AVE
RIDGE RD
32ND AVE32ND AVE
52ND AV
32ND AVE
26TH AVE
32ND AVE
26TH AVE
32ND AVE
38TH AVE
26TH AVE26TH AVE
44TH AVE
KIPLING ST
44TH AVE 44TH AVE
26TH AVE
53RD AVE
26TH AVE
32ND AVE
26TH AVE
44TH AVE
26TH AVE
32ND AVE
52ND AVE
32ND AVE
WARD RD
38TH AVE
A
L
K
I
R
E
S
T
RIDGE RD
26TH AVE
44TH AVEINDIANA ST
38TH AVE
KIPLING STWARD RD
KIPLING ST
32ND AVE
A L L I S O N S T
38TH AVE38TH AVE
S H E R I D A N B L V D
P I E R C E S T
P I E R C E S T
44TH AVE52ND AVCARR S T S H E R I D A N B L V D44TH AVE52ND AV
P I E R C E S T
P I E R C E S T
52ND AVE 52ND AV44TH AVE
KIPLING ST
32ND AVE32ND AVE
TABOR ST
32ND AVE
26TH AVE
ELDRIDGE ST M A R S H A L L S T M A R S H A L L S TINDIANA ST52ND AVE52ND AVE44TH AVE
32ND AVE
26TH AVE
44TH AVE
26TH AVE
52ND AVINDIANA STINDIANA ST G A R R I S O N S T
32ND AVE
WARD RD
KIPLING ST
RIDGE RD
YOUNGFIELD ST
C S H 1 2 1
26TH AVE
KIPLING ST
WARD RD C A R R S T50TH AVEELDRIDGE STKIPLING ST44TH AVETABOR STINDIANA ST
P I E R C E S T
P I E R C E S T
W A D S W O R T H B L V D
32ND AVE
KIPLING ST
44TH AVE
TABOR ST
YOUNGFIELD ST 52ND AVRIDGE RDRIDGE RDKIPLING ST
YOUNGFIELD ST
58
ARVADAARVADA
LAKEWOODLAKEWOOD
JEFFERSONJEFFERSONCOUNTYCOUNTY JEFFERSONJEFFERSONCOUNTYCOUNTYJEFFERSONJEFFERSONCOUNTYCOUNTYJEFFERSONJEFFERSONCOUNTYCOUNTYLAKESIDELAKESIDE
MOUNTAIN VIEWMOUNTAIN VIEW
JEFFERSONJEFFERSONCOUNTYCOUNTY
EDGEWATEREDGEWATER
MU-NR-2R-2R-2AR-2PRDR-3
R-1
R-1
R-1
R-1
R-1A
R-1A
R-2
R-1
R-1
R-3R-2
R-1
R-1A
PRD
R-1A
PRD
R-1A
R-2
R-3
R-2
R-3
R-3AR-1A
R-1A
R-2
R-1R-2R-1C
R-3
R-2PRD
R-2
R-2PRDR-3R-3
R-2
PRDPRDR-3R-2AR-3
R-3A
PRD
R-1B
R-1PRD
PRD
R-3
R-2
R-1CR-1R-2APRDR-2R-2AR-3PRDPRD R-3 R-3R-2R-3 R-1A
PRD
R-1A
R-1
R-2
R-2A
R-2
R-2
R-2
R-3R-3 R-3
R-3 R-2
R-1C R-3
R-2
R-1A R-1
PRD R-3
R-1
R-1
R-3 R-2R-3
MU-C
R-3
R-3
R-1
R-3 R-2 R-3R-3R-1BR-3R-3R-3 R-3R-3 R-3
R-3
R-3
PRD
R-3 R-2
R-1C
R-3 R-1C R-1C
R-1C
R-1
R-3
PRD R-3
R-2A
R-1A
R-1B R-3
R-3PRD
R-3 R-3
R-1CR-3
R-3
R-1
R-2
R-1A
R-1
R-1CR-3
R-1C
R-3
R-1AR-1
R-1C
R-1A
R-1
R-2 R-2
PRD
R-3
R-3
R-2
R-3 R-1C
R-3R-2R-3R-2
R-3R-1A
R-1B
R-3
R-3
R-3
R-3
R-3
R-3
R-3
R-3
R-1C
R-2
R-1 R-3
R-3
R-3
R-1C
R-3 R-1C
R-3
R-3 R-1
R-3
R-3A
R-3
R-2
R-3 R-3
R-3
R-3
R-3
R-3
R-3
R-3R-2
R-3
R-1C
R-1C R-1C
R-3
R-1C
R-1C
R-1C
R-1C
R-3
R-1C
R-2
PRD
R-2PRD
R-3
R-3
R-1C
R-2
PRDR-3R-2R-3 R-2
PHD
PHD
PHD
PIDI-EI-EPIDPIDI-EPIDPIDPIDPIDI-EPIDPIDPIDPIDPIDPID
A-1
A-1
A-1
A-1
A-1 PRD A-1
PF
A-1
A-1A-1
A-1
A-1
A-1A-1A-1A-1PRDPRDPIDPID PID PIDPIDPIDI-E I-E PIDI-E I-E PIDI-EPIDPCDPIDPIDPIDPIDPIDC-2C-1PCDC-1PCDPCDPCDC-2
C-1
R-C
PIDC-1R-CC-1PCDR-CC-1PCDPCDPCDC-2PCDC-1N-CR-C
PCD
PCD
N-C
N-C
C-1
R-C
C-1
PCD
C-1
PCD
R-CPCD
R-C
C-2C-1R-C C-1 MU-CC-1C-1R-C PCDPCDPCDC-1R-C PCDR-CR-CN-CR-CC-2C-1C-1 C-1C-1PCD
PCD
R-C
C-1
N-C
C-1
C-1
R-C
PCD R-CR-C R-CC-1 C-2
R-C
N-C
N-C
R-C
PCDR-C
PCD
N-CR-CR-CR-CN-C R-CC-1 PCDR-C R-C N-C
PCD
R-C
PCD R-CN-C
PCDPCD C-1C-2C-1 PCDN-CC-1C-1N-C R-CR-C R-CC-1 N-CR-C C-1
R-C
R-CN-C R-C C-2C-1 C-1 MU-N
C-1
C-1
N-C
PCD
N-CPMUD
N-C
R-C
C-1 C-1
C-1 C-1
MU-NC-1 N-C
N-C
PCDR-C
PCD
MU-NPCD
PCD
A-2PMUD
PCD
A-2A-1A-2
A-2
PCDPRDA-2
A-2A-2
A-1CDA-1PBF A-1 A-1
A-1A-1
A-1A-1
R-1C
PCD
PIDPIDPID
R-2
PRD
MU-C
R-1
A-1
R-2C-1PCD
A-1
PFI-EMU-C TOD R-2
C-1
C-1
C-1
R-3
R-3
C-1
C-1
MU-N
MU-NMU-N
R-3
C-1MU-N
C-1C-1C-1MU-NMU-C INT
MU-N
MU-N
MU-N
PCD
R-3C-1
MU-N
R-C
I-E PRD
MU-N
A-1MU-C
MU-NR-C
MU-C
PRD
MU-N N-CR-2
PRD
MU-CTODR-1
C-1
R-2 MU-N
R-1C
A-1MU-N
PCD
PCD
MU-NMU-NA-1
PRD
R-3
R-3
PRD
A-1R-2I-E 767070
70
OFFICIAL ZONING MAPOFFICIAL ZONING MAP
City of Wheat Ridge, Colorado
7500 West 29th Avenue
Wheat Ridge, CO 80033-8001
303.234.5900
www.ci.wheatridge.co.us/index.aspx
NAD1983 HARN StatePlaneColorado Central FIPS 0502 FeetDatum: NAD83DISCLAIMER:This map was created with the latest zoning information available;however, rezonings may occur on a more frequent basis thanzoning map updates. For the most up-to-date and accuratezoning information, please call 303-234-5931. The user of this information shall indemnify and hold free the City ofWheat Ridge from any and all liabilities, damages, lawsuits, andcauses of action that result as a consequence of his or her relianceon information provided herein.
Legend
A-1
A-2
C-1
C-2
CD
I-E
MU-C
MU-C INT*
MU-C TOD**
MU-N
N-C
PBF
PCD
PF
PHD
PID
PMUD
PRD
R-1
R-1A
R-1B
R-1C
R-2
R-2A
R-3
R-3A
R-C
¯
S o u r c e : F Y 2 0 2 1 .0 4 .Z U P D A T E : 2 0 2 1 0 2 2 6 .m x d
Not to Scale
Print Date: 02/26/2021
§¨¦
§¨¦
£¤
§¨¦
§¨¦
PRIVATE
D
E
P
E
W
S
T
42ND AVE
H A R L A N S T
PIERSON
W
A
Y
54TH AV
I N G A L L S C T
U N I O N S T
A
M
E
S
S
T
U N I O N C T
W R I G H T S T
H O Y T S T
26THPL
3 8 TH DR
GYDA DR
DA
W
N CT
P A R A M O U N T P K W Y
31STPL
L Y N N D R
44TH DR
52NDPL
H I G H C T
DEPEWCT49THAVE
34T H DR
39T HPL
GRAYCT
30TH DR
54TH AVE
I R I S C T
T A B O R C T
46TH PL
I N G A L L S S T
F E N T O N S T
Y A R R O W S T
ALLEY
45TH DR
C
L
E
A
R
C
R
E
E
K
D
R
COLECIR
M O O R E C T
F L O W E R S T
28TH PL
47TH PL
CRABAPPLERD
37THAVE
N E W M A N S T
36THAVE
LAKESIDELN
27TH AVE
M O O R E S T
46TH AVE
27TH PL
R E E D S T
I70 FRONTAGE RD
50THAVE49THDR
48TH CIR
H O L L A N D S T
ALKIRE ST MILLERST
F I E L D C T
S W A DL E Y DR
PARFET
D
R
Y A N K C T
LINDAVISTADR
ARBUTUS ST
APPLEWOODKNOLLSDR O A K D R
SERVICE RD
V IV I A N D R
55THPL
A L L I S O N S T
HIGHLAND PL
3 4THPL
F
I
E
L
D
DR
30TH AVE
50TH PL
R O U T T C
I
R
22ND PL
43RD PL
H O Y T C T
46THDR
30THLN
ELLIS ST
R O B B C T
C H A S E S T
Q U A I L C T
FIG CT
F I E L D C R
FIG ST
T A F T C T
Z
EP
H
Y
R
D
R
BRAUNDR
F E N T O N C T
E
V
E
R
ETT
ST
E V E R E T T DR
FLORA CT
45THAVE
27TH LN
V I V I A N C T
BERRY RD
INDIANA ST
ROBBCIR
ALKIREWAY
29TH AVE
GARDEN RD
27THDR
39TH AVE
36TH PL
W A R D D R
C
O
L
E
S
T
F
L
O
R
A
S
T
HOWELL RD
O T I S C T
Q U E E N S T
Z A N G S T
T E L L E R S T
BRAUN ST
H I L L S I D E D R
BEECH ST
O H A Y R E C T
C I R C L E DR
40THAVE
GARDENIA ST
H O L L A N D D R
Z
I
N
N
I
A
C
T
4
8
T
H
P
L
T A F T S T
S K Y L I N E D R
J E L L I S O N C T
RA NG E V I E W DR
F L O W E R C T
CLOVER RD
J O H N S O N S T
P A R F E T S T
W R I G H T C T
P I E R S O N C T51ST PL
23RD PL
P I E R S O N S T
ALKIRE CT
37TH PL
L A M A R S T
D
O
V
E
R
C
T
35TH PL
38TH PL
B E N T O N S T
C A R R C T
Q U A Y S T
K E N D A L L S T
D U D L E Y S T
44TH PL
W E B S T E R S T
V A N C E S T
45TH PL
N E L S O N D R
C O D Y C T
Y A R R O W C T
G R A Y S T
24TH AVE T E L L E R C T
25TH PL
U R B A N S T
W A R D C T
N O L A N S TSANDRAWY
DEFRAME RD
WILLOW
L
N
BRAUN RD
S I M M S P L
A M M O N S S T
Q U A I L S T
L U T H E R A N P K W Y
Z E P H Y R C T
47TH AVE
54TH DR
41STPL
L E E S T
S A U L S B U R Y C T R E E D C THOYT D R
B E L L C T
54TH LNCOORS ST
31ST AVE
W A R D R D
24THPL
S W A D L E Y S T
N E W C O M B E S T
R O U T T S T
F I E L D S T
E V E R E T T C T
25TH AVE
M O R N I N G S I D E D R
54TH PL
P I E R C E S T
4 9 T H CIR
FOOTHILLRD
53RDPLZINNIA S T
33RD AVE
K L I N E S T
O A K C T
Y U K O N C T
I R I S S T 51ST AV
L E W I S S T
M I L L E R C T
J E L L I S O N S T
35TH AVE
N E L S O N S T
HOLMAN ST
J A Y S T
50THAVOWENS S T
3 4TH AV E
O A K S TYANK W A Y
A L L I S O N C T
V I V I A N S T
41ST AVE
T A B O R S T 49TH PL
V A N G O R D O N S T
2 9 TH P L
G A R R I S O N S T
3 0 T H P L
X E N O N S T
BRISTOL ST RIDGE RD 53RD AVE
E A T O N S T
ELDRIDGE ST 51ST AVE
HOWELL ST
C O D Y S T
B R E N T W O O D S T
28THAVE
32ND PL
C A R R S T
M A R S H A L L S T
GLADIOLA ST
N E W L A N D S T
B A L S A M S T
O T I S S T
D O V E R S T
Y O U N G F I E L D S E R V I C E R D
I N D E P E N D E N C E S T
E S T E S S TGARLAND S T
Z E P H Y R S T
BRAUN CT
L E E C I R
S A U L S B U R Y S T
43RD A V E
48TH AVE
U P H A M S T
STATE HWY 58 FRONTAGE RD
43RD DR
INSPIRATIONPOINTDR55TH AVE
T AB O R D R
BEECH CT
56THCR
BERRYLN
HEATHER RD
32N D DR
I N D E P E N D E N C E C T
R O B B S T
S I M M S S T
53RD AV
P I E R C E S T
W A R D R D
52ND AVE
32ND AVE
52ND AVE
32ND AVE
44TH AVE
26TH AVE
G A R R I S O N S TRIDGE RDTABOR S T52ND AVE
26TH AVE
52ND AVE
Y O U N G F I E L D S T
38TH AVE
48TH AVE
27TH AVE
INDIANA ST
KIPLING PK
32ND AVE
52ND AV
S H E R I D A N B L V D
52ND AVEWARD R D C S H 1 2 1 52ND AVALLISON S T
44TH AVE
32ND AVE
52ND AV
W A D S W O R T H B L V D
32ND AVE
RIDGE RD52ND AVE
38TH AVE
38TH AVE
K I P L I N G S T
T A B O R S T
44TH AVE
52ND AV
W A R D R D
38TH AVE
K I P L I N G S T
52ND AVE
32ND AVE
38TH AVE38TH AVE
Y O U N G F I E L D S T
40th AVE
44TH AVE
44TH AVE
38TH AVE 38TH AVE
52ND AVE
32ND AVE
C A R R S T
52ND AVE51ST AVE
38TH AVE
53RD AV 52ND AV
38TH AVE
RIDGE RD
32ND AVE 32ND AVE
52ND AV
32ND AVE
26TH AVE
32ND AVE
26TH AVE
32ND AVE
38TH AVE
26TH AVE26TH AVE
44TH AVE
K I P L I N G S T
44TH AVE
44TH AVE
26TH AVE
53RD AVE
26TH AVE
32ND AVE
26TH AVE
44TH AVE
26TH AVE
32ND AVE
52ND AVE
32ND AVE
W A R D R D
38TH AVE
A
L
K
I
R
E
S
T
RIDGE RD
26TH AVE
44TH AVE
INDIANA ST
38TH AVE
K I P L I N G S TWARD R D
K I P L I N G S T
32ND AVE
A L L I S O N S T
38TH AVE38TH AVE
S H E R I D A N B L V D
P I E R C E S T
P I E R C E S T
44TH AVE
52ND AVCARR S T
S H E R I D A N B L V D
44TH AVE
52ND AV
P I E R C E S T
P I E R C E S T
52ND AVE 52ND AV
44TH AVE
K I P L I N G S T
32ND AVE 32ND AVE
T A B O R S T
32ND AVE
26TH AVE
ELDRIDGE ST
M A R S H A L L S T M A R S H A L L S T
INDIANA ST
52ND AVE52ND AVE
44TH AVE
32ND AVE
26TH AVE
44TH AVE
26TH AVE
52ND AV
INDIANA ST
INDIANA ST
G A R R I S O N S T
32ND AVE
W A R D R D
K I P L I N G S T
RIDGE RD
Y O U N G F I E L D S T
C S H 1 2 1
26TH AVE
K I P L I N G S T
W A R D R D C A R R S T50TH AVE
ELDRIDGE ST K I P L I N G S T
44TH AVE
T A B O R S T
INDIANA ST
P I E R C E S T
P I E R C E S T
W A D S W O R T H B L V D
32ND AVE
K I P L I N G S T
44TH AVE
T A B O R S T
Y O U N G F I E L D S T
52ND AVRIDGE RDRIDGE RD
K I P L I N G S T
Y O U N G F I E L D S T
58
ARVADAARVADA
LAKEWOODLAKEWOOD
JEFFERSONJEFFERSONCOUNTYCOUNTY
JEFFERSONJEFFERSONCOUNTYCOUNTYJEFFERSONJEFFERSONCOUNTYCOUNTYJEFFERSONJEFFERSONCOUNTYCOUNTY
LAKESIDELAKESIDE
MOUNTAIN VIEWMOUNTAIN VIEW
JEFFERSONJEFFERSONCOUNTYCOUNTY
EDGEWATEREDGEWATER
MU-N R-2
R-2
R-2A
R-2
PRD
R-3
R-1
R-1
R-1
R-1
R-1A
R-1A
R-2
R-1
R-1
R-3 R-2
R-1
R-1A
PRD
R-1A
PRD
R-1A
R-2
R-3
R-2
R-3
R-3AR-1A
R-1A
R-2
R-1 R-2 R-1C
R-3
R-2
PRD
R-2
R-2
PRD
R-3
R-3
R-2
PRD
PRD
R-3
R-2A
R-3
R-3A
PRD
R-1B
R-1 PRD
PRD
R-3
R-2
R-1C
R-1
R-2A PRD R-2R-2A
R-3
PRD
PRD R-3
R-3
R-2R-3 R-1A
PRD
R-1A
R-1
R-2
R-2A
R-2
R-2
R-2
R-3
R-3
R-3
R-3 R-2
R-1C
R-3
R-2
R-1A R-1
PRD R-3
R-1
R-1
R-3
R-2
R-3
MU-C
R-3
R-3
R-1
R-3
R-2 R-3
R-3R-1B
R-3
R-3R-3
R-3
R-3 R-3
R-3
R-3
PRD
R-3 R-2
R-1C
R-3 R-1C R-1C
R-1C
R-1
R-3
PRD R-3
R-2A
R-1A
R-1B R-3
R-3PRD
R-3 R-3
R-1CR-3
R-3
R-1
R-2
R-1A
R-1
R-1CR-3
R-1C
R-3
R-1AR-1R-1C
R-1A
R-1
R-2 R-2
PRD
R-3
R-3
R-2
R-3 R-1C
R-3R-2R-3R-2 R-3R-1A
R-1B
R-3
R-3
R-3
R-3
R-3 R-3
R-3
R-3R-1C
R-2
R-1 R-3
R-3
R-3
R-1C
R-3 R-1C
R-3
R-3 R-1
R-3R-3A
R-3
R-2
R-3 R-3
R-3
R-3
R-3
R-3
R-3
R-3R-2
R-3
R-1C
R-1C R-1C
R-3
R-1C
R-1C
R-1C
R-1C
R-3
R-1C
R-2
PRD
R-2
PRD
R-3
R-3
R-1C
R-2
PRD
R-3
R-2R-3
R-2
PHD
PHD
PHD
PIDI-E I-EPIDPIDI-EPID
PID PID PID
I-E PID
PID
PID
PID PID
PID
A-1 A-1
A-1
A-1
A-1
PRD
A-1
PF
A-1
A-1
A-1
A-1
A-1
A-1 A-1
A-1
A-1
PRDPRD
PID
PID PID
PID
PID PID I-E I-E
PID
I-E
I-E PIDI-EPIDPCDPIDPIDPIDPIDPIDC-2C-1PCD
C-1
PCD
PCDPCD
C-2
C-1
R-C
PID
C-1R-C
C-1 PCD R-C
C-1
PCD
PCD
PCD
C-2
PCD
C-1N-C
R-C
PCD
PCD
N-C
N-C
C-1
R-C
C-1
PCD
C-1
PCD
R-C PCD
R-C
C-2
C-1 R-C
C-1
MU-CC-1
C-1 R-C
PCDPCDPCDC-1
R-C
PCDR-C
R-C
N-C
R-CC-2
C-1
C-1
C-1
C-1
PCD
PCD
R-C
C-1
N-C
C-1
C-1
R-C
PCD R-C
R-C R-C
C-1
C-2
R-C
N-C
N-C
R-C
PCDR-C
PCD
N-C
R-C
R-C
R-CN-C R-CC-1 PCD
R-C
R-C N-C
PCDR-C
PCD R-CN-C
PCD
PCD
C-1C-2C-1
PCD
N-C
C-1
C-1
N-C R-CR-C
R-CC-1 N-C
R-C
C-1
R-C
R-C
N-C R-C
C-2
C-1
C-1 MU-N
C-1
C-1
N-CPCD
N-CPMUD
N-C
R-C
C-1 C-1
C-1 C-1
MU-N
C-1
N-C
N-C
PCD
R-C
PCD
MU-N
PCD
PCD
A-2
PMUD
PCD
A-2 A-1
A-2
A-2
PCD
PRD
A-2
A-2 A-2
A-1
CD
A-1
PBF
A-1
A-1
A-1 A-1
A-1
A-1
R-1C
PCD
PID
PIDPID
R-2
PRD
MU-C
R-1
A-1
R-2
C-1PCD
A-1
PF
I-EMU-C TOD
R-2
C-1
C-1
C-1
R-3
R-3
C-1
C-1
MU-N
MU-NMU-N
R-3
C-1MU-N
C-1
C-1
C-1
MU-N
MU-C INT
MU-N
MU-N
MU-N
PCD
R-3
C-1
MU-N
R-C
I-E
PRD
MU-N
A-1
MU-C
MU-NR-C
MU-C
PRD
MU-N
N-CR-2
PRD
MU-CTODR-1
C-1
R-2 MU-N
R-1C
A-1
MU-N
PCD
PCD
MU-N
MU-N
A-1
PRD
R-3
R-3
PRD
A-1
R-2
I-E 76
7070
70
OFFICIAL ZONING MAPOFFICIAL ZONING MAP
City of Wheat Ridge, Colorado7500 West 29th AvenueWheat Ridge, CO 80033-8001303.234.5900www.ci.wheatridge.co.us/index.aspx
NAD1983 HARN StatePlaneColorado Central FIPS 0502 FeetDatum: NAD83DISCLAIMER:This map was created with the latest zoning information available;however, rezonings may occur on a more frequent basis thanzoning map updates. For the most up-to-date and accuratezoning information, please call 303-234-5931. The user of this information shall indemnify and hold free the City ofWheat Ridge from any and all liabilities, damages, lawsuits, andcauses of action that result as a consequence of his or her relianceon information provided herein.
Legend
A-1
A-2
C-1
C-2
CD
I-E
MU-C
MU-C INT*
MU-C TOD**
MU-N
N-C
PBF
PCD
PF
PHD
PID
PMUD
PRD
R-1
R-1A
R-1B
R-1C
R-2
R-2A
R-3
R-3A
R-C
¯
S o u r c e : F Y 2 0 2 1 .0 4 .Z U P D A T E : 2 0 2 1 0 2 2 6 .m x d
Not to Scale
Print Date: 02/26/2021
Wheat Ridge
Zoning Map
20 LUTHERAN LEGACY CAMPUS MASTER PLAN
INTRODUCTION AND BACKGROUND
FUN FACTS Vehicular Access, Circulation and Parking
From West 38th Avenue, there are two access
points to the site—North Lutheran Parkway and
Lutheran Parkway West. There is one access point to
the site from West 32nd Avenue—North Lutheran
Parkway. There are no access points to the Lutheran
Campus from the east or west. The internal streets
of the site—North Lutheran Parkway and Lutheran
Parkway West—travel north-south and provide
direct access to individual Campus parking lots
and buildings. West 38th Avenue has a posted
speed limit of 35 miles per hour and is a five-lane
roadway east of Lutheran Parkway West and turns
to a three-lane roadway west of Lutheran Parkway
West. West 32nd Avenue is a two-lane roadway
with intermittent left-turn pockets and has a posted
speed limit of 35 miles per hour east of North
Lutheran Parkway and drops to 30 miles per hour
west of North Lutheran Parkway.
Transit Service
Regional Transportation District (RTD) operates fixed
route bus service along West 38th Avenue (route
38) and Wadsworth Boulevard (route 76). Route 38
connects downtown Denver to the Ward Street/I-70
Park-n-Ride, operating along West 38th Avenue.
Service currently operates between 4:48 AM and
12:02 AM at 30-minute frequency (except during
early morning and late evening when it operates
at hour frequency) seven days per week. The most
proximate bus stops to the Lutheran Campus are
located immediately north of the site on West 38th
Avenue between North Lutheran Parkway and
Lutheran Parkway West.
Route 76 connects the US 36 and Broomfield Station
to the north to the Wadsworth/Hampden Park-
n-Ride and Southwest Plaza on Bowles Avenue to
the south, operating along Wadsworth Boulevard.
Service operates between 5:22 AM and 1:10 AM at
Lutheran’s core campus has about 2,300 parking spaces. During the most popular time, 71% of those parking spaces are full. That’s 667 empty spaces, which is enough vacant parking spaces (including drive aisles) to fill 3.5 football fields.
Did you know you can travel on a bus from the Lutheran Legacy Campus to Downtown Denver, Arvada, the G line or the Flatiron Flyer Broomfield Station without any transfers!? Route 38 and Route 76 travel adjacent to the campus every 30 minutes!
For every 1,000 square feet of hospital, it is estimated that 11 vehicle trips will occur each day. For the hospital alone, that’s over 9,500 daily trips. If that same square footage were low-to-midrise residential, that would reduce the trips by roughly 3,500.
Over 25,000 cars a day! 38th Avenue moves almost 17,000 vehicles per day! While 32nd Avenue moves 8,000 vehicles per day.
38th Avenue
transit shelter
INTRODUCTION AND BACKGROUND
30-minute frequency (except during early morning
and late evening when it operates at hour frequency)
seven days per week. The most proximate bus stops
to the Lutheran Campus are located east of the site
on Wadsworth Boulevard at West 38th Avenue and
West 32nd Avenue.
Bicycle Network
There are designated bike lanes on West 32nd
Avenue, along the southern boundary of the site.
There are no designated bicycle facilities on West
38th Avenue or internal to the site.
Pedestrian Network
The sidewalk is at least five feet wide in all locations
between Dudley Street and Wadsworth Boulevard.
The sidewalk varies between attached (without a
buffer) and detached (with a buffer between the
sidewalk and vehicle travel lanes). The sidewalk
along West 32nd Avenue is consistent along the
south side, connecting to the trails of Crown Hill
Park. The sidewalk on the north side of West 32nd
Avenue is inconsistent with no sidewalks present
between Yarrow Street and Dudley Street, except
for the one block immediately adjacent to the
site (Balsam Street to North Lutheran Parkway).
Sidewalks internal to the site are missing in many
sections along North Lutheran Parkway and
Lutheran Parkway West. There is a multiuse path
internal to the site, along the Rocky Mountain Ditch,
that travels east-west connecting Lutheran Parkway
West and North Lutheran Parkway.
22 LUTHERAN LEGACY CAMPUS MASTER PLAN
Bike lane along
32nd Avenue, at
the south entrance
Existing campus
walkways
Utilities
While utility records for the site are not
comprehensive, it appears there are no regional
serving utilities running through the site. Therefore,
existing and/or new on-site utilities could likely be
relocated without impacts to off-site functionality.
Water mains are available on all four sides of the site
(Dudley, 32nd, 38th and 35th) for future connections
if needed. Though the sewer data is incomplete, it
appears that all buildings north of 33rd drain north
to the 8-inch main in 38th Avenue. CenturyLink
telecommunications, Xcel gas and Xcel electric
utilities also serve the site. There are no planned CIP
projects in the vicinity.
The Rocky Mountain Ditch is a significant physical
constraint on the Campus. However, it also provides
open space and connectivity opportunities. Should
any modifications be proposed in or adjacent to the
ditch, further coordination with the ditch provider
will need to be made to ensure that the prior metrics
are met. The Rocky Mountain Water Company notes
that, “The Ditch, in accordance with its decreed
priorities, carries approximately 7,092 inches of
water all of which are currently under contract. A full
supply of water is measured at the rate of 40 inches
for each cubic foot of water per second. The Ditch,
in accordance with contracts with [Coors Brewing
Company] CBC, also carries other water rights owned
and operated by CBC.”
Denver Water
easement in the
southeast corner
Rocky Mountain
Ditch culvert
INTRODUCTION AND BACKGROUND
OCTOBER 2021 23
24 LUTHERAN LEGACY CAMPUS MASTER PLAN
INTRODUCTION AND BACKGROUND
MARKET CONDITIONS
Demographics
In 2019, Wheat Ridge estimated a population of
31,331, which was a 5% decrease from the 2000
population of 33,015. Wheat Ridge has a reputation
as a retirement community, which skews many of
the income and household characteristics relative to
the region and may be attributed to the population
decrease. Compared to adjacent cities of Arvada,
Westminster, Lakewood, and Golden, Wheat Ridge
has the highest median age of 42 and the highest
proportion of residents 65 and older at 19%. Having
an older population who are more likely to be on a
fixed income means that household incomes are also
more likely to be lower. With a median household
income of $49,340, Wheat Ridge has the lowest
amount, but has seen some of the largest income
gains over the past two decades.
Fortunately, Wheat Ridge’s median age has
remained stable, indicating a rebalance in age
groups that is critical for the city’s vitality. The city
has seen the largest increase in college graduates
aged 25 – 44, which can be attributed to the city’s
attractiveness for family formation, career building,
and homebuying. This has also resulted in the
college degree attainment rate of 25 – 34-year-old
doubling, which if remains steady, can have positive
implications on the local market in the coming years.
Like neighboring cities, Wheat Ridge’s housing
stock skews towards single-family detached units,
but has some of the oldest housing with 80% of
single-family units built between 1940 and 1979.
It also has the lowest proportion of housing built
after 2000 at only 3%. With an aging housing stock,
many of these units have outlived their days for
homebuying and are now being converted to rental
properties. With many older single-family homes still
headed by residents 65 and older, the city should
be anticipating these units to be converted to rental
properties as current occupants transition out.
With a larger number of residents 65 and older,
an aging housing stock owned by these residents,
and a growing post-college population seeking
homeownership and family formation, this
data indicates that Wheat Ridge is starting to
transition from a retirement community to a more
traditional community that serves people of all
ages. As the elderly transition out and new families
begin settling, there will be a need to ensure that
the housing stock can accommodate this new
population.
31,331RESIDENTS
$49,340MEDIAN HOUSEHOLD INCOME
36% INCREASE IN COLLEGE GRADUATES AGED 25 - 44
80% OF SF UNITS BUILT BETWEEN 1940 AND 1979
OCTOBER 2021 25
INTRODUCTION AND BACKGROUND
Economics
Employment
The City of Wheat Ridge is home to over 17,000 jobs
based on data from the US Census LEHD tool. The
largest employment sector is Health Care anchored
by the SCL Health Lutheran Hospital. The Health
Care industry has 4,900 jobs in Wheat Ridge and
accounts for 28 percent of jobs in the City. A recent
parking study completed for the Campus found that
there are 1,275 full time jobs located on the campus.
However, the total employment on the site is likely
greater and the total capacity of the site (workers
plus patients plus visitors) is likely significantly
higher at peak hours. Employment in the City has
declined since 2002, however employment totals
have rebounded from low points in the late 2000’s.
Employment in the City has grown by nearly 700
jobs from 2010 to 2018.
Office and Retail
Wheat Ridge has had a limited amount of new
development occur in the City despite activity in the
primary market area that surrounds most of the city.
There has been no new office development in the
City since 2010 and average rental rates are much
lower than the Market Area ($15.97 per square
foot (FS) versus $21.85 (FS). The City has been
successful in capturing new retail development. The
City captured 167,205 square feet of retail space
since 2010. The presence of newer retail spaces
has generated higher average rents per square foot
than the Market Rate. New retail development has
occurred along Wadsworth Blvd near the Lutheran
Campus, along Kipling Avenue, and in the western
portion of the City in the Applewood area along I-70.
Multifamily Residential
There has been a significant amount of multifamily
development in the Market Area over the past 10
years. However, most of this development has
occurred outside of Wheat Ridge in the City of
Denver (along 38th Avenue and Colfax Avenue), in
the City of Lakewood (along Colfax Avenue), and in
the City of Arvada near Olde Town. The City of Wheat
Ridge captured 628 new apartment units since
2010. The average monthly apartment rental rate
in Wheat Ridge (according to CoStar) is $1.57 per
square foot. This rate has increased by an annual
rate of 4.38% percent since 2010. In contrast, the
average rate in the Market Area is slightly higher
$1.67 per square foot and $1.80 in the MSA. The
average rental rates in the Market Area and MSA
increased by smaller annual percent (Market Area –
3.29%, MSA – 3.37%) than rents in Wheat Ridge since
2010. The newer projects in Wheat Ridge (e.g., West
38) have out-performed estimates for absorption
and rental rates based on interviews with area
developers.
PLANNING PROCESS AND THE COMMUNITY’S VISION
CHAPTER 2
Cone eum hil incte posapit
faceptatur, solorerum sed
excerem pelicip ientiosto que
volupta tibus.
The Lutheran Campus Master Plan was informed by a robust community engagement process that included:
a walking tour; focus groups; steering committee meetings;
Planning Commission and City Council briefings, study sessions,
and hearings; public meetings; and surveys. Through these
different engagement activities, a wealth of information was
provided by the community that shaped the vision for the site.
Sticky notes and smiley faces
from an activity at the third
public meeting
28 LUTHERAN LEGACY CAMPUS MASTER PLAN
PLANNING PROCESS AND THE COMMUNITY’S VISION
OUTREACH METHODS
This planning effort began in early 2021 during the
COVID-19 pandemic and employed a combination
of diverse outreach strategies and traditional
engagement methods with safety, comfort and
flexibility being priorities throughout the process.
When formulating the outreach methods with a
presumption that most events and activities would
be virtual, it was important to allow for flexibility so
that interactive online facilitation could transition
to in-person events (such as with a walking tour)
should the pandemic come under control. The
focus of the robust engagement strategy was
gathering input and feedback from stakeholders
and the broader community at key milestones
and touchpoints from start to finish. Lastly, these
methods aimed to leverage existing City assets,
such as with ongoing programming, in-person
notifications at City facilities (such as the Rec Center
and Active Adult Center), the What’s Up Wheat
Ridge (WUWR) platform, and the recent addition
of a Community Engagement Specialist on staff.
A summary of those various outreach methods
follows.
Self-Guided Campus Tour
At the beginning of the project, the community
was invited to participate in a self-guided walking
tour of the Lutheran Campus. The event served as
the first community meeting and included over 75
community members that devoted a portion of a
Saturday in early May to learn about the planning
effort and to provide input. Several interactive
stations were set up around the Campus for visitors
to learn about the Campus’ unique history and
current operations, traffic and transportation, and
open space and redevelopment. It also provided the
team preliminary insight on how residents engage
with the site and what initial ideas they had for its
future. A virtual interactive tour was also provided
on WUWR.
Activty station
during the Self-
Guilded Tour
OCTOBER 2021 29
PLANNING PROCESS AND THE COMMUNITY’S VISION
Stakeholder Steering Committee Meetings
A stakeholder steering committee consisting of
representatives from key community organizations
was developed to allow more detailed input from
stakeholders who could provide a specialized lens for
the project and ensure the development framework
was meeting the needs of the community while
remaining feasible. This began with confirming
the proposed process and engagement methods,
included formation of and evaluation of preliminary
alternatives, and concluded with a detailed review of
the overall development framework.
City Council and Planning Commission Study Sessions
Two study sessions were conducted with the City
Council and two with the Planning Commission
to ensure elected officials were provided project
updates and to allow direct contribution to the
development of the project.
Neighbor, Community, and Business Focus Groups
Three focus groups comprised of neighboring
residents who live next to the Campus, community
members at large, and business leaders familiar
with the economic landscape of the area, were
convened to get focused and detailed insight on
the vision and feasibility of the reimagined Campus.
The community and neighborhood focus groups
met twice during the process, ahead of the second
and third public meetings to preview findings
and recommendations, and offer insight and
refinements. The business-oriented focus group met
during the same time periods, as well as a third time
programmingcomment
visioning
comment
design
comment
generalcomment if commercial,want to seelocalbusinesses, notjust nat'l chains
keep character of wheat
ridge - couple stories,doesn't look too prefab
adequatebuffer fromneighborhoodto east andwest
concern with
idea of putting
housing for
homelessness
on campus
main street feel - retail,restaurant, coffee - can
take kids, dog, walk, parks
on the perimeter
public spacepark
playground
high densityhousing -more rentals
microbrewery
may not fitoverall characterof WR propertymaintenance hasdeclined over lastfew years. will itdecline furtherover next fewyears?
dog park
access toditch hasbeenrestricted safer accessto propertyadn to crownhill - formalizeconnectivityconnectivity,bike, ped accessand safety is acurrent concern
+1
+1
+1
+1 +1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
LUTHERAN CAMPUS FOCUS GROUPS Reslient LocalEconomyBased on aBalanced Mixof Uses VibrantNeighborhoodsand an Array ofHousingOptions CommunityCharacter andQuality Design TransportationConnectionsand Options QualityAmenities,Services, andResources Ensure aSustainableFuture
Campus Map
Envision Wheat RidgeKey ValuesGroup A Questions or Concerns
Opportunities
Group B
Opportunities
Questions or Concerns
design
comment
generalcomment v
programming
comment
visioningcomment
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
expand key
values
event Mailings/Flyers
(BeyondOnline)advertisingin print as
much as
possible expand in-
personoptions inCOVID
somehousing atlow density
park/play
areas &
open space
we don't want todetract from otherbusinesses nearby(this isn't a Bel Mar)lots of dogs,no dog park
currently
there are residents who areok with higher density
housing - it's hard to findhousing (own or rent) - this
site is an opportunity tomodel after other examples
of good design - want toremove negative
connotation associatedwith density
park & openspace
mix of housing, locally
owned businesses, retail,
entertainment - similar toold town arvada or golden -
something to walk to!
parking (possible
garage) toprevent spillover
intoneighborhoods
concern aboutconnectingdudley tocampus (morecars inneighborhood)
gated residential
community
component -lower density 1-2stories
need to account
sufficiently for
parking so it
doesnt overflow
into adjacent
neighborhoods
neighborhood
feel, multipledestinations
don't add trafficto adjacentneighborhoods edge asopen space
walkable
we don't have
sidewalks, but
we don't need
sidewalks
+1
+1rec center
place for
kids to play
sidewalks to
connect us
to it
complementary
Businesses
town center
ampitheather
play fields
+1
community
gathering
route trafficto 38th +2minimizeheightoutside ourback doorheight mightbe okay if it'sin the middle Use thefootfrinptswe have
hi
family
friendly "commons"
movies on the
lawn, rec
center, farmers
market
berm serves
as buffer, want
to retain bermon dudley
side
some are not
opposed to
high density
housing
high density
does not always
mean lowincome (good ex.Sloan's Lake &
Downtown)
keep
neighborhood
character small businesses
gear towards
walkabie/bikeable
view lookingsouth atTower of
Memories
transit
opporunities
higher density/
intensity could
work if done
right andstepped down
near enighbors
Wall graphic and
Mural examples
programmingcomment
visioningcomment
designcomment
generalcommentif commercial,want to seelocalbusinesses, notjust nat'l chains
keep character of wheat
ridge - couple stories,
doesn't look too prefab
adequatebuffer fromneighborhoodto east andwest
concern with
idea of putting
housing for
homelessness
on campus
main street feel - retail,restaurant, coffee - cantake kids, dog, walk, parks
on the perimeter
public space
parkplayground
high densityhousing -more rentals
microbrewery
may not fitoverall characterof WRpropertymaintenance hasdeclined over lastfew years. will itdecline furtherover next fewyears?
dog park
access toditch hasbeenrestrictedsafer accessto propertyadn to crownhill - formalizeconnectivityconnectivity,bike, ped accessand safety is acurrent concern
+1
+1
+1
+1+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
LUTHERAN CAMPUS FOCUS GROUPSReslient LocalEconomyBased on aBalanced Mixof Uses VibrantNeighborhoodsand an Array ofHousingOptions CommunityCharacter andQuality Design TransportationConnectionsand Options QualityAmenities,Services, andResources Ensure aSustainableFuture
Campus Map
Envision Wheat RidgeKey ValuesGroup AQuestions or Concerns
Opportunities
Group B
Opportunities
Questions or Concerns
designcomment
generalcomment v
programming
comment
visioning
comment
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
expand key
values
event Mailings/Flyers
(Beyond
Online)advertising
in print as
much as
possible expand in-
personoptions inCOVID
somehousing atlow density
park/play
areas &
open space
we don't want todetract from otherbusinesses nearby(this isn't a Bel Mar)
lots of dogs,
no dog park
currently
there are residents who are
ok with higher densityhousing - it's hard to find
housing (own or rent) - thissite is an opportunity to
model after other examplesof good design - want to
remove negativeconnotation associated
with density
park & open
space
mix of housing, locally
owned businesses, retail,entertainment - similar to
old town arvada or golden -
something to walk to!
parking (possible
garage) to
prevent spilloverinto
neighborhoods
concern aboutconnectingdudley tocampus (morecars inneighborhood)
gated residentialcommunity
component -
lower density 1-2stories
need to account
sufficiently for
parking so it
doesnt overflow
into adjacent
neighborhoods
neighborhoodfeel, multipledestinations
don't add trafficto adjacentneighborhoods edge asopen space
walkable
we don't have
sidewalks, but
we don't need
sidewalks
+1
+1rec center
place for
kids to play
sidewalks to
connect us
to it
complementary
Businesses
town center
ampitheather
play fields
+1
community
gathering
route trafficto 38th +2minimizeheightoutside ourback doorheight mightbe okay if it'sin the middle Use thefootfrinptswe have
hi
family
friendly"commons"
movies on the
lawn, rec
center, farmers
market
berm serves
as buffer, wantto retain bermon dudley
side
some are notopposed tohigh density
housing
high density
does not alwaysmean lowincome (good ex.Sloan's Lake &
Downtown)
keep
neighborhood
character small businesses
gear towards
walkabie/bikeable
view looking
south at
Tower of
Memories
transit
opporunities
higher density/
intensity couldwork if doneright andstepped down
near enighbors
programmingcomment
visioningcomment
designcomment
generalcommentif commercial,want to seelocalbusinesses, notjust nat'l chains
keep character of wheat
ridge - couple stories,
doesn't look too prefab
adequatebuffer fromneighborhoodto east andwest
concern with
idea of putting
housing for
homelessness
on campus
main street feel - retail,restaurant, coffee - cantake kids, dog, walk, parks
on the perimeter
public space
parkplayground
high densityhousing -more rentals
microbrewery
may not fitoverall characterof WRpropertymaintenance hasdeclined over lastfew years. will itdecline furtherover next fewyears?
dog park
access toditch hasbeenrestrictedsafer accessto propertyadn to crownhill - formalizeconnectivityconnectivity,bike, ped accessand safety is acurrent concern
+1
+1
+1
+1+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
LUTHERAN CAMPUS FOCUS GROUPSReslient LocalEconomyBased on aBalanced Mixof UsesVibrantNeighborhoodsand an Array ofHousingOptions CommunityCharacter andQuality Design TransportationConnectionsand Options QualityAmenities,Services, andResources Ensure aSustainableFuture
Campus Map
Envision Wheat RidgeKey ValuesGroup AQuestions or Concerns
Opportunities
Group B
Opportunities
Questions or Concerns
designcomment
generalcomment v
programming
comment
visioning
comment
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
expand key
values
event Mailings/Flyers
(Beyond
Online)advertising
in print as
much as
possible expand in-
personoptions inCOVID
somehousing atlow density
park/play
areas &
open space
we don't want todetract from otherbusinesses nearby(this isn't a Bel Mar)
lots of dogs,
no dog park
currently
there are residents who are
ok with higher densityhousing - it's hard to find
housing (own or rent) - thissite is an opportunity to
model after other examplesof good design - want to
remove negativeconnotation associated
with density
park & open
space
mix of housing, locally
owned businesses, retail,entertainment - similar to
old town arvada or golden -
something to walk to!
parking (possible
garage) to
prevent spilloverinto
neighborhoods
concern aboutconnectingdudley tocampus (morecars inneighborhood)
gated residentialcommunity
component -
lower density 1-2stories
need to account
sufficiently for
parking so it
doesnt overflow
into adjacent
neighborhoods
neighborhoodfeel, multipledestinations
don't add trafficto adjacentneighborhoods edge asopen space
walkable
we don't have
sidewalks, but
we don't need
sidewalks
+1
+1rec center
place for
kids to play
sidewalks to
connect us
to it
complementary
Businesses
town center
ampitheather
play fields
+1
community
gathering
route trafficto 38th +2minimizeheightoutside ourback doorheight mightbe okay if it'sin the middle Use thefootfrinptswe have
hi
family
friendly"commons"
movies on the
lawn, rec
center, farmers
market
berm serves
as buffer, wantto retain bermon dudley
side
some are notopposed tohigh density
housing
high density
does not alwaysmean lowincome (good ex.Sloan's Lake &
Downtown)
keep
neighborhood
character small businesses
gear towards
walkabie/bikeable
view looking
south at
Tower of
Memories
transit
opporunities
higher density/
intensity couldwork if doneright andstepped down
near enighbors
30 LUTHERAN LEGACY CAMPUS MASTER PLAN
PLANNING PROCESS AND THE COMMUNITY’S VISION
to provide input on the implementation section of
the overall development framework.
Community Meetings
Beyond the self-guided Campus Tour in Spring of
2021, three additional public meetings (one virtual
and two in-person) were conducted where attendees
informed the vision for the site, provided feedback
on the illustrative development alternatives, and
responded to the recommended development
framework. Attendees were also able to engage
directly with City staff and the consultant team
through interactive online survey tools, comment
cards, dot-preference activities, and candid
conversation. The second two public meetings
hosted over 150 community members and the final
open house had over 100 residents and business
owners in attendance.
What’s Up Wheat Ridge and Online Surveys
Important to the process was the ability to reach
as many people as possible, knowing that single
events, whether virtual or in-person, were bound
to miss large sections of the community. The
project page on WhatsUpWheatRidge.com included
background information, a project schedule, ways to
reach out directly to the project team, and a number
of interactive, online surveys. The page launched
ahead of the project start in March 2021, and by
mid-September 2021 had been visited by 2,324
individuals.
Through each phase of the project and for every
community meeting parallel engagement, project
updates and meeting content was available online.
One major online survey was administered during
the early phase of the project and focused on the
community vision. The survey launched alongside
the second public meeting, ran for approximately
one month, and was closed on July 12th after having
received over 50 detailed inputs. The Visioning
survey focused on identifying common themes and
values in the community.
Third public
meeting
OCTOBER 2021 31
PLANNING PROCESS AND THE COMMUNITY’S VISION
A second online survey was provided during the
second phase seeking input on preliminary concept
alternatives; it was available for one week and
received 164 responses. For both surveys, the
input from the live events was aggregated with the
parallel online counterpart in an attempt to best
reflect the broadest range of interests and their
comments.
What’s Up Wheat
Ridge project site
analytics
32 LUTHERAN LEGACY CAMPUS MASTER PLAN
PLANNING PROCESS AND THE COMMUNITY’S VISION
PLANNING PHASES AND KEY THEMES
The eight-month process included three major
phases of planning and engagement, beginning with
Background and Visioning, followed by Preliminary
Concept Alternatives, and concluding with the
Recommended Development Framework. Each
phase deployed a wide range of methods designed
to solicit meaningful feedback from key stakeholders
and the broader community. A summary of all the
key themes from the entire planning process is
included below. That list is followed by a description
of engagement and summary of key themes for
each phase.
Key Themes
• Create density that transitions from the edge to the center to ensure compatibility with adjacent neighborhoods
• Create a mixed-use environment that transitions seamlessly between uses and builds off existing infrastructure
• Promote safe multimodal connections that does not exacerbate traffic
• Provide a variety of free, public amenities that incorporates existing natural features
• Build a variety of housing that serves a diversity of people
Projcect boundary
OCTOBER 2021 33
PLANNING PROCESS AND THE COMMUNITY’S VISION
Phase 1: Background and Visioning
The first phase of the project involved engagement
that solicited feedback regarding common themes
and values that would guide the development of
the preliminary alternatives. During Phase 1 of the
engagement, the following activities and events
occurred:
• Public Meeting #1: Self-Guided Campus Tour
• Stakeholder Steering Committee Meetings
• City County and Planning Commission Study Sessions, Round 1
• Neighbor, Community and Business Focus Groups, Round 1
• Public Meeting #2: Virtual, Visioning
• What’s Up Wheat Ridge Virtual Campus Tour, Online Survey and Project Updates
• Facilities Focus Group Tour
• Email and Phone Questions and Comments
Key themes that emerged during Phase 1 of the
process included:
• Importance of the history and legacy of the Campus
• Opportunity to create a center for the community, anchored by
• civic and cultural uses
• Desire for parks, open space and buffers with the adjacent neighbors
• Both concern and desire for housing and increased connectivity
• Excitement for potentially local-serving retail, dining and entertainment
Phase 2: Preliminary Concept Alternatives
The second phase of the project focused on
gathering input on three preliminary alternatives and
homing in on a final vision for the Lutheran Campus.
During Phase 2 of the engagement, the following
activities and events occurred:
• Stakeholder Steering Committee Meeting
• Round 2 of Neighbor, Community and Business Focus Groups
• Public Meeting #3: Preliminary Alternatives
• What’s Up Wheat Ridge Online Survey and Project Updates
• City Council and Planning Commission Study Sessions, Round 2
From Phase 2, the key themes that emerged
included:
• Keep height in center of site and have it taper off to respect surrounding community
• Allow more height/density to allow for a more diverse community
• Minimize impact on site edges
• Ensure affordable housing is included, including senior housing
• Allow homeownership opportunities for younger residents who want to raise a family
• Make the site a destination that attract visitors
• Preserve historical elements of the site and celebrate its agricultural past
• Maintain small town feel
Phase 3: Recommended Development Framework
The third phase of engagement introduced the
overall development framework and development
types. For this phase, no major course corrections
were anticipated, and the input was used to refine
the final recommendations. During Phase 3 of the
engagement, the following activities and events
occurred:
• Stakeholder Steering Committee Meeting
• Round 3 of the Business Focus Group
• Public Meeting #4: Development Framework
• What’s Up Wheat Ridge Project Updates
• Email and Phone Questions and Comments
From Phase 3, the focus was largely placed on an
acknowledgement of the process and questions
regarding next steps. The takeaways included:
• Appreciation for finding common ground among diverse inputs
• Appreciation for flexibility
• Appreciation for context-sensitive uses and building forms on edges
• Willingness for compromise and trade-offs
• Questions about next steps
34 LUTHERAN LEGACY CAMPUS MASTER PLAN
PLANNING PROCESS AND THE COMMUNITY’S VISION
SITE CONSTRAINTS AND CONSIDERATIONS
Existing facilities and uses likely to remain on the
Campus include the Foothills Medical Office Building
(2.5 acres) located along 38th Avenue, as well
as Collier Hospice (5.0 acres) located along 32nd
Avenue. These two uses account for approximately
7.5 of the 100 acres that make up the Lutheran
Campus. At the time of adoption, it is unknown
whether West Pines Behavioral Health will continue
to operate in their current location. The future of the
three central medical office buildings, under Ventas’
purview, will be determined following an analysis of
current and future operations in light of the hospital
leaving this location as the demand for Medical
Office Building space will significantly decline. Those
uses aside, there are other physical constraints and
considerations that either prohibit redevelopment or
are not considered due to their ongoing functions.
That full list includes:
• Approximately 6.0 acres for the Rocky Mountain Ditch will likely remain in place;
• Approximately 7.5 acres of major roadways will likely remain in place;
• The North Tower and associated parking (3 acres) have the best adaptive reuse potential;
SITE CONSTRAINTS DIAGRAMSITE CONSTRAINTS DIAGRAM
OCTOBER 2021 35
PLANNING PROCESS AND THE COMMUNITY’S VISION
• The existing on-site (medical) office program is likely the largest office program for this site due to a lack of market support for new office space – that existing use and requisite parking requires approximately 6.75 acres; and
• The community has expressed a strong desire for retention and potential adaptive reuse of the Chapel and Blue House along 38th Avenue.
PRELIMINARY CONCEPT ALTERNATIVES
During the preliminary alternatives phase of project,
an initial land use palette was established to test
illustrative development concept alternatives. That
set of land uses included: Low Density Residential;
Townhome Residential; Multifamily Residential;
Office; Mixed Use; Civic; Retail; and Parks and
Open Space. Using these land uses, three concept
alternatives were created to test illustrative
development programs, locations of various uses
across the Campus, and critical adjacencies and
buffers. These were illustrated as site plans and
intended to elicit public comment; the community
was not asked to vote on or rank the concepts but
rather asked to provide feedback on what they liked
and disliked about each. The following summarizes
the three concept alternatives, along with a
summary of community and stakeholder likes and
dislikes.
Wall graphic
elements from
Steering Committee
36 LUTHERAN LEGACY CAMPUS MASTER PLAN
PLANNING PROCESS AND THE COMMUNITY’S VISION
Preliminary Concept A
Key Elements
• Retail/dining edge along 38th Avenue
• Low-density residential mirroring existing housing on the west side of Dudley Street
• Large, civic core
• West Pines Behavioral Health remaining in place for foreseeable future
• Small, distributed open spaces supporting adjacent new and existing uses
Horizontally mixed
use retail/dining
PRELIMINARY CONCEPT PRELIMINARY CONCEPT AA SITE CONSTRAINTS DIAGRAMSITE CONSTRAINTS DIAGRAM
OCTOBER 2021 37
PLANNING PROCESS AND THE COMMUNITY’S VISION
Community and Stakeholder Likes
• Park space along ditch that provides connections to existing neighborhoods
• Large, central civic space
• Low density residential that transitions to higher density, particularly along Dudley Street
• Diversity of housing types
• Active, mixed-uses along 38th
• Preserving West Pines in its current configuration and use
Community and Stakeholder Dislikes
• Location of townhomes next to Allison Court
• Lack of green space beyond Rocky Mountain Ditch that could provide connectivity to other places
• Perceived imbalance of housing and assets
• Potential negative impact of intensive uses along 38th
• Does not address historical buildings on site
• More high-density housing than-low density housing
• Civic use size may be too large
• Additional retail while vacancies exist in other places
Civic gathering
space
Small-scale play
areas
38 LUTHERAN LEGACY CAMPUS MASTER PLAN
PLANNING PROCESS AND THE COMMUNITY’S VISION
Preliminary Concept B
Key Elements
• Large, mixed-use destination north of the Rocky Mountain Ditch
• Diverse and distributed housing products
• Small civic, and office presence
• Open space on the eastern and western 35th Avenue alignments
PRELIMINARY CONCEPT PRELIMINARY CONCEPT BB
Active mixed-use
district with multi-
use streets
OCTOBER 2021 39
PLANNING PROCESS AND THE COMMUNITY’S VISION
Community and Stakeholder Likes
• Mixed-use area along 38th
• Density concentrated in center
• Extent of lower density housing
• Potential to phase in civic and mixed-use development and activate those spaces in the meantime
• Townhomes on edge if traffic is routed internally
Community and Stakeholder Dislikes
• Location of townhomes next to Allison Court and Dudley
• Vagueness of what mixed-use entails
• Skepticism that vertical mixed use is feasible
• Too little civic and open space
• Imbalance of housing and assets; lack of retail/restaurants
• Too much multi-family housing
• Does not address historical buildings on site
• Lack of connectivity
Medium-scale
neighborhood
parks
Diverse housing
products
40 LUTHERAN LEGACY CAMPUS MASTER PLAN
PLANNING PROCESS AND THE COMMUNITY’S VISION
Preliminary Concept C
Key Elements
• Large, open space along the western and eastern edges
• Large, multi-family residential located in the center of the site
• Civic and office presence along 38th avenue
• Retail “Main Street” along Lutheran Parkway
• Low-density residential located in the southeast corner of the site
PRELIMINARY CONCEPT PRELIMINARY CONCEPT CC
Multi-family
residential
products
OCTOBER 2021 41
PLANNING PROCESS AND THE COMMUNITY’S VISION
Community and Stakeholder Likes
• Main street design along Lutheran Parkway
• Parks and low-density housing buffering existing community
• Accessibility and connectivity for current residents
• Density concentrated in center and stepping down to edges
• Large open spaces linked with ditch
• Focus of civic and offices along 38th
Community and Stakeholder Dislikes
• Would like open space along Rocky Mountain Ditch and green connectors through site
• Too much multifamily housing
• Amount of office space
• Does not address older structures on site one way or the other
• Focus of civic and offices along 38th
• Concern for viability of narrow land-use designations for lower-density residential and retail
Cone eum hil incte
posapit faceptatur,
solorerum.
Mixed-use retail
main street
Large open space
designations
A NEW ROLE FOR THE STRUCTURE PLAN
CHAPTER 3:
Based upon the community’s input throughout the planning process, new mapping is identified for the Campus to update the Structure Plan.
Aerial image of the existing
Lutheran Legacy Campus and
surrounding context
44 LUTHERAN LEGACY CAMPUS MASTER PLAN
A NEW ROLE FOR THE STRUCTURE PLAN
The Public and Primary Employment Center
designations mapped on the Campus in Envision
Wheat Ridge’s Structure Plan should be replaced
with a combination of Parks and Open Space,
Neighborhood Buffer Area, Neighborhood
Commercial Center, and a new Mixed Use – General
designation. Each of these four Structure Plan
designations and related considerations is discussed
below.
Parks and Open Space
According to Envision Wheat Ridge, Parks are
located within neighborhoods or along corridors.
Open spaces link the community together. Parks and
Open Spaces are important within neighborhoods
and for stewardship of natural resources. The Parks
and Open Spaces designation on the Lutheran
Campus corresponds to a linear greenway concept
along the Rocky Mountain Ditch alignment extending
southeast to northwest through the Campus.
Additional parks, plazas and open space amenities
should be encouraged as the Campus redevelops.
It is likely these will be smaller in scale and may be
quasi-public spaces and thus fit the Public category
within the Structure Plan.
Naturalized play
amenities and
park space
OCTOBER 2021 45
A NEW ROLE FOR THE STRUCTURE PLAN
The current Lutheran campus is higlighted and shaded
with the updated Structure Plan designation.
46 LUTHERAN LEGACY CAMPUS MASTER PLAN
A NEW ROLE FOR THE STRUCTURE PLAN
Neighborhood Buffer Area
According to Envision Wheat Ridge, Neighborhood
Buffer Areas are generally located at the “edges” of
neighborhoods, and generally function as buffers
between low-intensity residential areas and
higher intensity commercial corridors and uses.
The Neighborhood Buffer Areas designated in the
revised Structure Plan for the Lutheran Campus
should include a combination of lower density
residential and parks, trails and open space. The
emphasis should be creating a periphery pattern and
character to the Campus redevelopment that does
not feel like an edge. Future development should be
complementary to existing single family detached
neighborhoods adjacent to the campus. According
to Envision Wheat Ridge, many Neighborhood Buffer
Areas correspond with designated Urban Renewal
areas.
Neighborhood Commercial Center
According to Envision Wheat Ridge, Neighborhood
Commercial Centers will feature small clusters of
businesses and mixed-uses to serve neighborhood
needs (at residential, neighborhood scale), offer
unique niche business opportunities, and add a
“sense of place” and destination within distinct
neighborhoods. The City will prioritize pedestrian
accessibility within these condensed commercial
nodes that are generally along Neighborhood
Commercial Corridors and neighborhood collector
roadways. Other centers may occur in the
community over time, particularly along other
neighborhood collector roadways and within
Neighborhood Revitalization and Neighborhood
Buffer Areas.
Mixed Use - General
Envision Wheat Ridge only includes two categories
of Mixed Use in the Structure Plan. Those include
Mixed Use Employment and Mixed Use Commercial.
Both categories are relatively prescriptive and
neither allows residential. As such, this Plan
Lower density
residential buffer
Neighborhood
commercial center
Parks and open
space buffer
OCTOBER 2021 47
A NEW ROLE FOR THE STRUCTURE PLAN
introduces a new Mixed Use – General category for
the Structure Plan. Mixed Use – General areas can
include a combination of retail, office, employment,
and/or medium to higher intensity residential, all
of which could be integrated either vertically or
horizontally. Focus in these areas is on long-term
infill and redevelopment, reinvestment, and high-
quality urban design and landscaping for vacant
or underutilized properties, with creating more
residential and/or employment diversity being
the primary emphasis. Mixed Use – General areas
should be highly walkable and well-connected to
surrounding areas with development organized
around public and/or quasi-public spaces of various
scales and functions.
Mixed-use
development
DEVELOPMENTFRAMEWORK AND TYPES
CHAPTER 4
Mixed use environment
supporting a wide range of
community needs
The primary goal of this Master Plan is to establish a development framework to guide future planning and development on the Lutheran Campus.
The development framework is intended to communicate key
development parameters and considerations to ensure that any
future redevelopment of the Campus reflects the values and
priorities expressed by the community throughout the planning
process.
50 LUTHERAN LEGACY CAMPUS MASTER PLAN
DEVELOPMENT FRAMEWORK AND TYPES
The Master Plan’s Development Framework sets key
direction for the areas of the Campus in terms of
both built form and land use. These in turn will have
implications on mobility and other infrastructure
needs. The overall Development Framework and
associated Development Types provide a balance of
certainty and flexibility for the community and future
owners and developers of the Campus property.
This chapter begins an overview of the Development
Framework, and concludes with an descriptions of
Development Types deemed appropriate for the
Campus redevelopment.
OVERALL DEVELOPMENT FRAMEWORK
The Development Framework includes a transition
in both form and function generally extending
from the edges of the site to the center of the
site. The major components of the Development
Framework include flexible mixed-use development
in the center of the site, buffers and transitions to
existing neighborhoods abutting the Campus, and
integration of existing natural and manmade assets.
Flexible Mixed-Use Development in Center
A critical aspect of the flexibility inherent in the
Development Framework is the concept of middle
to higher density mixed use development between
North Lutheran Parkway and Lutheran Parkway
West. Important considerations for this area include:
Accommodation of Community Amenities and Destinations
Community members that participated in the
planning process indicated a strong desire for one
or more community amenities on the campus but
expressed a strong preference for these to be
located in the central and/or north central portions
of the Campus. Ideas for community amenities
and destinations ranged from small pocket parks,
community parks, an amphitheater, and civic
facilities to a small, neighborhood-serving main
street or a mixed-use activity center.
Integration of a Diversity of Housing Opportunities.
One of the most prominent ideas expressed
throughout the planning process included the
incorporation of a diverse set of housing types
that cater to a broad array of preferences, income
levels, and households though there was some
concern over the amount of multi-family housing.
The vast majority of residential areas in Wheat Ridge
are primarily traditional market rate single-family
detached housing. Residents expressed support for
Flexible mixed-use
developement
OCTOBER 2021 51
DEVELOPMENT FRAMEWORK AND TYPES
52 LUTHERAN LEGACY CAMPUS MASTER PLAN
more detailed assessment to determine potential
integration into future redevelopment.
Respect for Northern Neighborhoods
While the existing hospital facilities are relatively
high intensity and approach or exceed 100 feet
in height, they are set back from 38th Avenue.
Community members, especially residents
who live in the blocks north of 38th Avenue,
expressed a desire to retain similar setbacks in any
redevelopment or to step development intensity
down as it approaches the 38th Avenue right-of-
way.
Buffers and Transitions to Existing Neighborhoods
The priority for the western, eastern, and southern
redevelopment areas is to thoughtfully transition
to and buffer from existing single family detached
neighborhoods. These critical transition areas should
be a combination of lower density residential and/
or open space. Important considerations for this
area include:
Appropriate Scale and Orientation
The most important consideration expressed by
neighbors living to the west, south and east of the
Campus was for development that is of a compatible
creating mixed income housing with an emphasis
on affordability and options to rent and own.
Target audiences identified include families, young
professionals, empty nesters, seniors, and working-
class and lower-income residents.
Exploration of New Employment Opportunities
Many participants in the planning process expressed
disappointment that the hospital will be moving.
They appreciated that SCL Health will be keeping
operations in Wheat Ridge, but were hopeful that
a portion of the Campus could still serve as an
employment center when it is redeveloped. New
employment opportunities should be explored as a
detailed development program is identified.
Preservation and Adaptive Reuse
Community members expressed a strong desire
to preserve the Chapel and the Blue House along
38th Avenue. The future owner and developer of
the Campus should explore options preserve and/
or adaptively reuse one or both of these structures.
Through a high-level facility assessment, the North
Tower of the hospital was deemed to have the
highest adaptive reuse potential. The North Tower
and other buildings on Campus should undergo a
Buffers and
Transitions
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 53
scale as the single-family homes that abut the
Campus. The buffer and transition areas mapped as
part of the Development Framework should include
lower density development that is oriented in ways
to respect and complement existing neighborhood
development.
Compatible Uses
In addition to scale, community members expressed
a strong desire for uses that reflect or respond to
the neighborhood feel and character of those areas.
Lower density residential and/or open space are
prioritized for the western, southern, and eastern
edges of the Campus.
Existing Assets
Pedestrian and Bicycle Connectivity
Most participants in the planning process supported
the creation of a more robust pedestrian and
bicycle network connecting to and through the
Campus. With that said, many community members
were concerned about new vehicular connections
between existing neighborhoods and new
development on the Campus. Many thought that
new vehicular connections will increase cut through
traffic on neighborhood streets.
Integration of Existing Assets
The Lutheran Campus is a highly valued community
asset in part because of the open space it provides.
The topography across the site frames the Rocky
Mountain Ditch that traverses the site from
southeast to northwest. Areas south of the ditch are
approximately 30 feet higher than areas south of
the ditch. In addition, many of the existing buildings
have varying degrees of community and financial
value. Important considerations related to existing
assets include:
Retention of Tree Canopy
Future redevelopment of the Campus should work
to integrate the tree canopy on the Campus to the
extent possible. The mature trees, especially along
the Rocky Mountain Ditch, are important assets on
a Campus with a relatively low level of tree canopy
coverage.
Utilization of the Existing Topography
Future redevelopment of the Campus should work
to integrate the existing topography on the Campus
to the extent possible as well. The site topography
may also be helpful in adding height to the future
development in strategic and less noticeable
locations as taller buildings north of the ditch will
appear notably shorter than taller buildings south of
the ditch due to a significant change in elevation.
Integration of Existing Access Points
The Lutheran Hospital is a major traffic generator
and is well supported with the two access points
along 38th Avenue and the access along 32nd
Avenue. These existing access points should be
integrated into the future redevelopment plans.
Prioritization of Adaptive Reuse Opportunities
As stated above, existing buildings on the Campus
should be examined for adaptive reuse potential.
The Chapel, Blue House and North Tower should be
prioritized in this assessment. Other opportunities
may include other portions of the hospital facilities
and West Pines Behavioral Health facilities (pending
SCL Health’s decisions).
DEVELOPMENT FRAMEWORK AND TYPES
54 LUTHERAN LEGACY CAMPUS MASTER PLAN
DEVELOPMENT TYPES
As an important companion to the Development
Framework, individual Development Types further
illustrate land use and form combinations and their
potential locations throughout the Campus. The
geographies mapped for each of the Development
Types are not mutually exclusive. Rather, the
mapping is intended to depict where each
Development Type is appropriate and inappropriate
on the Campus. A further level of nuance is provided
on suitability maps with lighter and darker colors
communicating less community support and more
community support, respectively.
Civic Campus
Retail and
Restaurant
Destination
Office Node
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 55
Middle Density
Neighborhood
Higher Density
Neighborhood
Parks, Plazas and
Open Space
Lower Density
Neighborhood
DEVELOPMENT FRAMEWORK AND TYPES
56 LUTHERAN LEGACY CAMPUS MASTER PLAN
Civic Campus
Civic, cultural and community-focused programs
were key uses discussed throughout the
engagement process. Preliminary concept
alternatives explored various sizes and locations for
these types of uses, including a large civic campus
located in the center of the site, as well as smaller
locations along 38th Avenue and in an adaptive
re-use of existing office facilities. The provision
for these types of uses and spaces will require a
significant investment and funding. Pending the
financial viability and interest from the City and other
Potential for
adapative reuse of
existing facilitiies
CIVIC CAMPUS SUITABILITYCIVIC CAMPUS SUITABILITY
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 57
civic partners, a civic campus could include uses
such as:
• City Hall and City Offices
• Jefferson County Branch Library
• Recreation Center
• Cultural Facility
• Art and/or History Museum
• Theatre, Visual, and Performing Arts Space
• Public Art
• Outdoor Event Space
In whatever combination comes to fruition, these
uses are most appropriate in the center of the site,
and perhaps with some presence along 38th Avenue.
Some institutions, such as the library, would likely
require a presence along a major corridor if 1) they
are to relocate from their current operations along
32nd Avenue and 2) they’re not tied to a larger, civic
campus. It is unlikely that an adaptive reuse of any
of the hospital facilities would be well suited for
any civic uses, however, one or more of the central
medical office buildings may be appropriate for small
uses such as City Hall and/or the City offices. Open
space improvements and programming tied to any
of these uses will also be a key consideration.
Civic gathering
spaces
Cone eum hil incte
posapit faceptatur,
solorerum.
Iconic architecture
for new cultural
amenities
Performating
arts and museum
spaces
DEVELOPMENT FRAMEWORK AND TYPES
58 LUTHERAN LEGACY CAMPUS MASTER PLAN
Office Node
Excepting the Foothills medical office building
(MOB), the existing medical office uses on site
comprise approximately 180,000 gross square feet.
Through the real estate analysis, it was determined
that new office uses were likely not going to be
provided by the market beyond an additional 50,000
square feet of the current program. Whether or not
those existing office uses remain in their existing
places, or if new office users were to relocate to the
office space, the eventual location of office uses on
the site is likely the most flexible. Office use is flexible
because it can vary in scale and character. So, while
appropriate in the center of the site, office is a viable
Existing office to
remain
OFFICE NODE OFFICE NODE SUITABILITYSUITABILITY
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 59
use along the majority of the 38th Avenue frontage,
as well as into the southeastern corner of the
Campus. While a large office user is possible, it is less
likely and should not be the primary consideration.
Current or
adaptive reuse of
existing office
Current or
adaptive reuse of
existing office
New, limited office
opportunities
DEVELOPMENT FRAMEWORK AND TYPES
60 LUTHERAN LEGACY CAMPUS MASTER PLAN
Retail and Restaurant Destination
A retail and entertainment destination for both
community members as well as visitors to Wheat
Ridge was another consistent element discussed
throughout the engagement process. The
destination type, though varied, largely focused on
the provision of local retail and restaurant spaces, as
well as the consideration for entertainment. The arts
element noted in the ‘Civic Campus’ section, paired
with an entertainment-focus, indicates a possibility
for a themed-district within the larger Campus
development.
Mixed-use retail
main street
RETAIL AND RESTAURANT RETAIL AND RESTAURANT DESTINATION DESTINATION SUITABILITYSUITABILITY
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 61
From a market standpoint, there’s likely limited
potential given the:
• Detached nature of the site from the retail energy along Wadsworth Boulevard and 38th Avenue east of Wadsworth Boulevard; and
• Desire to not ‘cannibalize’ existing retail at the Corners, the Ridge on 38th, and elsewhere throughout Wheat Ridge.
However, for the limited retail that is both viable
and complementary to the potential mix of uses
throughout the rest of the site, this development
type is likely most appropriate along 38th Avenue
with a concentration at the existing signalized
intersection with Balsam Street/Lutheran Parkway
North. From there, the viability decreases as the
use moves eastward or into the site. Moving into
the site, a retail environment could create a sort -of
‘main street’ if paired with adequate redevelopment
to ensure a high-enough density of residential, office
or mixed-use that supports the retail and offsets a
lack of visibility from 38th Avenue typically required
for retail/restaurant users. Retail and restaurant
uses should contribute to both the character of the
site and the City’s placemaking goals, and should not
solely cater to vehicle traffic on 38th ave.
Neighborhood-
scale restaurant
Cone eum hil incte
posapit faceptatur,
solorerum.
Community
supporting retail
opportunities
Small-scale
retail supportive
environement
DEVELOPMENT FRAMEWORK AND TYPES
62 LUTHERAN LEGACY CAMPUS MASTER PLAN
Higher Density Neighborhood
Given the height limitations tied to residential
development (35-foot limit in both the City Charter
and Zoning and Development Code), multi-family
products will likely necessitate an amendment to the
Charter to identify an area or areas where additional
height is allowed. The area that the community
identified as a most appropriate for additional height
is the central area south of the Rocky Mountain
Ditch (see Chapter 5: Detailed Recommendations
and Considerations for additional descriptions).
The density of these housing products are likely
between 25 and 60 dwelling units per acre, though
Existing senior
housing example
HIGHER DENSITY HIGHER DENSITY NEIGHBORHOOD NEIGHBORHOOD SUITABILITYSUITABILITY
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 63
could be higher or lower. (The height limitation
would not apply to adaptive re-use of the existing
hospital where heights above 90’ for the original
1923 hospital and 100’ for the 2008 North Tower
addition.)
Along 38th Avenue, the engagement process
revealed that there is limited support for higher
density residential products unless they are set back
from the right-of-way. Higher density residential
uses should step up heading south and respect
existing single-family neighborhoods. The one
exception to this is the North Tower. Given the size
of the North Tower (approximately 385,000 gross
square feet, and over 100+’ in height), this building
could likely provide between 350 to 400 new
residential units if repurposed. Given the presence
and scale of the North Tower, this has the potential
to be a signature project that could accommodate a
diverse range of multi-family house types, such as
market-rate, affordable and senior.
Multi-family
hosuing example
Cone eum hil incte
posapit faceptatur,
solorerum.
Active ground
floors in multi-
family housing
New multi-family
housing example
DEVELOPMENT FRAMEWORK AND TYPES
64 LUTHERAN LEGACY CAMPUS MASTER PLAN
Middle Density Neighborhood
Considering the emphasis placed on housing
diversity, middle-density residential is an important
and distinctly separate use designation. First, it
can largely be achieved through existing residential
height restrictions. Furthermore, it allows for a
‘wedding cake’ or tiered effect to be put in place to
ensure adequate transitions between potentially
denser projects at the center of the site, and lower
density projects deemed most appropriate at the
perimeter of the Campus. The density of these
housing products is likely between 10 and 25
dwelling units per acre, though could be higher or
lower.
Yarrow gardens
housing example
MIDDLE DENSITY MIDDLE DENSITY NEIGHBORHOOD NEIGHBORHOOD SUITABILITYSUITABILITY
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 65
This particular housing type, which includes mostly
attached products such as smaller multifamily
buildings, townhomes, duplexes and triplexes has
the highest return on investment for any building
type within the current zoning designations,
City Charter restrictions, and the current real
estate market. Through trade-offs (see Chapter
6: Implementation Strategy and Next Steps), this
housing and neighborhood type can be part of a
diverse mix of housing serving a variety of Wheat
Ridge’s housing needs, while not overwhelming
the entire site. The Middle Density Neighborhood
development type is most appropriate along the
existing parkways, and primarily south of the ditch.
Duplex housing
examples
Cone eum hil incte
posapit faceptatur,
solorerum.
38th Ave
townhome
housing example
DEVELOPMENT FRAMEWORK AND TYPES
66 LUTHERAN LEGACY CAMPUS MASTER PLAN
Lower Density Neighborhood
Throughout the entire engagement process, the
provision of lower density residential units on the
site received consistent support. This development
type best reflects the adjacent development
patterns in the largely single-family residential
neighborhoods, and it provides new opportunities
for those wishing the move to or remain in Wheat
Ridge. Within a lower density neighborhood,
there are many residential products that may be
appropriate, from detached single-family homes
and patio-products to other lower density attached
homes. The density of these housing products is
LOWER DENSITY LOWER DENSITY NEIGHBORHOOD NEIGHBORHOOD SUITABILITYSUITABILITY
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 67
likely between 5 and 15 dwelling units per acre,
though could be higher or lower.
Given the existing single-family homes surrounding
the site, the Lower Density Neighborhood
development type is most appropriate adjacent to
them. This is predominantly along the entire west
and east edges of the site – along Dudley Street
and backing up against the homes that front Allison
Court and Zephyr Court (while not encroaching
on the existing Denver Water easement in the
southeast corner of the site which provides a buffer
in and of itself).
Lower density
residential
exmaples
DEVELOPMENT FRAMEWORK AND TYPES
68 LUTHERAN LEGACY CAMPUS MASTER PLAN
Parks, Plazas and Open Spaces
All development should integrate open space
and placemaking. Beyond those project-specific
improvements, larger parks, plazas and open spaces
will be an important element in the reimagining of
this Campus. The type and size of open space – be it
a large scale, active park similar to Discovery Park,
a community amphitheater, or small pocket parks
and plazas – should be determined at the time of
redevelopment in cooperation with the City. New
parks and public spaces should serve both the
existing community as well as the new development.
The provision for these types of uses and spaces will
require a significant investment and funding.
Large Plaza
PARKS, PLAZAS AND PARKS, PLAZAS AND OPEN SPACES OPEN SPACES SUITABILITYSUITABILITY
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 69
Not dissimilar to the Lower Density Residential
products, new open space should serve multiple
functions, not just in the provision of new park
space, but in the creation of a physical buffer
between existing residential neighborhoods and
redevelopment on the site. As a buffer, these
locations are most appropriate along the western
edge (along Dudley Street), and along the eastern
edge (primarily north of the ditch). Additionally,
while the Rocky Mountain Ditch should maintain
approximately 6 acres of water conveyance
and buffer from new development, there is an
opportunity to leverage the existing open space
corridor by formalizing park and plaza space to
augment the ditch greenway and connect via trails.
Amphitheater
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Small plaza
Neightborhood
parks
Agricultural
Themed Park
Large Active Park
DEVELOPMENT FRAMEWORK AND TYPES
70 LUTHERAN LEGACY CAMPUS MASTER PLAN
closer to redevelopment, this analysis took a “worst-
case scenario” approach and looked at the maximum
density of land uses that could be built on this site to
determine the traffic impacts in this greatest density
scenario. If the final development is ultimately less
dense than the scenario analyzed, the generated
trips would likely have less of an impact on traffic
operations than what is shown in this report.
The future traffic analysis estimated what future
traffic operations will look like in the year 2045 for
the three intersections providing access into and out
of the Lutheran Campus site:
• Lutheran Parkway West/38th Avenue
• North Lutheran Parkway/38th Avenue
• 32nd Avenue/North Lutheran Parkway
The future traffic analysis builds off of the existing
conditions traffic analysis previously conducted.
The existing conditions traffic analysis found that
two of the three intersections operate acceptably
(LOS C or better per City of Wheat Ridge standards)
under existing conditions. However, the intersection
of Lutheran Parkway West /38th Avenue currently
does not operate at an acceptable level of service in
both the AM and PM peak hours. For more details on
the existing conditions traffic analysis and results
see the Appendices for the full existing conditions
transportation report.
SUPPORTING SYSTEMS
In support of the overall Development Framework,
a more focused look at transportation and
infrastructure was conducted to better understand
further impacts of change. As previously noted,
this Master Plan does not have a single, preferred
concept. Without a singular program and layout,
individual uses and densities are not assigned and
therefore an analysis of a preferred direction for
transportation and utilities cannot be performed
at this master planning stage. However, in lieu of
a preferred concept, an analysis can be performed
of a hypothetical development possible within the
Development Framework that would create the
greatest infrastructure demands. In this case, the
highest-intensity uses were identified across the
site to determine the most intensive development
outcome. This means uses were assigned in a
hierarchical format based on how many vehicle trips
they generate and how much water they demand.
From that exercise, the analysis revealed the
following:
Transportation Assessment:
This section describes the transportation
assessment and recommendations for the Lutheran
Campus site. It includes a future traffic analysis
based on the land use conditions which are assumed
to generate the most demand. It analyzes the need
to improve the existing and 2045 transportation
conditions entering and existing the site and
provides recommendations to improve traffic
operation and safety for vehicles, pedestrians,
and bicyclists. In addition to this quantitative
assessment for one specified land use scenario,
this section provides general recommendations
for consideration to improve the transportation
circulation, efficiency, and comfort for all modes.
These recommendations include operational
improvements, internal circulation and site access
enhancements, and Transportation Demand
Management strategies.
Future Traffic Analysis
The future traffic analysis analyzes potential
transportation impacts resulting from the
redevelopment of the Lutheran Campus site.
Potential redevelopment land uses were used to
estimate future site generated trips. Since the land
use plan for the site will not be finalized until it is
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 71
Overall, a future redevelopment of the Lutheran
Campus site, even with higher density land uses
than are likely to be built, is not likely to have
significant impacts on the traffic operations
of the study intersections. The intersection of
Lutheran Parkway West/38th Avenue is not
operating acceptably under existing conditions and
not estimated to operate acceptably under 2045
Background Conditions, so mitigation strategies to
improve operations will likely be necessary with or
without redevelopment of the site.
Making the south leg of the intersection right-in, right-out
• Restricting the south leg of the intersection to right-in right-out movements would eliminate all left turns into or out of Lutheran Parkway West as well as the northbound through and southbound through movements. Further study would be required to determine whether or not left turns in and out of Cody Street should be maintained. This mitigation strategy could improve operations by eliminating the movements causing delay on the south leg of the intersection. Right-in/right-out access at Lutheran Parkway West, which would shift left-turn access to North Lutheran Parkway, results in LOS E at North Lutheran Parkway without any changes to signal timing, LOS C if splits are optimized, and LOS B if the cycle length is optimized at a cycle length of 70 seconds. Compared to signalization, making the south leg of Lutheran Parkway West/38th Avenue right-in, right-out would likely be a lower cost mitigation strategy.
Signalizing the intersection
• Signalizing the intersection could improve the operation of the intersection because it would give the side-street movements a separate phase or phases, rather than cars having to wait for gaps in traffic on 38th Avenue. This would make being able to execute side-street movements at the intersection more reliable and therefore reduce the average delay of those movements. The peak hour signal warrant of the 2045 Build Conditions is met at this intersection.
Overall, a future redevelopment of the Lutheran
Campus site is likely to have minimal impacts to
traffic operations of the surrounding intersections.
At the end of this section, potential mitigation
strategies are discussed that the city or future
developer could consider for the North Lutheran
Parkway/38th Avenue intersection, which does not
operate acceptably per City of Wheat Ridge Level of
Service standards in both the existing conditions and
future analysis scenarios.
Summary of Findings and Potential Mitigation
Strategies
Under existing conditions (2021), 2045 Background
Conditions, and 2045 Build Conditions, the
intersection of Lutheran Parkway West/38th Avenue
does not operate at an acceptable level of service in
both the AM and PM peak hours per City of Wheat
Ridge standards which require intersections to
operate at LOS C or better. To be in alignment with
City of Wheat Ridge standards, this intersection,
and possible mitigation strategies, should be
further studied to improve operations. Two possible
mitigation strategies for the intersection of Lutheran
Parkway West/38th Avenue that can be explored
are:
DEVELOPMENT FRAMEWORK AND TYPES
72 LUTHERAN LEGACY CAMPUS MASTER PLAN
Infrastructure
Any new or relocated sanitary sewers would likely
connect to 38th Avenue, similar to the existing
condition. Connection to the sanitary sewer in 32nd
Avenue may also be possible for the south end of the
site, depending on the elevation of the existing main
and downstream capacity (not currently known).
New or relocated water mains would likely use the
existing points of connection at Dudley Street, 38th
Avenue and 35th Avenue. Connection may also be
available at 32nd Avenue.
Estimate of Sanitary Sewer (SS) and Water (W) Demands - Based on Land Use
SS Average Daily
Demand
(1000 GPD*)
SS Average Daily
Demand
(1000 GPD)
Existing 314 393
Full-Buildout**340 380
• *GPD: gallons per day
• **Calculations are based anticipated highest use development, accounting for current market conditions. Maximum demands based on the most intense development allowed by zoning may be higher.
These estimates will be used to begin conversations
with the applicable water and sanitary sewer
districts about if any offsite utility upgrades may
potentially be needed to serve the full buildout of the
DEVELOPMENT FRAMEWORK AND TYPES
OCTOBER 2021 73
site. Final layout and sizing for onsite utilities would
be developed through an Infrastructure Master Plan
process by the future developer, to be reviewed by
the City as part of future entitlement processes.
DEVELOPMENT FRAMEWORK AND TYPES
DETAILEDRECOMMENDATIONS
AND CONSIDERATIONS
CHAPTER 5
Cone eum hil incte posapit
faceptatur, solorerum sed
excerem pelicip ientiosto que
volupta tibus.
Within the overall Development Framework for the Campus, four primary sub-geographies or zones were identified through phase one of the engagement process.
Each zone was examined to better understand land use,
connectivity, infrastructure and amenity implications at a more
granular level. Within each zone, there are a mix of uses that
are most appropriate to consider for future development and
rezoning. Additionally, based on those future development
patterns, there are a number of other factors to take into
consideration.
76 LUTHERAN LEGACY CAMPUS MASTER PLAN
DETAILED RECOMMENDATIONS AND CONSIDERATIONS
While Chapter 4 outlined Development Types
across zones, this chapter describes important
considerations by zone which apply regardless of
Development Type. Chapters 4 and 5 should be used
together to assess any future zone change.
.
ZONE 1
Existing Conditions
Zone 1 is located on the western edge of the
Campus, from 38th Avenue to approximately
33rd Avenue, and from Dudley Street to Lutheran
Parkway West and is approximately 23 acres. This
zone does not include the adjacent Wheat Ridge
Evangelical Lutheran Church and their associated
parking lot. Of the existing elements within Zone 1,
the Foothills Medical Office Building, approximately
45,000 gross square feet, and associated parking
will likely remain in place in their existing form and
use, regardless of what may change elsewhere on
Campus. The other elements south of the Rocky
Mountain Ditch, include a metal storage building,
surface parking, stalled construction pads and a
helicopter landing site. Those elements are tied
together by a remnant landscape berm along Dudley
Street and overgrown vegetation that currently is
concealing defunct, privately owned park elements.
Potential Mix of Uses
Given the proximity to the existing residential
neighborhood west of Dudley Street, Zone 1 will
have fewer intensive uses and primarily consist of
lower density residential units that are compatible
with the surrounding single-family homes. The
existing medical offices on the corner of 38th and
Dudley will be preserved, and open space will be
integrated into the site providing connectivity to
other zones that provide more uses.
Urban Design and Building Form
With Lower Density Residential being the primary
Development Type of the zone, single family
homes (detached or attached), duplexes, triplexes,
and other attached products will be constructed
and building form should be compatible with the
surroundings regardless of housing type. Walkability
and connectivity to other zones and existing
neighborhoods should be prioritized.
Multi-Modal Connectivity
With more intensive uses located in other zones,
the site will offer safe bike and pedestrian routes
so residents will not have to use vehicles to access
amenities. Residents in this zone are more likely to
own vehicles, so access to the major throughways
around the Campus will be accommodated in a
thoughtful way that minimizes impacts on existing
neighborhoods.
OCTOBER 2021 77
DETAILED RECOMMENDATIONS AND CONSIDERATIONS
Community Desires and Benefits
This zone will act as a buffer between existing
neighborhoods and dense development in the
center of the site, addressing community concerns
about new development not being compatible
and negatively impacting their properties. It
also increases the probability that there are
homeownership opportunities for families who want
to live in new single-family homes.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Foothills medical
office building
Overgrown private
ball field
Storage yard and
facility
Stalled parking lot
construction
78 LUTHERAN LEGACY CAMPUS MASTER PLAN
DETAILED RECOMMENDATIONS AND CONSIDERATIONS
ZONE 2
Existing Conditions
Zone 2 is located on the northern edge of the
Campus, from 38th Avenue to the Rocky Mountain
Ditch, in between the Lutheran Parkways, and is
approximately 21 acres. The predominant use in
this zone is the nearly one million square feet of
hospital operations. This includes both the original
hospital, as well as the North Tower expansion
in 2008. Other elements include the associated
surface parking, medical office building #4, and the
central utility plant. Of more historic significance and
community interest, this zone also includes the Blue
House, Chapel and old water tank. The majority of
the operations in this zone will be relocating to the
new medical campus at Clear Creek Crossing, and
therefore, may be subject to notable change.
Potential Mix of Uses
With the community expressing interest in more
intensive use of this area (as compared with Zones
1 and 4), Zone 2 can provide a mix of uses including
community destinations, employment opportunities,
and a diversity of housing. A distinguishing element
of this zone would be the retail along directly Along
38th Avenue and the northern most section of
Lutheran Parkway North.
Urban Design and Building Form
With denser, multifamily housing, office, civic uses,
and retail concentrated in this space, a dynamic
and vibrant public realm will be key to allow for an
engaging experience for residents, workers, and
visitors. Buildings should be designed to maximize
public access and circulation for pedestrians and
provide amenities that encourage people to linger
and engage with the space. Retail with an engaging
ground floor and streetscaping will be key to
encouraging foot traffic.
Multi-Modal Connectivity
With this zone directly fronting 38th Avenue, transit
will be an important part of accessing this zone. Bike
and pedestrian connectivity to adjacent areas, and
within the site, will also be critical. Given existing
traffic along 38th Avenue, vehicular access should
still be prioritized to minimize congestion for drivers.
Community Desires and Benefits
Some strategic retail will be a key component
for delivering additional community needs and
amenities, particularly creating a walkable, main
street environment. Access to the Rocky Mountain
Ditch will be another key amenity to this zone.
The concentration of civic uses also provides
the opportunity to integrate facilities such as
amphitheaters, libraries, and plazas for residents
and visitors to enjoy.
OCTOBER 2021 79
DETAILED RECOMMENDATIONS AND CONSIDERATIONS
Historic Structures
Unique to Zone 2 are the Chapel and Blue House.
Through the engagement process, both of these
facilities were identified as key community assets
with historic value. Currently, neither facility is
designated on the historic places register. Both the
Chapel and Blue House should be targeted for 1)
Preservation, 2) Rehabilitation, or 3) Restoration,
assuming that other, adjacent development can
offset the reduced return on the investment.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Chapel courtyard
38th Ave, looking
East
Lutheran Parkway,
looking South
Blue House
80 LUTHERAN LEGACY CAMPUS MASTER PLAN
DETAILED RECOMMENDATIONS AND CONSIDERATIONS
ZONE 3
Existing Conditions
Zone 3 is located in the center of the Campus,
bounded by the Rocky Mountain Ditch on the north
and between the two Lutheran Parkways on the
east, west and south, and is approximately 17.5
acres. The predominant use or element in this area
is surface parking, accounting for nearly 60% of
this entire zone. This parking largely supports the
three medical office buildings (numbers 1, 2 and
3) also located in this zone. These three buildings
are currently under a land lease with a real estate
investment trust (REIT), Ventas. The future of these
buildings will be determined by the REIT following
an analysis of current and future operations in light
of the hospital leaving this location. Other elements
in this area include a smattering of art installations,
detention ponds, and walking trails along the Rocky
Mountain Ditch.
Potential Mix of Uses
As the central portion of the site, along with the
community expressing the most interest for height
and density in this area, Zone 3 accommodates the
greatest diversity of development types including
community destinations, employment opportunities,
and a diversity of housing.
Urban Design and Building Form
With denser, multifamily housing, office, and civic
uses concentrated in this space, a dynamic and
vibrant public realm will be key to allow for an
engaging experience for residents, workers, and
visitors. Buildings should be designed to maximize
public access and circulation for pedestrians and
provide amenities that encourage people to linger
and engage with the space.
Multi-Modal Connectivity
Given the density of the zone, non-vehicular modes
of transportation should be prioritized to minimize
congestion on site. With transit stops remaining on
the edge of the Campus, safe and accessible bike
and pedestrian routes leading to this zone will be
critical.
Community Desires and Benefits
The Rocky Mountain Ditch will be a key amenity to
this zone. A potential concentration of civic uses
provides opportunities to integrate facilities such
as amphitheaters, libraries, and plazas for residents
and visitors to enjoy.
OCTOBER 2021 81
DETAILED RECOMMENDATIONS AND CONSIDERATIONS
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Bike parking
Surface parking
for MOBs
Existing medical
office building
Sculpture on
campus
82 LUTHERAN LEGACY CAMPUS MASTER PLAN
DETAILED RECOMMENDATIONS AND CONSIDERATIONS
ZONE 4
Existing Conditions
Zone 4 extends along the eastern and southern
edges of the Campus, from 38th Avenue to 32nd
Avenue, and from Lutheran Parkway to the existing
single family residential along both Allison Court
and Zephyr Court. A Denver Water easement
extends along the southerly eastern edge. Zone 4is
approximately 38.5 acres. In the south end, Collier
Hospice, approximately 36,000 gross square feet,
and its associated parking and access drive, total
approximately 5 acres in size; they will remain in
place in their existing form and function, regardless
of what may change elsewhere on Campus. In the
center of this zone, south of Rocky Mountain Ditch,
the West Pines Behavioral Health facility will stay
on the Lutheran Campus as SCL Health evaluates
alternative options for locations and partners
as mental health care is an integral part of SCL
Health’s commitment to the community. This plan
contemplates a longer-term usage and does not
suggest there will be any immediate change to the
operations. The remaining area south of the ditch is
comprised of large open fields and detention ponds.
North of the ditch, most of the space is devoted
to surface parking for the hospital, as well as the
Bridges Health & Wellness facility.
Potential Mix of Uses
Given the proximity to the existing residential
neighborhood along Allison Street, Zone 4 will
have fewer intensive uses and primarily consist of
the Lower Density Residential development type,
with dwelling units that are compatible with the
surrounding single-family homes. The existing
hospice center at the south end of zone will be
preserved, and open space will be integrated into
the site providing connectivity to other zones that
provide more uses. There could also be retail along
Lutheran Parkway and 38th Avenue, and some office
use at the current West Pines location.
Urban Design and Building Form
With lower density residential being the primary
use of the zone, single family homes, duplexes,
and triplexes, and other attached products will
be constructed. Walkability and connectivity to
other zones and existing neighborhoods should be
prioritized.
Multi-Modal Connectivity
With more intensive uses located in other zones,
the site will offer safe bike and pedestrian routes
so residents will not have to use vehicles to access
amenities. Residents in this zone are more likely to
own vehicles, so access to the major throughways
around the Campus will be accommodated in a
thoughtful way that minimizes impacts on existing
neighborhoods.
OCTOBER 2021 83
DETAILED RECOMMENDATIONS AND CONSIDERATIONS
Community Desires and Benefits
This zone will act as a buffer between existing
neighborhoods and denser development in the
center of the site, addressing community concerns
about new development not being compatible and
negatively impacting their properties. It also ensures
that there are homeownership opportunities for
larger families who want to live in new single-family
homes. Retail will be a key component for delivering
additional community needs and amenities,
particularly creating a walkable, main street
environment.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Cone eum hil incte
posapit faceptatur,
solorerum.
Collier Hospice
Southeast corner
open space
Northeast surface
parking
West Pines
walkways
IMPLEMENTATIONSTRATEGY AND NEXT STEPS
CHAPTER 6:
Eastern-most medical office
building on campus, currently
leased by Ventas
86 LUTHERAN LEGACY CAMPUS MASTER PLAN
IMPLEMENTATION STRATEGY AND NEXT STEPS
New structure
Plan designation
Building height
exercise from the
walking tour
PROCESS MOVING FORWARD
Chapters 1 through 5 have provided the background
and description of a Development Framework from
which SCL Health, the City of Wheat Ridge, and the
larger community can be assured of several key
tenets to redevelopment, while maintaining the
necessary level of flexibility to respond to the needs
of the community and the reality of market forces
over a 15-20 year planning horizon. Moving forward,
additional steps should be taken to ensure that the
vision and recommendations from this plan become
a reality.
Amend Envision Wheat Ridge
The first step to transitioning from the
recommendations of this plan to an actionable
step will be to amend the designations for this
project area in the Structure Plan exhibit of Envision
Wheat Ridge, the City’s Comprehensive Plan. In
addition, this Master Plan should be adopted as an
amendment to Envision Wheat Ridge.
Property Disposition and Re-Entitlement
While the disposition of the property will ideally
follow the formal amendment to Envision Wheat
Ridge, in all reality, SCL Health may choose to
dispose of the property at any point in time.
However, following the disposition of the property
to one or more owners, and following the formal
amendment to Envision Wheat Ridge, it is
anticipated that new entitlements and zoning
designations may be required to satisfy the needs
of a new development program. Chapters 3 and 4
of this document should provide adequate guidance
from which Staff may review in reference to new
development proposals.
Amendment to Charter
Through the process, there were a number of
community- and civic-focused amenities and
uses that were deemed highly desirable by the
community. Given the lower redevelopment value
of public uses and open space, a tradeoff may need
to take place. The provision for these types of uses
and spaces will require a significant investment and
funding Additional height above and beyond the
35-foot height limit for residential uses and 50-
foot height limit for non-residential uses may be
OCTOBER 2021 87
Aerial of the
existing Lutheran
Legacy Campus
IMPLEMENTATION STRATEGY AND NEXT STEPS
88 LUTHERAN LEGACY CAMPUS MASTER PLAN
IMPLEMENTATION STRATEGY AND NEXT STEPS
required to offset the development with lower or no
return. The two areas identified for consideration
of increased height limits were Zones 2 and 3 (see
Chapter 4 for more information). Both zones should
be considered for additional height allowances.
In Zone 2, given the current hospital’s height of
over 100’ and the lower elevation of this portion
of the Campus, the City should explore a height
amendment to allow mid-rise buildings. However, a
buffer of no less than 35 feet should be maintained
from the existing southern edge of the 38th Avenue
right-of-way to maintain an average of distance of
125 feet between new potential development and
the existing single family residential. In Zone 3, given
the higher elevation (approximately 20-30 feet), the
City should consider a height amendment to allowing
buildings up to between 50-60 feet, or 4-5 stories.
While a charter amendment through a ballot
question can extend the upper limit for
development, other regulatory tools such as zoning
and development agreements can outline the
expectations for earning these heights, within the
bounds of economic feasbility and are not overly
prohibitive to redevelopment. Locating additional
height and density in Zones 2 and 3 these areas
should be paired with additional regulatory tools tied
Bicycle and
Pedestrian Master
Plan document
OCTOBER 2021 89
IMPLEMENTATION STRATEGY AND NEXT STEPS
to the provision of the community- and civic-focused
amenities and uses. In other words, additional
height should be tied to additional “benefit” for the
community. Additional considerations for projects
that could be linked to height amendments include:
• Additional fees based on a unit count/percent gross square feet for development in excess of the existing height restrictions;
• Community benefit agreements;
• Supplemental project-specific open space requirements above and beyond the existing code requirements; and/pr
• District-based fees.
Evaluate Creation of Urban Renewal Area
Above and beyond the challenges that height
restrictions play in redevelopment, there will be
financial complexity when determining how to fund
redevelopment of or provision for adaptive reuse
of existing structures, update and/or expansion
of the utility and infrastructure systems, and
enhancements of the public realm. In consideration
of those challenges, the City should evaluate the
creation of an Urban Renewal Area (URA), beginning
with a Conditions Survey.
The Wheat Ridge Urban Renewal Authority,
otherwise known as Renewal Wheat Ridge (RWR)
is committed to improving the visual aesthetics
and environmental aspects of the community, both
concerns that have been noted in the engagement
process given the infrastructural implications of
redevelopment and the declining quality of the
existing open space.
Additional Infrastructure and Sustainability Tools
Infrastructure Master Plan
In order to ensure that all developments within the
site have adequate access and utility capacity (which
will help ensure that no portion of the site remains
undeveloped due to overly burdensome utility
extension requirements), Low Impact Development
(LID) practices, such as minimizing impervious
surfaces, dispersing runoff and managing near the
source (including the use of green infrastructure)
should be used in the development of the Master
Plan.
At a minimum, each of the Green Infrastructure
(GI) techniques listed in the Utilities and Drainage
Analysis Appendix should be evaluated for feasibility.
This includes performing adequate survey and
geotechnical investigation at the master plan level
to be able to characterize the infiltration potential of
the site and downstream storm drain constraints.
Sustainability
The City may encourage development at the site
to obtain sustainability certification. Certification
for vertical development may be at the individual
building scale or master plan scale. LEED and
EcoDistrict certifications are commonly used.
The most common infrastructure certifications are
Envision and EcoDistricts. These would typically be
pursued at the master plan scale but Envision can
also be used for standalone Capital Improvement
Projects.
90 LUTHERAN LEGACY CAMPUS MASTER PLAN
IMPLEMENTATION STRATEGY AND NEXT STEPS
EAST/WEST
SOUTH/NORTH
Dudley St.
Existing Single FamilyNeighborhood
Potential Uses and Heights
Potential Uses and Heights
Existing Campus Use
Lower Density Residential/Open Space Middle Density Residential
Middle Density Residential
Civic/Office/Open Space
Civic/Office
Higher DensityResidential
Higher DensityResidential
32nd Ave
LutheranPkwy West R.M.D.EAST
SOUTH`
following site sections illustrate a hypothetical
development pattern reflective of building heights
that exceed the current height limits in Zones 2
and 3. These illustrations do not reflect an actual,
proposed development.
HEIGHT STUDY
As noted in the previous ‘Amendment to Charter’
section, additional height above and beyond 35-
foot height limit for residential uses and 50-foot
height limit for non-residential uses may be required
to achieve some of the community priorities. The
OCTOBER 2021 91
IMPLEMENTATION STRATEGY AND NEXT STEPS
Existing Single FamilyNeighborhood
Existing Single FamilyNeighborhoodRetail/Office/CivicOpen Space
Adaptive Reuse
Higher DensityResidential/Office
Retail/Office/Civic Lower Density Residential/Open Space
Adaptive Reuse
R.M.D.
Lutheran Pkwy Zephyr Ct.
5,500’
5,530’
5,490’
5,500’
5,460’
5,480’38th Ave
APPROXIMATE SCALE
50’100’200’
NORTH
WEST
92 LUTHERAN LEGACY CAMPUS MASTER PLAN
IMPLEMENTATION STRATEGY AND NEXT STEPS
MULTIMODEL CONNECTIONS, PROGRAMS, AND POLICIES
Internal Circulation and Site Access
Internal circulation of the site for people walking,
biking, and driving will be important to ensure
that people can move both through the site and to
specific destinations efficiently and comfortably. This
section also discusses site access, which identifies
additional connections between the site and the
surrounding transportation network. Increasing
these connections will help provide access to the
planned locally serving uses and create a street grid
that fosters connectivity. This section describes the
internal circulation and site access considerations
for all the campus at large.
All Zones
• A fully connected and intuitive multimodal path and sidewalk network should be completed within the site. The existing site has an extensive path and sidewalk network with only a few missing gaps or substandard facilities; the first priority is to complete these missing gaps and upgrade deficient sidewalks with ADA (Americans with Disabilities Act)-compliant widths and curb ramps. Depending on the development patterns of the site, modifying the current path network to create a gridlike layout would be the next priority. This gridlike structure should provide more direct
access for people walking and biking, create a more intuitive experience, and provide users with more route options.
• For people biking looking for a more direct route, they may choose to bike on internal roadways rather than the path network. Given the forecasted volume and speeds on internal roadways, bike lanes are recommended. If vehicle speeds are greater than or equal to 25 mph or vehicle volumes are greater than 3,000 vehicles per day, a bike lane is needed to provide a low-stress experience for bicyclists.
• Depending on development patterns and the approach to site development, the existing internal roadways should either be maintained or re-envisioned. If the existing roadways are maintained, the previous recommendations regarding the path network identify opportunities for providing more of a street grid within the site. If internal roadways are relocated, they should be done so in a grid. This should create a more human scale, improve connectivity, distribute traffic, and improve walkability.
•
Considerations for Transit Oriented Development (All Zones)
Due to the site’s location adjacent to RTD’s Route
38, and potential future opportunities to increase
the frequency of this route, finding opportunities
to leverage transit is an important opportunity for
future developments on this site. Developments
near transit stops or stations that are designed to
promote accessing the site via transit are called
Transit Oriented Developments (TODs). TODs
consider both the completeness, ease, and comfort
of walking and biking routes between the site and
transit stops, as well as providing information and
amenities that make riding transit accessible and
convenient. TODs also include a mix of land use
types on a site, so that once people arrive on the
site, they can access different amenities they might
need throughout the day without needing to drive.
TODs provide many benefits including reducing
the need for people to drive to and from the site,
reducing the amount of parking needed on the site,
and creating a comfortable environment for walking
and biking around the site.
Transportation Demand Management (All Zones)
Transportation Demand Management (TDM)
strategies are policies, services, and programs
to encourage people to travel by walking, rolling,
bicycling, using transit, or carpooling, rather than
driving alone. Shifting travel modes away from
driving alone allows existing infrastructure (like
roadways, signals, and sidewalks) to operate more
efficiently. TDM strategies are a cost-effective
complement to infrastructure and help optimize
available infrastructure and services and improve
transportation options for everyone.
OCTOBER 2021 93
IMPLEMENTATION STRATEGY AND NEXT STEPS
POTENTIAL FUNDING STRATEGIES AND FINANCING TOOLS
The Master Plan calls for the inclusion of community
amenities that can support the redevelopment of the
campus and the creation of a community gathering
place. As well, the ultimate redevelopment of the
campus will likely necessitate capital infrastructure
investments from both the future developer and the
city to achieve the vision for the area. To support
the funding and financing of these amenities and
infrastructure improvements, a menu of potential
public financing tools has been created that the City
of Wheat Ridge could establish. A description of each
tool, including how it is established, its source, its
benefits, its limitations, and its projected revenue
are provided below. The purpose of this menu is
to provide guidance on the tools the community is
willing to explore in concert with the redevelopment
of the site.
Tax Increment Financing
The use of tax increment financing (TIF) is a major
tool that can be used to fund projects. Tax increment
financing uses net new tax (potentially including
property, sales and use taxes) generated by the
development to fund public improvements that are
needed and support the redevelopment. To use tax
increment financing, the City of Wheat Ridge has
two options. The first is the creation of an urban
renewal area for the campus, which authorizes the
use of TIF for the removal of blight conditions. The
second is the creation of a Downtown Development
Authority (DDA), which is authorized to use tax
increment financing to support the revitalization
of a community’s central business district(s). A
description of each approach and the trade-offs
between each approach are described below.
Urban Renewal
Urban renewal authorities (URAs) are enabled
by state statute, and the City of Wheat
Ridge has an existing URA which is active in
supporting development and revitalization in the
community through its use of TIF. The URA can
use tax increment financing to pay for eligible
redevelopment and public improvements costs
associated with the project. TIF redirects the
incremental property taxes from all taxing entities
(including city, county, school district, and any
special districts) from a new development within
a defined urban renewal area to pay for eligible
expenses including extraordinary costs for
remediation and infrastructure.
Considerations – The City of Wheat Ridge has an
active and engaged Urban Renewal Authority that
has funded several projects in the recent past.
The City’s approach has been to use individual tax
increment districts within in urban renewal areas to
fund needs of specific projects. The application of the
urban renewal area and use of TIF for the Lutheran
Campus may necessitate the use of an area wide
TIF district, with the tax increment clock starting in
concert with the first major developments built on
the campus. To use TIF, the City will have to perform
a conditions study for the campus to document site
conditions to justify the designation of the campus
as an urban renewal area. Since most of the campus
is owned by a non-profit, much of the site is exempt
from property tax. The timing of creation of a urban
94 LUTHERAN LEGACY CAMPUS MASTER PLAN
IMPLEMENTATION STRATEGY AND NEXT STEPS
renewal area and the start of the TIF clock needs to
be completed in concert with the sale/transition of
the land to private ownership.
Downtown Development Authority (DDA)
A potential alternative to the use of TIF through
urban renewal is the establishment of a Downtown
Development Authority. A DDA is quasi-municipal
corporation created to assist municipalities in the
development or redevelopment of central business
districts (CBDs). DDAs are established to promote
development and redevelopment, and to finance
improvements. There are existing DDAs in several
Colorado cities.
DDAs are initiated and designated by a local
legislative body (the City), and DDAs require approval
by a majority of electors residing, owning, or leasing
property within the district, which is a limited
number of parties for the Lutheran Campus. A DDA
can collect and levy ad valorem tax on property (up
to 5 mills) for the cost of operations. It can also
impose fees or charges for services and special
assessments. The City can issue revenue bonds on
behalf of the DDA as well as utilize TIF. There can only
be one DDA in a municipality.
Considerations – The use of a DDA for the Lutheran
Campus may be a desirable alternative to the use
of TIF through urban renewal for a few different
reasons depending on if the needs of the campus
necessitate the use of the added powers. First, a
DDA can fund and serve as a place management
entity for the campus master plan. Additional
property tax mills can be used to fund the place
management entity that could provide event/
campus programming, safety and cleanliness
services for the campus, and other operational costs.
The key limitation is that DDAs are limited to CBDs,
although the statutes do not define what constitutes
a CBD. In the generic sense of the word, the CBD
would apply to most commercial business districts
and would only eliminate primarily residential areas
from consideration. The DDA would not be able to
leverage the residential development in the district
for the operations components. A DDA may be
a more desirable option if the campus becomes
the location of major civic uses and additional
employment/commercial uses.
Other Potential Tools
Below are additional public financing tools that could
also be explored in addition to or instead of the use
of TIF.
General Obligation Bond
The City can choose to seek resident approval of a
bond to fund major capital improvements related to
the campus. The City would dedicate future revenues
to the City’s General Fund or other dedicated revenue
sources to repayment of the bond to upfront the
funding and construction of the improvements.
The use of a bond to fund improvements is
most appropriate for the funding of large public
improvements that serve the community as a
whole and not just the residents/businesses and
the surrounding neighborhoods. Examples of large
projects include the construction of a new municipal
center, community recreation center, performing
arts venue, and other similar community attractions
that are too costly to be supported through the other
tools described in this section and serve a wider
audience that is city-wide or even broader.
General Improvement District (GID)
A general improvement district (GID) is a
public infrastructure district that applies an
additional property tax or assessment to a
specific improvement area to pay for new public
infrastructure (CRS 30-20-501). GIDs can be used
to fund any public improvement or service the
city is authorized to undertake or provide. It is
commonly used to fund infrastructure facilities
(such as roads, utilities, parking garages, pedestrian
improvements, and/or storm water) in a defined
district or subarea shared by or serving multiple
development projects. A GID is initiated by petition
of at least a majority of the owners of property in the
district followed by publication, notice, and public
hearings. A GID can levy a property tax (additional
mill levy) to pay for the specified improvements. It
can alternatively or additionally levy an assessment
that would allow for a varied fee structure based on
benefits received. Bonds can be issued to pay for
up-front infrastructure costs. Although organized
and managed by the City, a GID is a separate
governmental entity with its own board of directors
and powers and duties. The city is not responsible
for any debt. Issuance of debt requires a TABOR
election. Also, any tax levy applies uniformly to
all property owners in the district regardless of
development status.
Considerations - A GID could be used to fund major
public improvements that are needed for the
campus that the project developer is unable to fund
or to fund improvements that serve a more public
purpose than just the facilitation of redevelopment.
Title 32 Metropolitan District (Metro District)
A Metro District is an independent special district
formed to develop and/or operate two or more
public infrastructure improvements and/or services
such as roads, utilities, parks, or public parking.
A metro district is most often created by a land
developer (but requires the City’s approval of the
service plan) to apply an additional mill levy to future
development to create a revenue stream to help
pay for infrastructure costs or services. There is an
industry practice of limiting the mill levy to 50, but
there is no time limit on the duration of the district.
Metro Districts are an effective financing tool for
many development projects. There are several
Metro Districts in the City, including for a couple
of residential properties and for the mixed-use
development at Clear Creek Crossing.
Considerations - A Metro District could be enacted
by the master developer for the project. It is atypical
for a city to enact one, but it can be done. Ultimately,
the Metro District is managed by an elected board
of property owners and residents. Similar to the
GID, a major consideration would be the impact on
the operating costs (from increased property tax)
for businesses and developments attracted to the
campus. The use of Metro District is a good option
to support the development and funding of public
improvements or services that will primarily serve
the future residents and businesses of the campus
(e.g., library branch, public pool, small/pocket parks,
school).
IMPLEMENTATION STRATEGY AND NEXT STEPS
OCTOBER 2021 95
Contact Info
DRAFT SEPTEMBER 2021
APPENDICES
ATTACHMENT 6
APPENDIX A: MARKET ANALYSIS 2
A.1. Market Conditions #
A.2 Market Findings #
APPENDIX B: TRANSPORTATION ELEMENT 6
B.1. Existing Conditions #
B.2 Synchro LOS Reports #
B.3 Main Street Memo #
APPENDIX C: FACILITIES ASSESSMENT 26
APPENDIX D: UTILITIES AND INFRASTRUCTURE ELEMENT 42
D.1. Green Infrastructure Best Management Practices #
D.2 District Provider Memo(s)
APPENDIX E: COMMUNITY ENGAGEMENT SUMMARIES 42
E.1. Focus Groups, Round 1 #
E.2. Focus Groups, Round 2 #
E.3. Stakeholder Steering Committee #
CONTENTS
MARKET CONDITIONS
APPENDIX A.1
203152-Existing Conditions Findings
M EMORANDUM
To: City of Wheat Ridge; MIG, Inc
From: Economic & Planning Systems
Subject: Lutheran Campus Master Plan Existing Conditions –
Preliminary Findings
Date: May 19, 2021
This memorandum provides a summary of the preliminary
findings related to existing demographic, economic, and market
conditions present in Wheat Ridge and the surrounding area. The
memorandum also contains a high-level strengths, weaknesses,
opportunities, and threats (SWOT) evaluation for the site in
terms of capturing new development. Lastly, some major plan
considerations are provided.
Economic & Planning Systems (EPS) evaluated conditions within
the City of Wheat Ridge and within a Primary Market Area that
was defined to encompasses areas in the western portion of the
metro area that have similar conditions and are likely to compete
for capture of new development. The Primary Market Area
boundary is illustrated in Figure 1.
Figure 1 Primary Market Area
Memorandum: Existing Economic Conditions Preliminary Findings
Page | 2
Demographic Conditions
The City of Wheat Ridge has been growing in population and households at a slower rate
than the surrounding Market Area and Denver-Aurora-Lakewood MSA (MSA or Metro
Area) as a whole. In fact, the City lost population (856 residents) between 2000 and
2020 despite adding 450 housing units during this period.
Table 1. Population, Households, and Housing Units, 2000-2020
The average (mean) household income in the City of Wheat Ridge is $83,964 and the
median household income is $61,291. The City has a lower average and median
household income than the Primary Trade Area and MSA. The City has a smaller average
household size (2.13), and the average size has declined since 2000 (2.20). The median
age Wheat Ridge residents is 46 years old, which is higher than the average for the
Market Area and MSA. The City has a greater share of residents 55 years old and older
than primary market area, despite similar housing conditions outside the city.
Description 2000 2010 2020 Total Ann. #Ann. %Total Ann. #Ann. %
Population
Wheat Ridge 32,688 30,153 31,832 -856 -43 -0.13%1,679 168 0.54%
Primary Market Area 236,582 226,287 254,787 18,205 910 0.37%28,500 2,850 1.19%
Denver MSA 2,179,469 2,543,482 2,988,896 809,427 40,471 1.59%445,414 44,541 1.63%
Households
Wheat Ridge 14,466 13,964 14,709 243 12 0.08%745 75 0.52%
Primary Market Area 94,906 95,634 107,203 12,297 615 0.61%11,569 1,157 1.15%
Denver MSA 852,252 1,004,696 1,174,923 322,671 16,134 1.62%170,227 17,023 1.58%
Housing Units
Wheat Ridge 14,837 14,856 15,286 449 22 0.15%430 43 0.29%
Primary Market Area 97,916 101,823 111,901 13,985 699 0.67%10,078 1,008 0.95%
Denver MSA 891,120 1,078,837 1,238,723 347,603 17,380 1.66%159,886 15,989 1.39%
Source: ESRI; Economic & Planning Systems
2000-2020 2010-2020
Economic & Planning Systems, Inc.
Page | 3
Figure 2. Age Distribution, 2020
Economic Conditions
The City of Wheat Ridge is home to over 17,000 jobs based on data from the US Census
LEHD tool. The largest employment sector is Health Care anchored by the SCL Health
Lutheran Medical Center. The Health Care industry has 4,900 jobs in Wheat Ridge and
accounts for 28 percent of jobs in the City. A recent parking study completed for the
Campus found that there are 1,275 full time jobs located on the Campus. However, the
total employment on the site is likely greater and the total capacity of the site (workers
plus patients plus visitors) is likely significantly higher at peak hours. Employment in the
City has declined since 2002, however employment totals have rebounded from low
points in the late 2000’s. Employment in the City has grown by nearly 700 jobs from
2010 to 2018.
4.8%4.7%5.1%
10.5%
11.8%12.5%12.1%
15.3%
12.0%
6.9%
4.3%
5.9%5.7%5.7%
11.8%
14.1%13.8%
12.3%13.2%
9.7%
5.1%
2.7%
6.4%6.6%6.6%
12.4%
14.7%14.1%
12.9%12.4%
8.6%
3.8%
1.6%
0.0%
5.0%
10.0%
15.0%
20.0%
0-4 5-9 10-14 15-24 25-34 35-44 45-54 55-64 65-74 75-84 85+
% Population Wheat Ridge Primary Market Area Denver MSA
Source: ESRI; Economic& Planning Systems
Memorandum: Existing Economic Conditions Preliminary Findings
Page | 4
Table 2. Wheat Ridge Employment by Industry, 2002-2018
Market Conditions
Office and Retail
Wheat Ridge has had a limited amount of new development occur in the City despite
activity in the primary market area that surrounds most of the city. There has been no
new office development in the City since 2010 and average rental rates are much lower
than the Market Area ($15.97 per square foot (SF) versus $21.85/SF ). The City has been
successful in capturing new retail development. The City captured 167,205 square feet of
retail space since 2010. The presence of newer retail spaces has generated higher
average rents per square foot than the Market Rate. New retail development has
occurred along Wadsworth Blvd near the Lutheran Campus, along Kipling Avenue, and in
the western portion of the City in the Applewood area along I-70.
Description 2002 2010 2018 Total Ann. #Ann. %Total Ann. #Ann. %
Agriculture, Forestry, Fishing and Hunting 11 13 5 49 36 2 8.65%44 6 33.02%
Mining, Quarrying, and Oil and Gas Extraction 21 14 17 12 -2 0 -0.96%-5 -1 -4.26%Utilities 22 22 42 29 7 0 1.74%-13 -2 -4.52%Construction 23 1,328 897 1,590 262 16 1.13%693 87 7.42%
Manufacturing 31-33 1,545 939 831 -714 -45 -3.80%-108 -14 -1.52%Wholesale Trade 42 874 699 955 81 5 0.56%256 32 3.98%Retail Trade 44-45 2,614 2,515 2,162 -452 -28 -1.18%-353 -44 -1.87%
Transportation and Warehousing 48-49 271 154 240 -31 -2 -0.76%86 11 5.70%Information 51 376 339 132 -244 -15 -6.33%-207 -26 -11.12%
Finance and Insurance 52 648 569 354 -294 -18 -3.71%-215 -27 -5.76%
Real Estate and Rental and Leasing 53 247 243 224 -23 -1 -0.61%-19 -2 -1.01%Professional, Scientific, and Technical Services 54 1,459 1,084 1,647 188 12 0.76%563 70 5.37%
Management of Companies and Enterprises 55 63 24 75 12 1 1.10%51 6 15.31%Administrative and Waste Services 56 1,455 951 1,190 -265 -17 -1.25%239 30 2.84%Educational Services 61 76 228 430 354 22 11.44%202 25 8.25%
Health Care and Social Assistance 62 4,977 5,702 4,899 -78 -5 -0.10%-803 -100 -1.88%Arts, Entertainment, and Recreation 71 130 88 122 -8 -1 -0.40%34 4 4.17%Accommodation and Food Services 72 1,586 1,315 1,534 -52 -3 -0.21%219 27 1.94%
Other Services (except Public Administration)81 789 697 810 21 1 0.16%113 14 1.90%Public Administration 92 424 96 11 -413 -26 -20.41%-85 -11 -23.72%Total 18,911 16,604 17,296 -1,615 -101 -0.56%692 87 0.51%
Source: LEHD; Economic & Planning Systems
2002-2018 2010-2018
Economic & Planning Systems, Inc.
Page | 5
Figure 3. Retail and Office Development, 2010-2021
Multifamily Residential
There has been a significant amount of multifamily development in the Market Area over
the past 10 years. However, most of this development has occurred outside of Wheat
Ridge in the City of Denver (along 38th Avenue and Colfax Avenue), in the City of
Lakewood (along Colfax Avenue), and in the City of Arvada near Olde Town. The City of
Wheat Ridge captured 628 new apartment units since 2010. The average monthly
apartment rental rate in Wheat Ridge (according to CoStar) is $1.57 per square foot. This
rate has increased by an annual rate of 4.38% percent since 2010. In contrast, the
average rate in the Market Area is slightly higher, $1.67 per square foot and $1.80 in the
MSA. The average rental rates in the Market Area and MSA increased by smaller annual
percent (Market Area – 3.29%, MSA – 3.37%) than rents in Wheat Ridge since 2010. The
newer projects in Wheat Ridge (e.g., West End 38 and the Edison) have out-performed
estimates for absorption and rental rates based on interviews with area developers.
Memorandum: Existing Economic Conditions Preliminary Findings
Page | 6
Figure 4. Multifamily Development, Primary Market Area, 2010-2021
Strengths, Weaknesses, Opportunities, and
Threats (SWOT)
A SWOT analysis was completed to evaluate the potentials for the Lutheran Campus. The
findings are summarized below.
Strengths
• The Lutheran Campus is a known destination in the community and the connotation
of the site with a redevelopment project will help bring awareness and familiarity with
the project.
• The Lutheran Campus is centrally located in the western portion of the Denver Metro
Area. The location has close access to I-70 (via Wadsworth Blvd and Kipling Avenue)
and equal distance proximity to the foothills and Downtown Denver.
• The surrounding market area for the Lutheran Campus is growing and has captured
new development in most major asset classes (for-sale and for-rent housing, retail,
office) in the recent past.
Economic & Planning Systems, Inc.
Page | 7
• The Lutheran Campus is a large infill site of approximately 100 acres. The site’s
infrastructure currently supports a significant amount of traffic and visitors to the
sites (employees, patients, and visitors).
Weaknesses
• The Lutheran Campus is accessed by either 38th Avenue or 32nd Avenue. These
streets have relatively low traffic volumes compared to other nearby arterials such as
Wadsworth Blvd. The lack of frontage and access from Wadsworth limits the appeal
for employment uses, especially retail.
• The site has a mixture of buildings with differing ages and scales. A large portion of
the buildings are likely not good candidates for re-use; if they cannot be repurposed,
they would require demolition and for any environmental issues to be addresses
(e.g., asbestos).
• There has been a limited amount of new market activity in Wheat Ridge in the recent
past, which will make proving out supportable rental rates and land prices more
difficult for project types that are in less demand (e.g., office and retail). As well, the
recent retail development near the site on Wadsworth Blvd has lost its anchor retailer
(Lucky’s Market) and has absorbed more slowly than expected.
Opportunities
• The demand for residential uses is likely to be strong on the Lutheran Campus site
including demand for multiple product types.
• Some of the existing buildings on the site have potential for re-use including the more
recently built structures and some of the historic structures (e.g., Chapel and blue
house).
• A significant portion of the medical office uses on the site are in buildings that are
more modern and house tenants that may not desire to move once the hospital
moves.
• The site configuration and topography provide the opportunity for superior views of
the mountains and surrounding areas. As well, the height of existing buildings and
topography of the site allow for buildings greater than three stories to be fit in with
the existing conditions and surrounding neighborhoods with limited impacts on
existing views and site lines.
• The Campus is largely imbedded into its surrounding neighborhood and can easily be
connected to surrounding residential areas through new access points.
Threats
• Despite the site’s central location, there are competitive retail and employment areas
that have better regional access and locations along major arterials and/or transit
that may be major competitors for new development.
Memorandum: Existing Economic Conditions Preliminary Findings
Page | 8
• The Lutheran Campus has been a major employment location in the City for
generations. The loss of the hospital may lead to surrounding medical oriented
businesses to relocate or leave the site.
• The capture of new retail and employment uses on the Lutheran Campus may
cannibalize potential for reinvestment or new development in other locations in Wheat
Ridge.
Master Plan Considerations
• The Lutheran Campus has potential capture a mixture of uses and a significant
amount of new housing development. The capacity to serve new development using
existing utilities and infrastructure may be more limiting in some instances than
market demand.
• The re-use of existing buildings and/or maintaining some existing uses/users can help
support the creation of a mixed-use destination. The condition of the existing
buildings will have a major impact on their future uses in the redevelopment of the
site.
• The limitations to height of residential uses are major barriers to some potential uses
that can be attracted to the site. The current three-story height limit will impact
feasibility of residential uses without an amendment to the City Charter identifying
areas within the development where additional height may be allowed.
• The legacy of the site as an employment location may be diminished as the site
redevelops, at least in terms of the amount of people working on the site. Creative
strategies are needed to maintain employment uses on the site. Potential
opportunities to create or maintain employment uses include the continuation of
some health care uses especially oriented to senior care or living, incorporation of
small scale agricultural oriented uses (e.g., restaurants, farmers market), maintaining
the existing medical office buildings and users, and potentially the relocation of civic
or cultural uses on to the site.
MARKET FINDINGS
APPENDIX A.2
Draft Final Report
Wheat Ridge Lutheran Legacy
Campus Master Plan Market Study
Prepared for:
City of Wheat Ridge; MIG, Inc
Prepared by:
Economic & Planning Systems, Inc.
EPS #203152
September 26, 2021
Table of Contents
Introduction and Summary of Findings ................................................................ 1
Introduction ........................................................................................................... 1
Summary of Findings ............................................................................................... 1
Economic and Demographic Conditions ................................................................ 5
Population and Households ....................................................................................... 5
Employment ........................................................................................................... 8
Market Conditions and Trends .......................................................................... 11
Retail and Office ................................................................................................... 11
Residential Development Trends.............................................................................. 15
Comparable Projects ....................................................................................... 19
Market Demand .............................................................................................. 23
Office Demand Forecasts ........................................................................................ 23
Retail Demand ...................................................................................................... 26
Housing Demand .................................................................................................. 30
Lutheran Campus Capture ...................................................................................... 32
List of Tables
Table 1. Population, Households, and Housing Units, 2000-2020 ........................................ 6
Table 2. Per-Capita and Household Income, 2020 ............................................................ 7
Table 3. Average Household Size, 2000-2020 .................................................................. 7
Table 4. Wheat Ridge Employment by Industry, 2002-2018 .............................................. 9
Table 5. Employment Forecast by Industry, 2015-2040 .................................................. 10
Table 6. Office Market, 2010-2021 YTD ........................................................................ 13
Table 7. Retail Market, 2010-2021 YTD ........................................................................ 14
Table 8. Wheat Ridge Residential Unit Summary, 2011-2021 ........................................... 15
Table 9. Multifamily Market, 2010-2021 YTD ................................................................. 18
Table 10. Comparable Projects ..................................................................................... 20
Table 11. Office Space Demand Forecast, 2020-2040 ....................................................... 24
Table 12. Office Demand Capture (sq. ft.), 2020-2040 ..................................................... 25
Table 13. Population and Household Projections, 2000-2040 ............................................. 26
Table 14. Primary Market Area Total Personal Income, 2020-2040 ..................................... 26
Table 15. Primary Market Area Expenditure Potential, 2020-2040 ...................................... 27
Table 16. Primary Market Area Retail Demand, 2020-2040 ............................................... 29
Table 17. Primary Market Area Demand Forecast, 2020-2040 ............................................ 30
Table 18. Primary Market Area Housing Demand by Unit Type, 2020-2030 .......................... 31
Table 19. Lutheran Housing Demand by Unit Type, 2020-2030 .......................................... 31
Table 20. Lutheran Campus Estimated Demand, 2021-2031.............................................. 32
List of Figures
Figure 1. Primary Market Area and Retail Trade Area ......................................................... 5
Figure 2. Age Distribution, 2020 ..................................................................................... 7
Figure 3. Retail and Office Development, 2010-2021 ....................................................... 11
Figure 4. Retail and Office Under Construction and Proposed ............................................ 12
Figure 5. Wheat Ridge Residential Unit Summary, 2011-2021 ........................................... 15
Figure 6. Multifamily Development, Primary Market Area, 2010-2021 ................................ 16
Figure 7. Multifamily Under Construction and Proposed, Primary Market Area ...................... 17
Economic & Planning Systems, Inc.
203152-Report Market Findings_9-26-21 1
Introduction and Summary of Findings
Introduction
The City of Wheat Ridge and SCL Health are creating a master plan for the
redevelopment of the Lutheran Medical Center campus (Lutheran legacy campus).
The Lutheran campus is in the core of the City of Wheat Ridge between West 38th
Avenue and West 32nd Avenue in the western portion of the Denver Metro Area.
Lutheran Medical Center has a been a long-standing destination and employer for
the City of Wheat Ridge. SCL Health is moving the hospital and medical services
to a new campus in western Wheat Ridge along I-70. SCL owns the majority of
the land that comprises the campus and has a few existing land leases that may
result in uses remaining on the campus. SCL plans to sell the campus to a master
developer(s) but is interested in maintaining legacy elements at the campus and
to work with the community to maintain the campus importance as a community
destination.
To support the Master Planning effort, Economic & Planning Systems, Inc. (EPS)
was retained to complete a market study and provide guidance on the
supportable land uses that it recommends be planned for as part of the
redevelopment. The goal is to create a marketable and feasible development
framework that the City of Wheat Ridge and SCL Health can use to guide the
project going forward. This report provides a summary of the findings related to
existing demographic, economic, and market conditions present in Wheat Ridge
and the surrounding area to inform the land use plan for the campus.
Summary of Findings
The major findings of the market analysis for Wheat Ridge and Lutheran legacy
campus are summarized below.
1. Wheat Ridge is an attractive community to live in and there is strong
demand for a variety of housing uses that will continue over the next
decade. The Lutheran legacy campus is well suited for residential
development and there is strong demand for single family, attached,
and multifamily units on the site.
Market demand is strong. All residential product types will absorb at a
relatively fast rate given the competitive strength of the Wheatridge market.
The plan capacity, configurations, and product mix are more determined by
supply considerations, rather than demand factors.
Wheat Ridge Lutheran Legacy Campus Market Study
2
EPS estimates that the campus could accommodate over 2,200 units during the
buildout of the project. The Wheat Ridge City Charter limits residential density
(except for specified areas) to 21 units per acre. The City Charter also limits
heights of residential uses to three stories (except for specified areas). The
density cap is applied to the entire 100-acre Lutheran campus, which limits
the development capacity for residential units to 2,100 units. EPS estimates
the market can support capture of this this amount of housing. However, the
limitations on height and density for the campus will likely be greater limit on
the number of units provided in the campus than the market constraints.
The height limit on the City Charter restricts the potential for multifamily
development on the site. Given the existing height of the Lutheran Medical
Center and surrounding office uses, there is a strong argument that taller
residential buildings will not have a negative impact on the surrounding
neighborhoods. The core of the campus between the irrigation ditch and West
38th Avenue, where the main hospital buildings and parking are currently
located, represent the best location for taller buildings both from a
neighborhood context perspective and a market attractiveness standpoint.
The City and SCL Health should seek an amendment to the City Charter to
modify this height limit to allow for four and five story residential projects.
This increase in height limit will create a core within the development that will
create positive synergy among other uses. This change will also increase the
value of the property and provide more flexibility for providing public
amenities in the redevelopment.
2. The Lutheran legacy campus is embedded into a neighborhood
context within Wheat Ridge and lacks visibility and access to major
arterial roadways, which limits its appeal for non-residential uses.
The lack of access to a major arterial road or highway limits the appeal for
office and retail uses. The traffic levels on West 38th Avenue and West 32nd
Avenue are relatively low compared to the north/south arterials in Wheat
Ridge (Wadsworth Boulevard and Kipling Street) where most of the retail and
office uses in the city are located. EPS evaluated similar urban campus
redevelopment projects completed in the recent past in the Denver Metro
Area. Analysis of these comparable campus redevelopments illustrate the
challenges for the Lutheran campus. The comparable projects generally had a
greater density of jobs and housing in the vicinity of those projects. They are
also located on or proximate to large arterial roads with greater traffic
volumes. The Midtown redevelopment project has comparable traffic levels
and is a primarily residential project, while the other examples have more
robust retail and office components to the projects. To overcome the lack of
access and visibility, destination uses are needed to increase appeal for
supporting office or retail space.
Economic & Planning Systems, Inc.
3
3. There is limited demand for retail space on the Lutheran legacy
campus, especially without a retail or entertainment anchor use.
EPS estimates the Lutheran campus can capture up to 30,000 square feet of
retail space. Type of retail that would likely be in demand is convenience retail
and eating & drinking. Without a major anchor store (or entertainment or civic
anchors, the site may be challenged to capture more than 20,000 to 30,000
square feet of retail space due to the level of density in the surrounding area,
traffic levels, and employment uses on the site. The attraction of an anchor
retail uses, such as a grocery store or pharmacy, will increase potential for
retail space.
The retail space that is planned on the site should be located with visibility
and access off West 38th Avenue. The Lutheran Boulevard access street can
serve as a potential retail street that would allow retail uses to be located
along it from West 38th Avenue to the south for no more than two or three
small blocks.
4. Demand for new office space in Wheat Ridge is limited and
development of larger office space in the city is likely not feasible.
While Wheat Ridge has not traditionally had a strong office market, there is
potential for a diversified tenant mix that could drive new demand on the
campus. The total office demand in Lutheran over this 20-year period would
be 241,231 square feet of office space or an average of 12,062 square feet
annually. However, the achievable rental rates found in the Primary Market
Area indicate that the feasibility of new development is likely a challenge and
is a major barrier to market capture. Average rental rates $21.85 per square
foot in the Primary Market Area are much lower than the likely minimum of
$30 per square foot rates needed to support new office speculative product.
There is potential to capture a build-to-suit or single tenant to the site, but the
attractiveness of the site makes this a challenge.
To preserve the strong employment of the site, creative and alternative
approaches are likely necessary. Some potential opportunities to provide
flexibility for or encourage incorporation in the ultimate development include:
• Existing Medical Office Buildings – The existing medical office buildings
on the campus are in various conditions. The newer medical office
buildings have the potential for reconfiguration and use for a broader set
of tenants beyond medical services. Working with SCL and the entity that
currently has a ground lease for some of the medical office buildings to
identify strategies for continued use and investment in these buildings can
help capture the office demand and to maintain an employment presence.
• Entertainment Uses - There may be potential for unique entertainment
uses on the site supported by the city that could maintain the site’s
employment. The re-use of the historic chapel as a performing arts venue
may present an opportunity. The city likely needs to take an active role in
Wheat Ridge Lutheran Legacy Campus Market Study
4
finding partners and funding for creation and operations of this type of
venue. The inclusion of entertainment uses can help bolster demand for
non-residential uses and provide vitality to the project.
• Resident Oriented Health Care - The presence of health care services
can be a way to maintain an employment presence on the campus. The
inclusion of housing products that include health care services as part of
the product is an opportunity. These include housing products that provide
a continuum of care (e.g., senior oriented units, assisted living, memory
care, hospice).
• Civic Uses – A major move that could preserve the employment legacy of
the campus would be for the City of Wheat Ridge to locate civic uses on
the campus. The relocation of City Hall and/or other city administration
uses onto the site can help activate the core of the campus.
Economic & Planning Systems, Inc.
203152-Report Market Findings_9-26-21 5
Economic and Demographic Conditions
EPS identified a primary market area and a retail trade area for the Lutheran
Legacy Campus to evaluate area conditions and trends, shown in Figure 1. These
two areas (Primary Market Area shown in red) and the (Retail Trade Area shown
in purple) are compared to the City of Wheat Ridge (shown in green).
Figure 1. Primary Market Area and Retail Trade Area
Population and Households
The City of Wheat Ridge has been growing in population and households at a
slower rate than the surrounding Primary Market Area and Denver-Aurora-
Lakewood MSA (MSA or Metro Area) as a whole, as shown in Table 1. The city
lost a total population of 856 residents between 2000 and 2020 despite adding 450
housing units during this period. In recent years, growth has accelerated in Wheat
Ridge with the addition of 1,679 residents or 0.54 percent annual growth between
2010 and 2020. However, the city still lags population and household growth in the
Primary Market Area and Denver MSA over the same period. The slower growth
rates in Wheatridge, relative to the other geographies noted in the table below, is
attributed to supply constraints. As noted elsewhere in this report, demand
factors are strong. The generally slow growth rates are not representative of the
market position of the City of Wheatridge or the Lutheran redevelopment site.
Wheat Ridge Lutheran Legacy Campus Market Study
6
Table 1. Population, Households, and Housing Units, 2000-2020
Description 2000 2010 2020 Total Ann. #Ann. %Total Ann. #Ann. %
Population
Wheat Ridge 32,688 30,153 31,832 -856 -43 -0.13%1,679 168 0.54%
Primary Market Area 236,582 226,287 254,787 18,205 910 0.37%28,500 2,850 1.19%
Denver MSA 2,179,469 2,543,482 2,988,896 809,427 40,471 1.59%445,414 44,541 1.63%
Households
Wheat Ridge 14,466 13,964 14,709 243 12 0.08%745 75 0.52%
Primary Market Area 94,906 95,634 107,203 12,297 615 0.61%11,569 1,157 1.15%
Denver MSA 852,252 1,004,696 1,174,923 322,671 16,134 1.62%170,227 17,023 1.58%
Housing Units
Wheat Ridge 14,837 14,856 15,286 449 22 0.15%430 43 0.29%
Primary Market Area 97,916 101,823 111,901 13,985 699 0.67%10,078 1,008 0.95%
Denver MSA 891,120 1,078,837 1,238,723 347,603 17,380 1.66%159,886 15,989 1.39%
Source: ESRI; Economic & Planning Systems
2000-2020 2010-2020
Economic & Planning Systems, Inc.
7
The average household income in the City of Wheat Ridge in 2020 is $83,964 and
the median household income is $61,291, as shown in Table 2. The City has a
lower average and median household income than the Primary Trade Area and
MSA. The City has a smaller average household size (2.13) than the broader
Primary Market Area and Denver MSA, and its average size has declined since 2000
(2.20), as shown in Table 3. The median age of Wheat Ridge residents is 46
years old, which is higher than the average for the Market Area and Denver MSA,
as shown in Figure 2. The City has a greater share of residents 55 years old and
older than Primary Market Area, despite similar housing conditions outside the city.
Table 2. Per-Capita and Household Income, 2020
Table 3. Average Household Size, 2000-2020
Figure 2. Age Distribution, 2020
Description Per Capita Average HH Median HH
Wheat Ridge $38,952 $83,964 $61,291
Primary Market Area $37,554 $89,390 $65,833
Denver MSA $42,894 $109,026 $80,666
Source: ESRI; Economic & Planning Systems
Income (2020)
Household Size 2000 2010 2020
Wheat Ridge 2.20 2.12 2.13
Primary Market Area 2.44 2.33 2.34
Denver MSA 2.52 2.50 2.51
Source: ESRI; Economic & Planning Systems
4.8%4.7%5.1%
10.5%
11.8%12.5%12.1%
15.3%
12.0%
6.9%
4.3%
5.9%5.7%5.7%
11.8%
14.1%13.8%
12.3%13.2%
9.7%
5.1%
2.7%
6.4%6.6%6.6%
12.4%
14.7%14.1%12.9%12.4%
8.6%
3.8%
1.6%
0.0%
5.0%
10.0%
15.0%
20.0%
0-4 5-9 10-14 15-24 25-34 35-44 45-54 55-64 65-74 75-84 85+
% Population Wheat Ridge Primary Market Area Denver MSA
Source: ESRI; Economic & Planning Systems
Wheat Ridge Lutheran Legacy Campus Market Study
8
Employment
The City of Wheat Ridge is home to over 17,000 jobs based on data from the US
Census LEHD tool, as shown in Table 4 on the following page. The largest
employment sector is Health Care, which is anchored by the SCL Lutheran Medical
Center. The Health Care industry has approximately 4,900 jobs in Wheat Ridge and
accounted for 28.3 percent of jobs in the City in 2018. A recent parking study
completed for the legacy campus found that there are 1,275 full time jobs located
on the campus. However, the total employment on the site is likely greater and
the total capacity of the site (workers plus patients plus visitors) is likely
significantly higher at peak hours. Employment in the City has declined since 2002,
however employment totals have rebounded from low points in the late 2000’s.
Employment in the City has grown by nearly 700 jobs from 2010 to 2018,
growing at an annual rate of 0.51 percent.
Employment Forecasts
Employment forecasts for the Denver Metro Area are presented in Table 5 on
page 10. The forecasts are based on the Denver Regional Council of Governments
(DRCOG) 2015 to 2040 regional growth model totals. DRCOG prepares
employment forecasts in six aggregated industry sectors; Production, Retail,
Services, Restaurants, Entertainment, and Education. This forecast was converted
to forecasts for the 21 NAICS industries using DRCOG’s aggregation scheme that
lists the individual industries in the six aggregated sectors.
Total employment is estimated to grow at an annual average of 24,300 jobs from
2015 to 2030 to reach 2.05 million jobs, which is a 1.3 percent annual growth
rate. Applying the same growth rates from 2030 to 2040 would add a total of
302,720 jobs or an average of 30,300 jobs per year as shown.
Economic & Planning Systems, Inc.
9
Table 4. Wheat Ridge Employment by Industry, 2002-2018
Description 2002 2010 2018 Total Ann. #Ann. %Total Ann. #Ann. %
Agriculture, Forestry, Fishing and Hunting 11 13 5 49 36 2 8.65%44 6 33.02%
Mining, Quarrying, and Oil and Gas Extraction 21 14 17 12 -2 0 -0.96%-5 -1 -4.26%
Utilities 22 22 42 29 7 0 1.74%-13 -2 -4.52%
Construction 23 1,328 897 1,590 262 16 1.13%693 87 7.42%
Manufacturing 31-33 1,545 939 831 -714 -45 -3.80%-108 -14 -1.52%
Wholesale Trade 42 874 699 955 81 5 0.56%256 32 3.98%
Retail Trade 44-45 2,614 2,515 2,162 -452 -28 -1.18%-353 -44 -1.87%
Transportation and Warehousing 48-49 271 154 240 -31 -2 -0.76%86 11 5.70%
Information 51 376 339 132 -244 -15 -6.33%-207 -26 -11.12%
Finance and Insurance 52 648 569 354 -294 -18 -3.71%-215 -27 -5.76%
Real Estate and Rental and Leasing 53 247 243 224 -23 -1 -0.61%-19 -2 -1.01%
Professional, Scientific, and Technical Services 54 1,459 1,084 1,647 188 12 0.76%563 70 5.37%
Management of Companies and Enterprises 55 63 24 75 12 1 1.10%51 6 15.31%
Administrative and Waste Services 56 1,455 951 1,190 -265 -17 -1.25%239 30 2.84%
Educational Services 61 76 228 430 354 22 11.44%202 25 8.25%
Health Care and Social Assistance 62 4,977 5,702 4,899 -78 -5 -0.10%-803 -100 -1.88%
Arts, Entertainment, and Recreation 71 130 88 122 -8 -1 -0.40%34 4 4.17%
Accommodation and Food Services 72 1,586 1,315 1,534 -52 -3 -0.21%219 27 1.94%
Other Services (except Public Administration)81 789 697 810 21 1 0.16%113 14 1.90%
Public Administration 92 424 96 11 -413 -26 -20.41%-85 -11 -23.72%
Total 18,911 16,604 17,296 -1,615 -101 -0.56%692 87 0.51%
Source: LEHD; Economic & Planning Systems
2002-2018 2010-2018
Wheat Ridge Lutheran Legacy Campus Market Study
10
Table 5. Employment Forecast by Industry, 2015-2040
NAICS Industry 2015 2020 2030 2040 Change Ann. #Ann. Rate Change Ann. #Ann. Rate
Ag./Forest/Hunting 3,305 3,539 4,057 4,745 752 50 1.4%688 69 1.6%
Mining 13,369 14,314 16,410 19,193 3,040 203 1.4%2,783 278 1.6%
Utilities 7,030 7,526 8,628 10,092 1,599 107 1.4%1,463 146 1.6%
Construction 101,675 108,862 124,796 145,964 23,121 1,541 1.4%21,167 2,117 1.6%
Manufacturing 99,261 106,277 121,833 142,498 22,572 1,505 1.4%20,665 2,066 1.6%
Wholesale Trade 87,230 93,395 107,066 125,226 19,836 1,322 1.4%18,160 1,816 1.6%
Retail Trade 138,603 149,602 174,289 201,791 35,686 2,379 1.5%27,502 2,750 1.5%
Transport./Warehousing 62,187 66,097 74,669 85,544 12,482 832 1.2%10,875 1,088 1.4%
Information 58,871 62,572 70,687 80,983 11,816 788 1.2%10,295 1,030 1.4%
Finance/Insurance 83,989 89,269 100,847 115,535 16,858 1,124 1.2%14,688 1,469 1.4%
Real Estate 31,717 33,711 38,083 43,630 6,366 424 1.2%5,547 555 1.4%
Prof. & Tech Services 164,763 175,121 197,833 226,647 33,070 2,205 1.2%28,814 2,881 1.4%
Mgmt 33,749 35,870 40,522 46,424 6,774 452 1.2%5,902 590 1.4%
Admin/Waste Mgmt 111,424 118,429 133,788 153,274 22,364 1,491 1.2%19,486 1,949 1.4%
Education 112,574 118,489 131,268 139,315 18,694 1,246 1.0%8,047 805 0.6%
Health Care 205,166 218,065 246,346 282,225 41,179 2,745 1.2%35,880 3,588 1.4%
Arts/Rec 31,916 33,128 35,692 38,927 3,776 252 0.7%3,235 323 0.9%
Accommodations 201,222 218,577 257,908 301,846 56,686 3,779 1.7%43,938 4,394 1.6%
Other 51,019 54,227 61,260 70,182 10,240 683 1.2%8,922 892 1.4%
Public Admin 83,835 89,106 100,662 115,323 16,827 1,122 1.2%14,661 1,466 1.4%
Unclassified 0 0 0 0 0 0 ---0 0 ---
Total 1,682,905 1,796,291 2,046,643 2,349,363 363,738 24,249 1.3%302,720 30,272 1.4%
Source: Denver Regional Council of Governments (DRCOG); Economic & Planning Systems
2015-2030 2030-2040
Economic & Planning Systems, Inc.
203152-Report Market Findings_9-26-21 11
Market Conditions and Trends
This chapter summarizes the trends and conditions of office, retail, and
multifamily housing in the City of Wheat Ridge, the Retail Trade Area, and the
Primary Market Area including inventory, vacancy rates, rental rates, and recent
development activity.
Retail and Office
EPS tracked retail and office developments built since 2010, as shown in Figure 3.
Since 2010, a number of retail developments and just one office development
came online in the City of Wheat Ridge. In addition, retail and office developments
under construction and proposed are also indicated in Figure 4.
Figure 3. Retail and Office Development, 2010-2021
Wheat Ridge Lutheran Legacy Campus Market Study
12
Figure 4. Retail and Office Under Construction and Proposed
Office Development Trends
The City of Wheat Ridge has a total 2021 office inventory of 1.5 million square
feet, as shown in Table 6. Wheat Ridge accounts for 17.3 percent of the Primary
Market Area’s inventory and just 0.87 percent of the total office space in the MSA.
The City of Wheat Ridge’s office inventory remained stagnant and did not change
over the past decade, while the Primary Market Area experienced an additional
416,565 square feet of office space since 2010, adding approximately 37,870
square feet of space during that time and growing by 0.43 percent annually. Both
the City of Wheat Ridge and the Primary Market Area were outpaced by the
Denver MSA’s office inventory growth, which added 1.5 million square feet of
space and grew by 0.91 percent annually since 2010.
Economic & Planning Systems, Inc.
13
Table 6. Office Market, 2010-2021 YTD
The vacancy rate for office space in Wheat Ridge stood at 7.1 percent at the end of
the second quarter of 2021 and was lower than the Primary Market Area average of
9.9 percent and significantly lower than the metro area average of 14.1 percent.
The average rental rate was $15.97 (full service) in the City of Wheat Ridge, which
was significantly lower than the Primary Market Area average of $21.85 per square
foot and the $24.49 per square foot average witnessed in the Denver MSA.
The conflicting data trends noted above are significant. The Wheatridge submarket
has both lower rents than the metro area as well as lower vacancy rates. Typically,
these two metrics move in opposite directions, with high vacancy rates correlated
to low rents. The likely factors causing this anomaly are based on the lack of new
product. The rents are lower, given that the product is older. The vacancies are
lower given the relatively desirable of the west side and the lack of sites to
accommodate demand.
Description Deliveries NNN Rent Vacancy Deliveries NNN Rent Vacancy Deliveries NNN Rent Vacancy
per sq. ft. per sq. ft.per sq.ft.
Starting Inventory 1,557,654 8,553,472 162,663,274
2010 0 $14.02 10.7%0 $16.42 13.2%1,370,142 $17.80 13.4%
2011 0 $13.88 11.9%30,067 $16.18 12.7%609,198 $18.12 12.7%
2012 0 $13.29 12.1%32,918 $16.59 14.0%894,903 $18.71 12.5%
2013 0 $13.73 11.8%32,748 $17.66 16.1%1,013,493 $19.42 11.7%
2014 0 $15.02 6.7%0 $18.57 14.9%1,061,057 $20.32 11.0%
2015 0 $16.37 5.7%132,795 $18.44 13.9%2,184,586 $20.71 10.4%
2016 0 $18.00 7.8%142,392 $19.17 12.0%1,283,605 $21.46 10.2%
2017 0 $16.09 7.3%0 $20.01 10.1%2,552,711 $22.31 10.4%
2018 0 $16.39 6.5%0 $21.20 8.6%3,744,322 $23.27 10.2%
2019 0 $16.36 5.0%31,245 $22.29 8.7%1,512,065 $23.72 9.9%
2020 0 $16.25 7.4%0 $21.78 9.9%1,313,344 $24.42 12.7%
2021 YTD 0 $15.97 7.1%14,400 $21.85 9.9%800,887 $24.49 14.1%
Ending Inventory 1,557,654 8,970,037 179,699,445
Change 0 $1.95 -3.60%416,565 $5.43 -3.30%17,036,171 $6.69 0.70%
Ann. #0 $0.18 -0.33%37,870 $0.49 -0.30%1,548,743 $0.61 0.06%
Ann. %0.00%1.19%--0.43%2.63%--0.91%2.94%--
Source: CoStar; Economic & Planning Systems
Wheat Ridge Primary Market Area Denver MSA
Wheat Ridge Lutheran Legacy Campus Market Study
14
Retail Development Trends
The City of Wheat Ridge’s retail market added 167,205 square feet of retail space
since 2010, and as of the second quarter of 2021 its total inventory stood at 2.6
million square feet, as shown in Table 7. This accounts for nearly 33 percent of
the Primary Market Area’s total retail inventory and 2.0 percent of total retail
inventory in the Denver MSA.
The vacancy rate for retail space in Wheat Ridge stood at 7.1 percent at the end
of the second quarter of 2021 and was higher than the Primary Market Area and
the metro area average of 6.9 and 5.3 percent respectively. The average rental
rate was $23.82 (full service) in the City of Wheat Ridge, which was significantly
higher than the Primary Market average of $15.24 per square foot and the $18.34
per square foot average witnessed in the Denver MSA.
Table 7. Retail Market, 2010-2021 YTD
Description Deliveries NNN Rent Vacancy Deliveries NNN Rent Vacancy Deliveries NNN Rent Vacancy
per sq. ft. per sq. ft.per sq.ft.
Starting Inventory 2,439,776 7,032,970 146,417,702
2010 0 $14.06 4.7%0 $12.43 5.2%649,268 $14.77 7.2%
2011 7,200 $12.74 5.2%9,523 $12.58 5.4%1,060,122 $14.51 6.6%
2012 0 $13.61 4.5%153,372 $12.79 7.3%952,102 $14.55 6.2%
2013 10,423 $13.11 5.1%10,423 $12.81 5.9%1,401,332 $15.04 5.6%
2014 0 $14.43 3.4%47,765 $14.78 4.8%883,343 $15.14 5.1%
2015 44,478 $15.82 3.3%105,862 $15.06 4.2%1,196,704 $15.58 4.8%
2016 0 $13.91 3.6%475,137 $14.09 4.8%1,660,439 $16.29 4.4%
2017 2,324 $24.81 5.9%2,324 $17.83 4.3%1,690,237 $17.60 4.2%
2018 81,460 $21.74 4.5%87,518 $16.64 3.3%1,794,320 $18.24 3.7%
2019 16,320 $19.66 4.5%24,820 $16.07 6.0%1,076,284 $17.98 4.1%
2020 5,000 $22.61 5.9%11,484 $15.75 6.4%936,779 $18.30 5.1%
2021 YTD 0 $23.82 7.1%3,500 $15.24 6.9%104,433 $18.34 5.3%
Ending Inventory 2,606,981 7,964,698 159,220,227
Change 167,205 $9.76 2.40%931,728 $2.81 1.70%12,802,525 $3.57 -1.90%
Ann. #15,200 $0.89 0.22%84,703 $0.26 0.15%1,163,866 $0.32 -0.17%
Ann. %0.60%4.91%--1.14%1.87%--0.76%1.99%--
Source: CoStar; Economic & Planning Systems
Wheat Ridge Retail Trade Area Denver MSA
Economic & Planning Systems, Inc.
15
Residential Development Trends
Wheat Ridge Building Permits
EPS tracked building permit data to analyze the number of residential permit units
by housing type added since 2011, as shown in Table 8 and Figure 5. Between
2011 and 2021, the City of Wheat Ridge added approximately 1,365 residential
units, with multifamily units totaling 66 percent of total units added since 2011 in
the City and single family units totaling 32 percent of total units added. Much of
the permitting activity over the past decade was concentrated over the last three
years, with 1,100 total units permitted since 2018.
Table 8. Wheat Ridge Residential Unit Summary, 2011-2021
Figure 5. Wheat Ridge Residential Unit Summary, 2011-2021
Description 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Total Ann. #Ann. %
Duplex 0 0 2 4 1 2 0 0 5 4 0 18 2 ---
Multifamily 88 0 0 1 0 0 0 532 0 0 280 901 90 ---
Single-Family 0 2 2 50 57 34 22 20 42 143 74 446 45 ---
Total 88 2 4 55 58 36 22 552 47 147 354 1,365 137 ---
Source: Wheat Ridge Building Division; Economic & Planning Systems
2011-2021
0
100
200
300
400
500
600
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Source: Wheat Ridge BuildingDivision; Economic & Planning Systems
Units
Wheat Ridge Lutheran Legacy Campus Market Study
16
Multifamily Development Trends
Multifamily developments that have delivered over the past decade in Wheat
Ridge and the Primary Market Area are tracked below, as shown in Figure 6. In
addition, multifamily projects currently under construction or proposed are also
indicated, as shown in Figure 7.
There has been a large amount of multifamily housing development occurring
over the past decade in the Primary Market Analysis. Despite the development
activity in the Primary Market Area, just three multifamily projects delivered since
2010 in the City of Wheat Ridge. The limitations on housing density and height in
the City’s Charter for much of the city has limited capture in the city. There are
four multifamily projects are under construction or proposed in Wheat Ridge.
Figure 6. Multifamily Development, Primary Market Area, 2010-2021
Economic & Planning Systems, Inc.
17
Figure 7. Multifamily Under Construction and Proposed, Primary Market Area
The Primary Market Area has attracted 7,140 multifamily units since 2010. The
rate of growth in the Primary Market Area has matched the rate for the larger
metro area. The City of Wheat Ridge’s multifamily market added 628 units since
2010, and as of the second quarter of 2021 its total inventory stood at 3,684
units, as shown in Table 9. This accounts for approximately 12.6 percent of the
Primary Market Area’s total retail inventory and just 1.0 percent of total retail
inventory in the Denver MSA.
The vacancy rate for multifamily property in Wheat Ridge stood at just 4.3
percent at the end of the second quarter of 2021 and was lower than the Primary
Market Area and the metro area average of 6.2 and 6.8 percent respectively,
which indicates demand. The average rental rate was $1.57 per square foot in the
City of Wheat Ridge is lower than the Primary Market Area average of $1.67 per
square foot and the $1.80 per square foot average witnessed in the Denver MSA.
The lower rental rates in Wheat Ridge are largely due to the age of the units and
lack of new product to bring rental rates up. Despite the lack of development in
Wheat Ridge, the average rental rate has grown more quickly in the city than
compared to the Primary Market Area and Denver MSA. The rate of rental rate
increases, and the vacancy rate indicate strong demand for multifamily units in
Wheat Ridge.
Wheat Ridge Lutheran Legacy Campus Market Study
18
Table 9. Multifamily Market, 2010-2021 YTD
Description Deliveries NNN Rent Vacancy Deliveries NNN Rent Vacancy Deliveries NNN Rent Vacancy
Units per sq. ft. Units per sq. ft.Units per sq.ft.
Starting Inventory 3,056 21,926 236,942
2010 0 $0.98 4.9%62 $1.17 5.6%1,410 $1.25 6.5%
2011 0 $1.00 5.0%200 $1.20 5.6%598 $1.29 6.2%
2012 88 $1.02 3.6%122 $1.24 4.4%2,668 $1.34 5.1%
2013 378 $1.05 5.6%521 $1.29 4.4%4,381 $1.41 5.1%
2014 0 $1.19 3.9%190 $1.35 4.0%9,504 $1.47 5.6%
2015 0 $1.27 3.9%946 $1.42 6.2%9,580 $1.55 5.9%
2016 0 $1.33 5.3%252 $1.46 5.2%6,936 $1.57 7.0%
2017 0 $1.39 5.9%1,235 $1.50 7.1%10,986 $1.61 7.3%
2018 0 $1.45 4.1%686 $1.57 5.7%11,656 $1.67 7.1%
2019 0 $1.51 4.7%1,376 $1.62 6.5%11,597 $1.71 7.4%
2020 162 $1.51 4.8%1,463 $1.59 7.3%11,083 $1.70 7.6%
2021 YTD 0 $1.57 4.3%149 $1.67 6.2%1,344 $1.80 6.8%
Ending Inventory 3,684 29,066 317,275
Change 628 $0.59 -0.60%7,140 $0.50 0.60%80,333 $0.55 0.30%
Ann. #57 $0.05 -0.05%649 $0.05 0.05%7,303 $0.05 0.03%
Ann. %1.71%4.38%--2.60%3.29%--2.69%3.37%--
Source: CoStar; Economic & Planning Systems
Wheat Ridge Primary Market Area Denver MSA
Economic & Planning Systems, Inc.
203152-Report Market Findings_9-26-21 19
Comparable Projects
The redevelopment of large campus in urban areas in the Denver Metro Area has
occurred in a few different locations in the recent past. Four comparable projects
were analyzed to illustrate the potential and barriers for the Lutheran Legacy
Campus. The four projects evaluated are the 9th and Colorado redevelopment (the
site of the former University of Colorado Hospital), the former St. Anthony’s
hospital campus near Sloan Lake in Denver, the Boulevard One development (the
last major development parcel in the Lowry Air Force Base redevelopment), and
the Midtown development in unincorporated Adams County. EPS surveyed these
four comparable projects and collected pertinent information including unit mix,
commercial square footage, and development context data, as shown in Table 10
on the following page. Project profiles and detailed summaries begin on page 21.
Wheat Ridge Lutheran Legacy Campus Market Study
20
Table 10. Comparable Projects
Attributes 9th and Colorado St. Anthony Boulevard One Midtown Lutheran
Location 9th Ave and Colordo Blvd,
Denver
Colfax Ave and Raleigh
St, Denver
Quebec St and 1st
Avenue, Denver
Pecos St and 68th Ave,
Adams County
38th Avenue and
Lutheran Pkwy, Wheat
Ridge
Acres 39 32 21 122 100
Development
Residential
Single Family Homes ----130 650 --
Attached/Townhome ----250 60 --
Multifamily ----
For-Sale Condo ----110 ----
Market Rate Apartments 801 --420 ----
Affordable Apartments --176 ------
Total Units 801 176 910 710 0
Height Range (stories)
Commercial (Sq. Ft.)
Retail 128,500 82,600 25,000 77,280 --
Office 64,648 57,000 163,065 --219,184Total Commercial (Sq. Ft.)193,148 139,600 188,065 77,280 219,184
Height Range (stories)(1-9)(1-3)(1-4)(1-2)(1-6)
Adaptive Re-use
Re-Use of Existing Buildings No Yes No No No
Uses Office Retail, restaurant, office,
movie theatre
Development Context
Surrounding Density (2 miles)
Households 49,048 36,566 42,387 16,205 23,095
Employment 55,124 44,985 46,713 23,655 27,144
Average Daily Traffic Counts 52,500 37,200 28,400 23,890 13,300
Street Reference Colorado Blvd Colfax Avenue Quebec St Pecos Street 38th Avenue
Source: ESRI; CoStar Economic & Planning Systems
Economic & Planning Systems, Inc.
21
9th and Colorado – A mixed-use project
located at 9th and Colorado Boulevard with
approximately 801 multifamily units and
193,148 square feet of commercial space.
The site is at the former location of
University of Colorado Hospital facilities
that were demolished in 2015 and 2018.
In 2018, in the first phase of the project, a
275-unit multifamily development, The
Theo, came online. This phase also
included 50,000 square feet of general
retail. In 2019, 34,500 square feet of retail space was added to the site, and an
additional 526 units were added across two multifamily projects in 2020: The Milo
(319 units) and Overture (207 units). Further, a 44,000 square foot AMC theatre
and 64,648 square feet of office space was added in the latter half of 2020. The
project utilized tax increment financing dollars through the Denver Urban Renewal
Authority to support the redevelopment of the former medical campus.
St. Anthony Redevelopment – The St.
Anthony project is a mixed-use
redevelopment project located at the
former St. Anthony Central Hospital
campus. It includes four project phases:
Block 7 West, Block 7 East, Block 9, and
Block 3. Block 7 West and Block 7 East
include 19 acres of the former St. Anthony
Central Hospital in northwest Denver.
In 2015, the western portion of the site
(Block 7 West) was purchased by Alamo Sloan’s LLC (Alamo) and redeveloped
into a movie theatre with in-movie food and beverage service and a full-service
restaurant. The project cost an estimated $15 million but achieved $3.4 million in
developer reimbursement through TIF. The eastern portion of the site (Block 7
East) was purchased by an office developer, which has plans to reconstruct and
convert the building into approximately 57,000 rentable square feet of
professional office and ground floor retail space. Estimated projects costs for
Block 7 East totaled $11 million, and $1.65 million in TIF was allocated to the
project. Is Block 7 East complete? I know the Block 7 West is past tense.
The two remaining portions of the project include Block 9 and Block 3. Block 9
was approved in 2017 and includes the planned 217,000 square foot facility that
will include 112 senior affordable rental apartments at 60% AMI, and an
additional 64 senior affordable units ranging from 30% to 60% AMI. The project is
also expected to include a 20,000 square foot health clinic and senior activity
center. Block 9 is projected to cost $58.3 million yet is anticipated to receive $5.5
million in TIF. Block 3 is the final component of the project and is expected to
Wheat Ridge Lutheran Legacy Campus Market Study
22
include the rehabilitation of the 44,000 square foot historic Kuhlman Building into
49 affordable rental apartments at 60% of AMI. The project is also expected to
include 7,500 square feet of retail space, and 25 market rate townhomes. The
project was approved in 2017 and is expected to cost $31.9 million and receive
$6.9 million in TIF.
Boulevard One – Approximately 300 new
luxury townhomes have been built in three
separate projects over the last five years
at Boulevard One at Lowry, a 70-acre
redevelopment project at Quebec and 1st
Avenue. All three were completed by
Koebel Development and include the Orion
Series, Matador Series, and Interlude
Series. A majority of the townhomes have
already sold, with pricing starting at
$700,000 to over $1.2 million with just a
few units remaining.
Midtown – Approximately 650 single
family homes and 60 townhomes have
been built over the past five years at
Pecos Street and 68th Avenue. Upon
completion, the 122-acre project is
expected to include 1,300 residences. In
addition, two commercial pads, totaling
77,280 square feet, are for sale at
northeastern portion of the site.
Economic & Planning Systems, Inc.
203152-Report Market Findings_9-26-21 23
Market Demand
EPS evaluated the demand for office, retail, and housing uses for the Lutheran
Legacy Campus to support the Master Plan. This chapter provides a summary of
the estimated demand for each use type for the Primary Market Area and the
Lutheran Legacy Campus.
Office Demand Forecasts
Regional Demand 2020 to 2040
This section presents the estimated demand for office space in the Denver Metro
Area for the 2020 to 2040 period based on the employment forecasts previously
presented in Table 5. The percent of employment using office space by NAICS is
estimated based on data from the National Association of Realtors, as shown in
Table 11 on the following page.
The composition of office space ranges from between 6 percent of Wholesale Trade
and 10 percent of Retail Trade employment on the low side to 80 percent of Finance
and Insurance and Management on the high side. An average gross space of 275
square feet per employee is then applied to the net employment growth in each
sector to estimate the demand for new office space. The employment-based office
space demand is factored up to total required construction by applying the current
office vacancy factor of 9 percent. Based on these factors, the Denver region is
estimated to demand a total of 25.3 million square feet of office space over the
2020 to 2030 period or an average of 2.5 million square feet per year as shown in
Table 11. This compares to average construction of 2.3 million square feet over
the last decade. Total demand is forecast to increase to 31.0 million over the
2030 to 2040 time period or an average of 3.1 million square feet per year.
Wheat Ridge Lutheran Legacy Campus Market Study
24
Table 11. Office Space Demand Forecast, 2020-2040
Percent in Sq. Ft./
Industry Office Space Empl.2020 2030 2035 2040 Change Ann. #Ann. Rate Change Ann. #Ann. Rate Change Ann. #Ann. Rate
Ag./Forest/Hunting 5.0%275 49,000 56,000 60,000 65,000 7,000 700 1.3%4,000 800 1.4%9,000 900 1.5%
Mining 30.0%275 1,181,000 1,354,000 1,464,000 1,583,000 173,000 17,300 1.4%110,000 22,000 1.6%229,000 22,900 1.6%
Utilities 25.0%275 517,000 593,000 642,000 694,000 76,000 7,600 1.4%49,000 9,800 1.6%101,000 10,100 1.6%
Construction 20.0%275 5,987,000 6,864,000 7,423,000 8,028,000 877,000 87,700 1.4%559,000 111,800 1.6%1,164,000 116,400 1.6%
Manufacturing 30.0%275 8,768,000 10,051,000 10,870,000 11,756,000 1,283,000 128,300 1.4%819,000 163,800 1.6%1,705,000 170,500 1.6%
Wholesale Trade 6.0%275 1,541,000 1,767,000 1,911,000 2,066,000 226,000 22,600 1.4%144,000 28,800 1.6%299,000 29,900 1.6%
Retail Trade 10.0%275 4,114,000 4,793,000 5,157,000 5,549,000 679,000 67,900 1.5%364,000 72,800 1.5%756,000 75,600 1.5%
Transport./Warehousing 30.0%275 5,453,000 6,160,000 6,594,000 7,057,000 707,000 70,700 1.2%434,000 86,800 1.4%897,000 89,700 1.4%
Information 65.0%275 11,185,000 12,635,000 13,524,000 14,476,000 1,450,000 145,000 1.2%889,000 177,800 1.4%1,841,000 184,100 1.4%
Finance/Insurance 80.0%275 19,639,000 22,186,000 23,747,000 25,418,000 2,547,000 254,700 1.2%1,561,000 312,200 1.4%3,232,000 323,200 1.4%
Real Estate 60.0%275 5,562,000 6,284,000 6,726,000 7,199,000 722,000 72,200 1.2%442,000 88,400 1.4%915,000 91,500 1.4%
Prof. & Tech Services 65.0%275 31,303,000 35,363,000 37,850,000 40,513,000 4,060,000 406,000 1.2%2,487,000 497,400 1.4%5,150,000 515,000 1.4%
Mgmt 80.0%275 7,891,000 8,915,000 9,542,000 10,213,000 1,024,000 102,400 1.2%627,000 125,400 1.4%1,298,000 129,800 1.4%
Admin/Waste Mgmt 70.0%275 22,798,000 25,754,000 27,566,000 29,505,000 2,956,000 295,600 1.2%1,812,000 362,400 1.4%3,751,000 375,100 1.4%
Education 40.0%275 13,034,000 14,439,000 14,875,000 15,325,000 1,405,000 140,500 1.0%436,000 87,200 0.6%886,000 88,600 0.6%
Health Care 30.0%275 17,990,000 20,324,000 21,753,000 23,284,000 2,334,000 233,400 1.2%1,429,000 285,800 1.4%2,960,000 296,000 1.4%
Arts/Rec 10.0%275 911,000 982,000 1,025,000 1,070,000 71,000 7,100 0.8%43,000 8,600 0.9%88,000 8,800 0.9%
Accommodations 10.0%275 6,011,000 7,092,000 7,673,000 8,301,000 1,081,000 108,100 1.7%581,000 116,200 1.6%1,209,000 120,900 1.6%
Other 40.0%275 5,965,000 6,739,000 7,213,000 7,720,000 774,000 77,400 1.2%474,000 94,800 1.4%981,000 98,100 1.4%
Public Admin 25.0%275 6,126,000 6,920,000 7,407,000 7,928,000 794,000 79,400 1.2%487,000 97,400 1.4%1,008,000 100,800 1.4%
Unclassified 0.0%275 0 0 0 0 0 0 ---0 0 ---0 0 ---
Total Occupied Space 36.3%176,025,000 199,271,000 213,022,000 227,750,000 23,246,000 2,324,600 1.2%13,751,000 2,750,200 1.3%28,479,000 2,847,900 1.3%
CoStar Office Inventory
Vacancy Rate 9.0%9.0%9.0%9.0%
Total Space Demand 191,867,250 217,205,390 232,193,980 248,247,500 25,338,140 2,533,814 1.2%14,988,590 2,997,718 1.3%31,042,110 3,104,211 1.3%
Source: Nat'l Assoc. of Realtors and John Burns Consulting; DRCOG; Economic & Planning Systems
2020-2030 2030-2035 2030-2040
Economic & Planning Systems, Inc.
25
Primary Market Area Capture
The Primary Market Area has captured approximately 416,565 square feet of
office space between 2010 and 2021, which equates to just 2.45 percent of the
17 million square feet of office space in the Denver region added since 2010.
Since 2010, downtown Denver has experienced a resurgence of office development,
as well as the emergence of new locations such as the River North (RiNo) District
north of downtown, and an acceleration of demand in the South I-25 associated
with TOD projects located at RTD light rail stations.
Based on historic capture rates, the estimated capture of office development in
the Primary Market Area ranges from 1.5 percent to 2.5 percent over the next 20
years. A 1.5 percent capture rate results in 38,007 square feet per year from
2020 to 2030 and 46,563 per year from 2030 to 2040, as shown in Table 12.
The total office demand in the Primary Market Area over this 20-year time period
would be 845,704 square feet of office space or an average of 42,285 square feet
annually. The high range of 2.5 percent capture results in 63,345 square feet per
year from 2020 to 2030 and 74,501 square feet per year from 2030 to 2040. The
total office demand in the Primary Market Area over this 20-year period would be
1.3 million square feet of office space or an average of 68,923 square feet annually.
Based on its sizeable position in the Wheat Ridge office market, Lutheran has the
potential to capture approximately 17.5 percent of the total office demand of the
Primary Market Area. A low range capture of the Primary Market Area is estimated
to result in 6,651 square feet per year from 2020 to 2030. The high range capture
results in 11,085 square feet per year from 2020 to 2030. The average of the low
and high capture for the next ten years is 89,000 square feet.
Table 12. Office Demand Capture (sq. ft.), 2020-2040
2020-2030 2030-2040
Demand Capture % Capture Total Ann. #% Capture Total Ann. #Total Ann. #
Office (sq. ft.)
Denver Metro 25,338,140 2,533,814 31,042,110 3,104,211 56,380,250 2,819,013
Primary Market Area
Low Capture 1.5%380,072 38,007 1.5%465,632 46,563 845,704 42,285
High Capture 2.5%633,454 63,345 2.4%745,011 74,501 1,378,464 68,923
Lutheran
Low Capture 17.5%66,513 6,651 17.5%81,486 8,149 147,998 7,400
High Capture 17.5%110,854 11,085 17.5%130,377 13,038 241,231 12,062
Source: Economic & Planning Systems
2020-2040
Wheat Ridge Lutheran Legacy Campus Market Study
26
Retail Demand
Future retail demand estimated for the Primary Market Area is based on
household and income growth and the portion of total income spent in retail
stores as estimated in the steps below.
• Total Personal Income (TPI) growth is estimated based on household growth
multiplied by average household income.
• Based on the U.S. Census of Retail Trade, the percent spent by retail store
category is then estimated.
• The amount of retail space supported by the growth in trade area expenditures
is estimated by dividing expenditure potential by average annual sales per
square foot estimates for each store category.
Population and household projections were developed for the Primary Market Area
and based on the historical annual growth rates from 2000 to 2020. The Primary
Market Area is estimated to reach 118,419 households by 2030 and 130,808 households
by 2040, as shown in Table 13 , based on a 1.0 percent annual growth rate.
Table 13. Population and Household Projections, 2000-2040
The Primary Market Area currently has 107,203 households and an average
household income of $89,390, which results in $9.5 billion of total personal income,
shown in Table 14. The Primary Market Area is estimated to increase by 23,605
households over the next 20 years. This growth in households results in an
increase of $2.1 billion of TPI as shown.
Table 14. Primary Market Area Total Personal Income, 2020-2040
Description 2000 2010 2020 Total Ann. #Ann. %Total Ann. #Ann. %Total Ann. #Ann. %2030 2040
Population
Wheat Ridge 32,688 30,153 31,832 -856 -43 -0.1%-2,535 -254 -0.1%1,679 168 0.5%33,604 35,476Primary Market Area 236,582 226,287 254,787 18,205 910 0.4%-10,295 -1,030 0.4%28,500 2,850 1.2%281,443 310,889
Households
Wheat Ridge 14,466 13,964 14,709 243 12 0.1%-502 -50 0.1%745 75 0.5%15,494 16,320
Primary Market Area 94,906 95,634 107,203 12,297 615 0.6%728 73 0.6%11,569 1,157 1.1%118,419 130,808
Source: U.S. Census; ESRI Business Analyst; Economic & Planning Systems
2000-2020 2000-2010 2010-2020
2020-2040
Primary Market Area 2020 2030 2040 Total
Households 107,203 119,006 130,808 23,605
Avg. Household Income $89,390 $89,390 $89,390 ---
Total Personal Income $9,582,876,170 $10,637,903,113 $11,692,930,057 $2,110,053,887
Source: US Census; ESRI; Economic & Planning Systems
Economic & Planning Systems, Inc.
27
Based on data from the 2017 Census of Retail Trade, the average Colorado household
spends approximately 35 percent of its income on retail goods annually. The
estimated percent of income spent on retail sales by store category is shown in
Table 15. Total retail expenditures by Primary Market Area residents are estimated
at $3.3 billion. Retail expenditure potentials in the Primary Market Area are
estimated to increase by $370 million by 2030 and $741 million by 2040 as shown.
Table 15. Primary Market Area Expenditure Potential, 2020-2040
This growth in potential store sales is translated into demand for retail space
using national averages for sales per square foot by store category. Overall, the
Primary Market Area is estimated to have the potential to capture approximately
1.0 million square feet of demand over the next 10 years and 2.0 million square
feet of retail demand over the next 20 years, as shown in Table 16. This
assumes current sales levels at existing retailers. Some of this future demand
may be captured by existing stores in the Primary Market Area (e.g., Costco
capturing more General Merchandise sales) and therefore may not produce
additional retail space.
Retail Sales 2020 2030 2040 2020-2030 2020-2040
Store Type % TPI (2017)($000s)($000s)($000s)($000s)($000s)
Total Personal Income (TPI)100`%$9,582,876 $10,637,903 $11,692,930 $1,055,027 $2,110,054
Convenience Goods
Supermarkets and Other Grocery Stores 6.9%$663,059 $736,059 $809,058 $72,999 $145,999
Convenience Stores (incl. Gas Stations)2.0%$189,671 $210,553 $231,434 $20,882 $41,764
Beer, Wine, & Liquor Stores 1.1%$103,181 $114,541 $125,901 $11,360 $22,720
Health and Personal Care 1.7%$159,611 $177,184 $194,756 $17,572 $35,145
Total Convenience Goods 11.6%$1,115,523 $1,238,336 $1,361,150 $122,813 $245,627
Shopper's Goods
General Merchandise
Department Stores 1.4%$132,698 $147,307 $161,917 $14,609 $29,219
Warehouse Clubs & Supercenters 5.8%$555,807 $616,998 $678,190 $61,192 $122,383
Subtotal 7.2%$688,505 $764,306 $840,107 $75,801 $151,602
Other Shopper's Goods
Clothing & Accessories 2.2%$206,299 $229,012 $251,724 $22,713 $45,425
Furniture & Home Furnishings 1.2%$112,890 $125,318 $137,747 $12,429 $24,857
Electronics & Appliances 1.1%$102,198 $113,449 $124,700 $11,251 $22,503
Sporting Goods, Hobby, Book, & Music Stores 1.3%$120,833 $134,136 $147,439 $13,303 $26,606
Miscellaneous Retail 1.3%$123,664 $137,279 $150,894 $13,615 $27,230
Subtotal 6.9%$665,883 $739,194 $812,504 $73,310 $146,621
Total Shopper's Goods 14.1%$1,354,388 $1,503,499 $1,652,611 $149,111 $298,223
Eating and Drinking 6.1%$583,564 $647,811 $712,059 $64,247 $128,495
Building Material & Garden 3.3%$312,912 $347,362 $381,812 $34,450 $68,900
Total Retail Goods 35.1%$3,366,386 $3,737,009 $4,107,631 $370,622 $741,245
Source: 2017 Census of Retail Trade; Economic & Planning Systems
Wheat Ridge Lutheran Legacy Campus Market Study
28
To estimate the portion of the Primary Market Area’s retail demand that could
potentially be located in Wheat Ridge, capture rates were applied to the future
citywide sales growth. Convenience goods stores (including grocery, drug, health,
and personal care) are more locally serving with a higher capture of demand from
city residents and thus have a higher estimated capture rate compared to other
shoppers’ goods categories. Overall, Wheat Ridge is expected to capture
approximately 18 percent of total retail goods from the Primary Market Area. This
translates into an estimated 371,450 square feet of retail development demand in
Wheat Ridge through 2040.
The potential demand and capture of retail in Wheat Ridge may not result in
substantial new development. The city currently has several older commercial
centers that may be candidates for reconfiguration to capture new retail demand.
As well, the city has attracted a significant amount of new retail development in
recent years including the development of anchor retail uses such as the Lucky’s
Market, Sprouts Farmers Market, and HomeGoods. The recent redevelopment of
the Applewood Village Shopping Center illustrates the potential shifts in existing
shopping centers in Wheat Ridge. Future demand may be captured by existing
space that is reconfigured to match with demands of new tenants.
The three major retail areas in Wheat Ridge (Wadsworth Blvd corridor, Kipling
Street corridor, and the I-70 corridor) will continue to be the focus for large scale
commercial development. The Lutheran Legacy Campus site lacks the same traffic
volumes as these locations. The potential capture on the Lutheran Legacy Campus
is 30,000 square feet over the next 10 years (16 percent of the citywide demand).
Economic & Planning Systems, Inc.
29
Table 16. Primary Market Area Retail Demand, 2020-2040
Store Type Avg. Sales
Supportable
Space
New
Demand
New
Demand
Wheat Ridge
Capture
Wheat Ridge
Capture
Per Sq. Ft.2020 2020-2030 2020-2040 (2020-2030)(2020-2040)
Convenience Goods
Supermarkets and Other Grocery Stores $400 1,658,000 182,000 365,000 25%45,500 91,250
Convenience Stores (incl. Gas Stations)$400 474,000 52,000 104,000 25%13,000 26,000
Beer, Wine, & Liquor Stores $300 344,000 38,000 76,000 25%9,500 19,000
Health and Personal Care $400 399,000 44,000 88,000 25%11,000 22,000
Total Convenience Goods 2,875,000 316,000 633,000 79,000 158,250
Shopper's Goods
General Merchandise
Department Stores $300 442,000 49,000 97,000 10%4,900 9,700
Warehouse Clubs & Supercenters $500 1,112,000 122,000 245,000 10%12,200 24,500
Subtotal 1,554,000 171,000 342,000 17,100 34,200
Other Shopper's Goods
Clothing & Accessories $350 323,000 65,000 130,000 10%6,500 13,000
Furniture & Home Furnishings $250 409,000 50,000 99,000 10%5,000 9,900
Electronics & Appliances $500 242,000 23,000 45,000 10%2,300 4,500
Sporting Goods, Hobby, Book, & Music Stores $350 353,000 38,000 76,000 10%3,800 7,600
Miscellaneous Retail $250 2,664,000 54,000 109,000 10%5,400 10,900
Subtotal 3,991,000 230,000 459,000 23,000 45,900
Total Shopper's Goods 5,545,000 401,000 801,000 40,100 80,100
Eating and Drinking $350 1,667,000 184,000 367,000 30%55,200 110,100
Building Material & Garden $300 1,043,000 115,000 230,000 10%11,500 23,000
Total Retail Goods 11,130,000 1,016,000 2,031,000 18%185,800 371,450
Source: 2012 Census of Retail Trade; Economic & Planning Systems
Wheat Ridge
Percent
Capture
Wheat Ridge Lutheran Legacy Campus Market Study
30
Housing Demand
To estimate housing demand, EPS forecasted household growth for the Primary
Market Area based on the historical annual growth rate and residential building
permits as a benchmark. The household growth forecast was used to translate
demand for housing units by type.
Based on the historical annual growth rate from 2000 to 2020, the Primary Market
Area is estimated to grow by nearly 23,605 households by 2040, shown in
Table 17. A vacancy rate of 4.0 percent was applied based on the historical
average vacancy rate from 2000 to 2020 to project demand for housing units.
This equates to demand for 24,357 housing units over the next 20 years or an
average of 1,218 units per year.
Table 17. Primary Market Area Demand Forecast, 2020-2040
The demand for housing units is split by housing unit type (single family, attached,
and multifamily) based on residential building permit trends in the City of Wheat
Ridge over the past 10 years. This breakdown of unit type includes 30 percent
single family, 10 percent attached, and 60 percent multifamily. Based on the total
housing unit demand of 11,300 units from 2020 to 2030, approximately 3,390 units
will be single family, 1,130 attached units, and 6,780 multifamily units, as shown in
Table 18. From 2030 to 2040, the estimated total housing demand is 13,100 units,
which includes 3,930 single family, 1,310 attached, and 7,860 multifamily units.
Forecast Factor 2020 2030 2040 Total Ann. #Ann. %
Primary Market Area
Population 254,787 281,443 310,889 56,102 2,805 1.0%
Pop per HH 2.38 2.38 2.38
Households 107,203 118,419 130,808 23,605 1,180 1.0%
Housing Units 4% Vacancy 111,901 123,156 136,258 24,357 1,218 1.0%
Source: U.S. Census; Esri Business Analyst; Economic & Planning Systems
2020-2040
Economic & Planning Systems, Inc.
31
Table 18. Primary Market Area Housing Demand by Unit Type, 2020-2030
Based on this estimate, there is ample potential demand for multifamily housing
that can be captured in the Primary Market Area over the next 10 years. In
addition, EPS estimated the demand for housing at Lutheran, shown in Table 19.
Based on historic residential capture in Wheat Ridge, Lutheran can capture at least
20 percent of the single family and multifamily market over a 10-year period
through 2030. This results in a total of 904 single family units added over the 10-
year period and an additional 1,356 multifamily units added over the same period.
The limitation on the amount of housing the Lutheran Legacy Campus can capture
is the physical configuration of the site and the height and density limits that are
present in the City of Wheat Ridge Charter. There are very few large development
sites on the western side of the Denver Metro Area that have the same attributes
that Legacy Campus has. This creates the opportunity for a wide variety of housing
products that could be attracted to the site. The demand estimate illustrates that
just 20 percent of the forecast growth for the Primary Trade Area exceeds the
density limit for the site. The site could capture more units if the limits didn’t exist,
and the physical configuration and infrastructure can support them.
Table 19. Lutheran Housing Demand by Unit Type, 2020-2030
Housing Types Factor 2020-2030 2030-2040 Total #Ann. #
Primary Market Area Housing Demand
New Housing Units 11,300 13,100 24,400 1,220
Units By Type
Single Family 30%3,390 3,930 7,320 366
Attached 10%1,130 1,310 2,440 122
Multifamily 60%6,780 7,860 14,640 732
Total 100%11,300 13,100 24,400 1,220
Source: U.S. Census; Economic & Planning Systems
Change 2020-2040
Market Area Lutheran
Housing Types 2020-2030 Capture Total #Ann. #
Primary Market Area Housing Demand
New Housing Units 11,300
Units By Type
Single Family/Attached 4,520 20%904 90
Multifamily 6,780 20%1,356 136
Total 11,300 20%2,260 226
Source: U.S. Census; Economic & Planning Systems
Lutheran 10-Year
Wheat Ridge Lutheran Legacy Campus Market Study
32
Lutheran Campus Capture
The estimated capture of potential demand for residential, office, and retail uses
over the next 10 years is summarized in Table 20. EPS estimates the potential
capture of residential units over 10 years for the campus is up to 2,260 units,
which is 20 percent of the estimated demand for the Primary Market Area
between 2021 and 2031. EPS estimates that 50 percent of the demand is for
multifamily units and the remainder is for single family or attached units. The
estimated land demand for housing based on this number of units is 157 acres,
which is larger than the Lutheran legacy campus (100 acres).
Table 20. Lutheran Campus Estimated Demand, 2021-2031
The demand for non-residential uses is limited. EPS estimates the demand for
office and retail uses on the campus is 119,000 square feet over the next 10
years. The non-residential uses are estimated to generate relatively modest
demand for land within the campus. EPS estimate demand for 9 to 10 acres in
total to accommodate the estimated capture of development.
The potential office capture is estimated to be 89,000 square feet. While there is
demand for office uses, the feasibility of development of new office uses is likely
limited. The supportable rental rate for office uses in the Primary Market Area are
lower than are needed to support new development. The estimated demand
would have to be captured within the existing medical office buildings on the
Lutheran Legacy Campus.
Estimated capture for retail development on the campus is 30,000 square feet
over the next 10 years. The types of retail that can be attracted to the site include
convenience-oriented stores including health/beauty stores and salons, small
retail boutiques or shops, service retailers (e.g., dry cleaner), fitness uses, beer/
wine/liquor stores, and restaurants. The capture of retail space may be higher if
an anchor retail use (e.g., grocery store, pharmacy) or destination civic or
entertainment uses are attracted to the site driving up traffic and demand at
the site.
Description
10-Year
Demand Annual Density
Estimated
Acres
Residential Demand
Single Family 452 45 6.0 75
Attached 452 45 12.5 36
Multifamily 1,356 136 30.0 45
Subtotal 2,260 226 14.4 157
Non-Residential Demand
Office 89,000 8,900 0.35 5.8
Retail 30,000 3,000 0.20 3.4
Subtotal 119,000 11,900 0.29 9.3
Source: Economic & Planning Systems
TRANSPORTATION ELEMENT
APPENDIX B
Lutheran Campus Master Plan – Transportation Assessment
1
Lutheran Campus Master Plan – Transportation
Assessment
Introduction
This section describes the transportation assessment and recommendations for the Lutheran Campus
site. It includes a future traffic analysis based on the land use conditions which are assumed to generate
the most demand. It analyzes the need to improve the existing and 2045 transportation conditions
entering and existing the site and provides recommendations to improve traffic operation and safety for
vehicles, pedestrians, and bicyclists. In addition to this quantitative assessment for one specified land
use scenario, this section provides general recommendations for consideration to improve the
transportation circulation, efficiency, and comfort for all modes. These recommendations include
operational improvements, internal circulation and site access enhancements, and Transportation
Demand Management strategies.
Future Traffic Analysis
The future traffic analysis analyzes potential transportation impacts resulting from the redevelopment
of the Lutheran Campus site. Potential redevelopment land uses were used to estimate future site
generated trips. Since the land use plan for the site will not be finalized until it is closer to
redevelopment, this analysis took a “worst-case scenario” approach and looked at the maximum density
of land uses that could be built on this site to determine the traffic impacts in this greatest density
scenario. If the final development is ultimately less dense than the scenario analyzed, the generated
trips would likely have less of an impact on traffic operations than what is shown in this report.
The future traffic analysis estimated what future traffic operations will look like in the year 2045 for the
three intersections providing access into and out of the Lutheran Campus site:
1. Lutheran Parkway West/38th Avenue
2. North Lutheran Parkway/38th Avenue
3. 32nd Avenue/North Lutheran Parkway
The future traffic analysis builds off of the existing conditions traffic analysis previously conducted. The
existing conditions traffic analysis found that two of the three intersections operate acceptably (LOS C or
better per City of Wheat Ridge standards) under existing conditions. However, the intersection of
Lutheran Parkway West /38th Avenue currently does not operate at an acceptable level of service in
both the AM and PM peak hours. For more details on the existing conditions traffic analysis and results
see Appendix A for the full existing conditions transportation report.
Overall, a future redevelopment of the Lutheran Campus site is likely to have minimal impacts to traffic
operations of the surrounding intersections. At the end of this section, potential mitigation strategies
are discussed that the city or future developer could consider for the North Lutheran Parkway/38th
Avenue intersection, which does not operate acceptably per City of Wheat Ridge Level of Service
standards in both the existing conditions and future analysis scenarios.
Lutheran Campus Master Plan – Transportation Assessment
2
Analysis Methodology
Analysis Scenarios
The weekday AM and PM peak hours were included in the transportation analysis to evaluate the
potential impacts on the transportation network. The following two scenarios were analyzed:
• 2045 Background Conditions
The 2045 Background Conditions scenario assumed no redevelopment of the site occurs. In this
scenario, the Foothills Medical Office Building and Lutheran Hospice are the only land uses on
the Lutheran Campus site. This scenario was analyzed in order to have an appropriate
comparison for the Build scenario.
• 2045 Build Conditions
The 2045 Build Conditions scenario assumes the full redevelopment of the Lutheran Campus site
with the maximum density of development as described previously. This scenario also assumes
the Foothills Medical Office Building and Lutheran Hospice still exist on the site along with the
redevelopment.
Evaluation Methodology
The following evaluation methodology was completed as part of the transportation analysis:
• Determine existing traffic volumes for the existing conditions analysis. Due to current travel patterns being affected by the COVID-19 pandemic, new traffic counts were not able to be
collected for this analysis. In order to estimate pre-pandemic traffic patterns on the through streets
in the study area, traffic counts previously collected in 2007 for the Northeast Wing Addition Traffic
Analysis Report were used as a baseline and extrapolated to 2019 based on changes over those 12
years. Background traffic was determined to not have changed between 2007 and 2017. This analysis was based on the closest available data, applying CDOT counts on Kipling Street and
Wadsworth Boulevard that, on average, did not change between these two dates.
• Determine growth rate and volumes for the future scenario. In order to determine the future growth rate of the background volumes, CDOT counts and forecasted volumes near the Lutheran
Campus site were used. CDOT is estimating about 11% growth for volumes on CDOT roadways in
the area between now (2021) and the future analysis year (2045). This growth rate was applied to the existing through street traffic volumes to obtain the 2045 Background volumes.
• Evaluate the Background Scenarios. This analysis determined the operational performance of the study intersections with estimated traffic, existing geometry, and traffic control for 2045 if the site
is not redeveloped and only the Foothills Medical Office Building and Lutheran Hospice remain on
the site.
• Calculate the trip generation. Trip generation was calculated based on the number of dwelling
units for the multifamily housing, the amount of square feet for the office space, the amount of
square feet for the retail stores, and the acres of park that are proposed for the development.
• Distribute and assign generated trips. The distribution percentages were developed based on
existing traffic patterns. Trips were assigned through the study intersections using the distribution
percentages.
Lutheran Campus Master Plan – Transportation Assessment
3
• Evaluate the Build Scenarios. Determine the operational performance of the study intersections
with a redevelopment of the site for 2045.
• Discuss results and mitigation strategies. Discuss the results of the analysis and what traffic operation mitigation strategies existing to improve performance of the study intersections.
Traffic Model Development
Transportation operations for the study area were analyzed using the Synchro 11 software program.
Synchro is based on procedures outlined in the 6th edition of the Highway Capacity Manual. Synchro
models were developed for each scenario and include the following existing data:
• Lane configuration
• Traffic control
• Posted speed limit
• Peak Hour Factor (PHF)
Level of Service Criteria
To measure and describe the operational status of the local roadway network and corresponding
intersections, transportation engineers and planners commonly use a grading system called level of
service (LOS) put forth by the Transportation Research Board’s HCM 6th Edition. LOS characterizes the
operational conditions of an intersection’s traffic flow; ranging from LOS A (indicating free flow traffic
conditions with little or no delay) to LOS F (representing over-saturated conditions where traffic flows
exceed the design capacity, resulting in long queues and delays). These grades represent the perspective
of drivers and are an indication of the comfort and convenience associated with driving. Traffic
conditions of LOS D, E, or F, are considered unacceptable by City of Wheat Ridge standards and
represent travel delay, increased accident potential, and less efficient motor vehicle operation. The LOS
is determined differently depending on the type of control at the intersection.
For signalized intersections, the HCM defines the intersection LOS as the average delay per vehicle for
the overall intersection, which includes all approaches.
At unsignalized intersections, the average delay per vehicle for the worst approach is used as the LOS for
that intersection. Table 1 summarizes the relationship between delay and LOS for signalized
intersections and Table 2 summarizes the relationship between delay and LOS for unsignalized
intersections.
Lutheran Campus Master Plan – Transportation Assessment
4
Table 1: Signalized Intersection Level Of Service Definitions
Level of Service Description Average Control Delay Per Vehicle (Seconds)
A Operations with very low delay occurring with favorable progression and/or short cycle lengths. < 10.0
B Operations with low delay occurring with good progression and/or short cycle lengths. >10 to 20
C
Operations with average delays resulting from fair progression and/or longer cycle lengths. Individual cycle failures begin to appear. >20 to 35
D
Operations with longer delays due to a combination of unfavorable progression, long cycle lengths, and high V/C ratios. Many vehicles stop and individual cycle failures are noticeable.
>35 to 55
E
Operations with high delay values indicating poor progression, long cycle lengths, and high V/C ratios. Individual cycle failures are frequent occurrences.
>55 to 80
F Operations with delays unacceptable to most drivers occurring due to over-saturation, poor progression, or very long cycle lengths. > 80
Source: Highway Capacity Manual (Transportation Research Board, 2016).
Table 2: Unsignalized Intersection Level Of Service Definitions
Level of Service Description Average Control Delay Per Vehicle (Seconds)
A Little or no delay. <10
B Short traffic delay. >10 to 15
C Average traffic delays. >15 to 25
D Long traffic delays. >25 to 35
E Very long traffic delays. >35 to 50
F Extreme traffic delays with intersection capacity exceeded. >50
Source: Highway Capacity Manual (Transportation Research Board, 2016).
Lutheran Campus Master Plan – Transportation Assessment
5
Background Conditions
This section presents the 2045 Background Conditions. The 2045 Background Conditions provide the
baseline conditions for comparative purposes with the Build Conditions. In this scenario, it is assumed
that the Lutheran Medical Center and associated existing land uses no longer occupy the site. This
scenario also assumes that the Foothills Medical Office Building and Lutheran Hospice remain on the
site.
In order to determine the 2045 Background Conditions peak hour turning movement volumes,
background traffic volumes used in the previous existing conditions analysis were increased by a total
growth rate of 11 percent in the AM and PM peak hours to account for CDOT’s forecasted traffic growth
between 2021 and 2045 on nearby segments of Wadsworth Boulevard. In addition to the background
traffic (traffic not affiliated with the project site), estimated trips generated by the Foothills Medical
Office Building and Hospice Center were added to the background volumes to reflect the amount of site
traffic that will remain once the Lutheran Medical Center and associated land uses no longer occupy the
site. The estimated trips generated by these two sites is shown in Table 3.
Table 3: Estimated Trip Generation for Foothills MOB & Lutheran Hospice
Land Use ITE Code Size Unit Daily Trips
AM Peak Hour PM Peak Hour
In Out Total Trips In Out Total Trips % Trips % Trips % Trips % Trips
Proposed Land Use
Medical Office Building 720 109 KSF 3793 78% 236 22% 67 303 28% 106 72% 271 377
Hospice Care Center 620 36 KSF 239 80% 16 20% 4 20 43% 9 57% 12 21
ITE Subtotal
4,032 252 71 323 115 283 398
MXD+ Trip Reductions
-14% -555 -15% -38 -15% -11 -49 -16% -18 -16% -44 -62
Net New Project Trips
3,477 214 60 274 97 239 336
Key: DU = Dwelling units, KSF = Thousand Square Feet
Figure 1 shows the projected 2045 Background Conditions peak hour volumes at the study intersections,
as well as the lane configurations.
Table 4 provides the results of the level of service analysis of the 2045 Background Conditions for the
AM and PM peak hours. Appendix B provides the Synchro HCM level of service reports for the 2045
Background Conditions.
Lutheran Campus Master Plan – Transportation Assessment
6
Legend: AM (PM)
Figure 1: Traffic Volumes & Lane Configurations - 2045 Background Conditions
Lutheran Campus Master Plan – Transportation Assessment
7
Table 4: 2045 Background Conditions Intersection Level of Service Results
ID Intersection Control1 Approach
2045 Background Conditions
AM PM
Delay
(veh/sec) LOS Delay
(veh/sec) LOS
1 Lutheran Pkwy W/38th Ave SSSC3 NB/SB 33 D 37 E
2 N Lutheran Pkwy/38th Ave Signal2 Overall 6.2 A 5 A
3 N Lutheran Pkwy/32nd
Ave SSSC3 SB 11 B 12 B
Notes: 1 Signal equals signalized intersection. SSSC indicates side-street stop-controlled intersection. 2 Whole intersection weighted average LOS and control delay expressed in seconds per vehicle for signalized intersections. 3 Worst approach LOS and delay in vehicle per seconds shown for side street stop-controlled intersections Source: Fehr & Peers, September 2021
The LOS of all intersections improve in the 2045 Background Conditions analysis when compared to the
existing conditions analysis (see Appendix A) because the number of trips entering and existing the site
is lower in the 2045 Background Scenario since the Lutheran Medical Center and associated land uses
will no longer occupy the site. Even though the delay and LOS improve in this scenario, the results
indicate that the Lutheran Pkwy West/38th Avenue intersection does not operate acceptably during
the AM and PM peak hour under 2045 Background Conditions. The other intersections would operate
acceptably under the 2045 Background Conditions.
Lutheran Campus Master Plan – Transportation Assessment
8
2045 Build Conditions
The 2045 Build Conditions assumes full build out of a redevelopment on the Lutheran Campus site. In
this scenario, it was assumed the Foothills Medical Office Building and Lutheran Hospice remained on
the site as well. The volumes used in this analysis were the background volumes (discussed in 2045
Background Conditions section) with the site trips added to those volumes (both the redevelopment
trips and estimated trips from the Foothills Medical Office Building and Hospice Center).
Trip Generation
The future estimated vehicle trips associated with the Lutheran Campus site after redevelopment were
calculated from the proposed land uses. Trips were generated utilizing the MainStreet tool powered by
MXD+. MainStreet is a web-based application developed by Fehr & Peers for estimating trip generation
for mixed-use developments. Current accepted methodologies, such as the Institute of Transportation
Engineers (ITE) Trip Generation methodology, are primarily based on data collected at suburban, single-
use, freestanding sites. These defining characteristics limit their applicability to mixed-use or multi- use
development projects, which is in a high-density walkable setting with frequent and nearby local and
regional transit service. The land use mix, design features, and setting of the proposed development
would include characteristics that influence travel behavior differently from typical single-use suburban
developments. Thus, traditional data and methodologies, such as ITE, would not accurately estimate the
project vehicle trip generation. Further explanation and validation of this tool can be found in Appendix
C.
It is expected that the Project will have a net total of 12,609 daily trips, 933 trips in the AM peak hour,
and 1,197 trips in the PM peak hour. Table 5 provides the trip generation and assumed land uses.
Table 5: Estimated Project Trip Generation - 2045 Build Conditions
Land Use ITE Code Size Unit Daily Trips
AM Peak Hour PM Peak Hour
In Out Total Trips In Out Total Trips % Trips % Trips % Trips % Trips
Proposed Land Use
Low-Density Residential (LDR) 210 161 DU 1520 25% 30 75% 89 119 63% 100 37% 59 159
Medium-Density Residential(MDR) 220 233 DU 1706 23% 25 77% 82 107 63% 82 37% 48 130 1 - Medium to High-Density Residential (MHDR) 221 420 DU 2285 26% 39 74% 112 151 61% 113 39% 72 185
2 - Medium to High-Density Residential (MHDR) 221 360 DU 1958 26% 34 74% 96 130 61% 96 39% 62 158
Office (OFF.) 710 230 KSF 2240 86% 230 14% 37 267 16% 42 84% 223 265
Retail (RET) 820 25 KSF 944 63% 15 38% 9 24 48% 46 52% 49 95
Medical Office Building 720 109 KSF 3793 78% 236 22% 67 303 28% 106 72% 271 377
Hospice Care Center 620 36 KSF 239 80% 16 20% 4 20 43% 9 57% 12 21
Park 411 3 Acres 2 N/A 0 N/A 0 0 N/A 0 N/A 0 0
ITE Subtotal
14,687 625 496 1,121 594 796 1,390
MXD+ Trip Reductions
-14% -2,078 -17% -106 -17% -82 -188 -14% -82 -14% -111 -193
Net New Project Trips
12,609 519 414 933 512 685 1,197
Key: DU = Dwelling units, KSF = Thousand Square Feet Source: MainStreet, Fehr & Peers, September 2021
Lutheran Campus Master Plan – Transportation Assessment
9
Trip Distribution
The project trip distribution values were determined directly from the existing traffic volumes. The
project trip distribution is as follows:
Inbound Trips
• West 38th Avenue (West direction): 19%
• West 32nd Avenue (East direction): 9%
• West 38th Avenue (East direction): 60%
• West 32nd Avenue (West direction): 9%
• Cody Street (north of W 38th Street): 1.50%
• N Balsam Street (north of W 38th Street): 1.50%
Outbound Trips
• West 38th Avenue (West direction): 20%
• West 32nd Avenue (East direction): 15%
• West 38th Avenue (East direction): 46%
• West 32nd Avenue (West direction): 18%
• Cody Street (north of W 38th Street): 1%
• N Balsam Street (north of W 38th Street): 0%
Trip Assignment
Vehicular traffic was assigned by applying the trip distribution to the estimated trip generation. Figure 2
displays the Project trip assignment.
Lutheran Campus Master Plan – Transportation Assessment
10
Legend: AM (PM)
Figure 2: Trip Assignment of Lutheran Campus Site Trips and Lane Configurations - 2045 Build Conditions
Lutheran Campus Master Plan – Transportation Assessment
11
2045 Build Transportation and Intersection Operations
The 2045 Build Scenario combines the volumes from the 2045 Background Scenario and the vehicle trips
generated by the Project. An analysis was conducted to evaluate the impact on the study intersections.
Figure 3 shows the projected 2045 Build Conditions peak hour volumes at the study intersections, as
well as the lane configurations. Intersection controls and lane configurations will remain the same as
Background Conditions.
Table 6 presents the delay and LOS results for the study intersections under 2045 Build Conditions.
Appendix B provides the LOS calculations for the 2045 Build Conditions.
Table 6: 2045 Build Conditions Intersection Level of Service Results
ID Intersection Control1 Approach
2045 Build Conditions
AM PM
Delay
(veh/sec) LOS Delay
(veh/sec) LOS
1 Lutheran Pkwy W/38th Ave SSSC3 NB 103 F >200 F
2 N Lutheran Pkwy/38th Ave Signal2 Overall 11 B 10 B
3 N Lutheran Pkwy/32nd Ave SSSC3 SB 12 B 15 B
Notes: 1 Signal equals signalized intersection. SSSC indicates side-street stop-controlled intersection. 2 Whole intersection weighted average LOS and control delay expressed in seconds per vehicle for signalized intersections. 3 Worst approach LOS and delay in vehicle per seconds shown for side street stop-controlled intersections Source: Fehr & Peers, September 2021
The results indicate that one of the study intersections would operate unacceptably under 2045 Build
Conditions. The Lutheran Parkway West/38th Avenue intersection would operate at LOS F with a delay
of 103 seconds in the AM peak hour and LOS F with a delay of more than 200 seconds in the PM peak
hour under the 2045 Build Conditions as a side-street, stop controlled intersection. The other two
intersections would operate at acceptable LOS under these conditions.
Lutheran Campus Master Plan – Transportation Assessment
12
Legend: AM (PM)
Figure 3: Traffic Volumes & Lane Configurations - 2045 Build Conditions
Lutheran Campus Master Plan – Transportation Assessment
13
Summary of Findings and Potential Mitigation Strategies
Under existing conditions (2021), 2045 Background Conditions, and 2045 Build Conditions, the
intersection of Lutheran Parkway West/38th Avenue does not operate at an acceptable level of service in
both the AM and PM peak hours per City of Wheat Ridge standards which require intersections to
operate at LOS C or better. To be in alignment with City of Wheat Ridge standards, this intersection, and
possible mitigation strategies, should be further studied to improve operations. Two possible mitigation
strategies for the intersection of Lutheran Parkway West/38th Avenue that can be explored are:
• Making the south leg of the intersection right-in, right-out
Restricting the south leg of the intersection to right-in right-out movements would eliminate all
left turns into or out of Lutheran Parkway West as well as the northbound through and
southbound through movements. Further study would be required to determine whether or not
left turns in and out of Cody Street should be maintained. This mitigation strategy could improve
operations by eliminating the movements causing delay on the south leg of the intersection.
Right-in/right-out access at Lutheran Parkway West, which would shift left-turn access to North
Lutheran Parkway, results in LOS E at North Lutheran Parkway without any changes to signal
timing, LOS C if splits are optimized, and LOS B if the cycle length is optimized at a cycle length of
70 seconds. Compared to signalization, making the south leg of Lutheran Parkway West/38th
Avenue right-in, right-out would likely be a lower cost mitigation strategy.
• Signalizing the intersection
Signalizing the intersection could improve the operation of the intersection because it would
give the side-street movements a separate phase or phases, rather than cars having to wait for
gaps in traffic on 38th Avenue. This would make being able to execute side-street movements at
the intersection more reliable and therefore reduce the average delay of those movements. The
peak hour signal warrant of the 2045 Build Conditions is met at this intersection.
Overall, a future redevelopment of the Lutheran Campus site, even with higher density land uses than
are likely to be built, is not likely to have significant impacts on the traffic operations of the study
intersections. The intersection of Lutheran Parkway West/38th Avenue is not operating acceptably under
existing conditions and not estimated to operate acceptably under 2045 Background Conditions, so
mitigation strategies to improve operations will likely be necessary with or without redevelopment of
the site.
Lutheran Campus Master Plan – Transportation Assessment
14
Multimodal Connections, Programs, and Policies
Internal Circulation and Site Access
• Internal circulation of the site for people walking, biking, and driving will be important to ensure
that people can move both through the site and to specific destinations efficiently and
comfortably. This section also discusses site access, which identifies additional connections
between the site and the surrounding transportation network. Increasing these connections will
help provide access to the planned locally serving uses and create a street grid that fosters
connectivity. This section describes the internal circulation and site access considerations for
each zone.
All Zones
• A fully connected and intuitive multimodal path and sidewalk network should be completed
within the site. The existing site has an extensive path and sidewalk network with only a few
missing gaps or substandard facilities; the first priority is to complete these missing gaps and
upgrade deficient sidewalks with ADA (Americans with Disabilities Act)-compliant widths and
curb ramps. Depending on the development patterns of the site, modifying the current path
network to create a gridlike layout would be the next priority. This gridlike structure will provide
more direct access for people walking and biking, create a more intuitive experience, and
provide users with more route options.
• For people biking looking for a more direct route, they may choose to bike on internal roadways
rather than the path network. Given the forecasted volume and speeds on internal roadways,
bike lanes are recommended. If vehicle speeds are greater than or equal to 25 mph or vehicle
volumes are greater than 3,000 vehicles per day, a bike lane is needed to provide a low-stress
experience for bicyclists.
• Depending on development patterns and the approach to site development, the existing
internal roadways will either be maintained or re-envisioned. If the existing roadways are
maintained, the previous recommendations regarding the path network identify opportunities
for providing more of a street grid within the site. If internal roadways are relocated, they
should be done so in a grid. This will create a more human scale, improve connectivity,
distribute traffic, and improve walkability.
Zone 1
• Evaluate the pros and cons of extending West 35th Avenue east of Dudley Street to connect to
Lutheran Parkway West. Depending on the nature of the land use selected, this roadway should
serve all modes—people walking, biking, and driving. One advantage of extending the street
would be to further integrate the site into the surrounding neighborhood and street grid.
Another advantage would be to provide additional access for traffic entering and existing the
site, relieving pressure from the existing three access points. Lastly, this would provide a direct
connection to Wheat Ridge High School. If additional vehicular connection is not created, a
bicycle/pedestrian connection on West 35th Avenue from Dudley Street to Lutheran Parkway
West should still be considered.
• Consider constructing bicycle and pedestrian connections—or paths that provide bicycle and
pedestrian access but not vehicular access between the campus and neighborhoods. In Zone 1,
these should be considered along the Rocky Mountain Ditch, formalizing the trail that currently
Lutheran Campus Master Plan – Transportation Assessment
15
exists and supporting the ditch as a public amenity. The ditch provides a potential easement to
connect the site to Wheat Ridge High School. A connection at West 35th Avenue was previously
described and should be considered. Depending on the site plan, a connection across West 34th
Avenue could also be considered to foster a grid-like pattern for people walking and biking; this
grid pattern increases walkability and bikeability by reducing out of direction travel.
Zone 2
• Enhanced pedestrian crossings across West 38th Avenue should be evaluated. There are
currently no marked pedestrian crossings at Lutheran Parkway West and West 38th Avenue.
Pedestrian enhancements should be aligned with other intersection improvements as discussed
in the operational improvements section. The City should coordinate with RTD to see if the bus
stop on 38th Avenue/Brentwood Street can be relocated to 38th Avenue/North Lutheran
Parkway. This will provide more comfortable and convenient access for pedestrians, allowing
them to use the controlled marked crossing. If the bus stop cannot be relocated, an additional
pedestrian crossing that provides access to the existing bus stop on West 38th
Avenue/Brentwood Street should be assessed. In order to determine the appropriate
treatments for a crossing at this location, vehicle volumes, vehicle speeds, and pedestrian
counts should be collected. A treatment should be selected based on the City of Wheat Ridge’s
guidelines for midblock pedestrian crossings. If pedestrian volumes are too low for a controlled
treatment, a median refuge island can be implemented to provide opportunities for a two-stage
crossing.
Zone 3
• Consider developing a ‘main street’ character along either Lutheran Parkway West or North
Lutheran Parkway. This character can be fostered by the inclusion of street elements such as on-
street parking, bike lanes, landscaping, and placemaking.
Zone 4
• Consider constructing bicycle and pedestrian connections—or paths that provide bicycle and
pedestrian access but not vehicular access. In Zone 4, these should be considered along the
Rocky Mountain Ditch, formalizing the trail that currently exists and supporting the ditch as a
public amenity. Depending on the site plan, a connection along the alignment of West 33rd
Avenue could also be considered to foster a grid-like pattern for people walking and biking; this
grid pattern increases walkability and bike-ability by reducing out of direction travel.
• There is currently not a marked pedestrian crossing at North Lutheran Parkway and West 32nd
Avenue. Pedestrian enhancements should be aligned with other intersection improvements as
discussed in the operational improvements section. If the intersection remains side street stop
control, a controlled pedestrian crossing can still be evaluated. In order to determine the
appropriate treatments for a crossing at this location, vehicle volumes, vehicle speeds, and
pedestrian counts should be collected. A treatment should be selected based on the City of
Wheat Ridge’s guidelines for midblock pedestrian crossings. If pedestrian volumes are too low
for a controlled treatment, a median refuge island can be implemented to provide opportunities
for a two-stage crossing.
• There are missing gaps and deficient sidewalk segments in the pedestrian network along West
32nd Avenue adjacent to the site. These sidewalk gaps should be complete and maintain the
Lutheran Campus Master Plan – Transportation Assessment
16
buffer that is present between the sidewalk and roadway in other locations on West 32nd
Avenue. Deficient sidewalks and curb ramps should be upgraded in order to meet ADA
requirements.
Considerations for Transit Oriented Development (All Zones)
Due to the site’s location adjacent to RTD’s Route 38, and potential future opportunities to increase the
frequency of this route, finding opportunities to leverage transit is an important opportunity for future
developments on this site. Developments near transit stops or stations that are designed to promote
accessing the site via transit are called Transit Oriented Developments (TODs). TODs consider both the
completeness, ease, and comfort of walking and biking routes between the site and transit stops, as well
as providing information and amenities that make riding transit accessible and convenient. TODs also
include a mix of land use types on a site, so that once people arrive on the site, they can access different
amenities they might need throughout the day without needing to drive. TODs provide many benefits
including reducing the need for people to drive to and from the site, reducing the amount of parking
needed on the site, and creating a comfortable environment for walking and biking around the site. This
section details improvements and amenities any future developments on this site should consider in
order to better leverage transit access to and from the site.
Recommendations
• Prioritize enhanced pedestrian and bicycle infrastructure that creates direct and comfortable
paths from buildings on the site to the bus stops on 38th Avenue, particularly enhanced crossings
of 38th Avenue to improve access to bus stops on the north side of the street.
• Provide clear wayfinding throughout the site directing people walking, bicycling, or using
wheelchairs on how to navigate between the bus stops and different destinations on the site.
• Additional strategies for leveraging transit access to the site are included in the following section
on Transportation Demand Management (TDM) strategies. The most relevant of these
strategies to transit oriented development are:
o Free or subsidized transit passes
o Improved passenger waiting areas
o Pedestrian-oriented design
o Transit information kiosks
o Real time transit information displays
o Appropriate parking policies (in order to encourage transit ridership through adjusting
supply and pricing of parking)
Transportation Demand Management (All Zones)
Transportation Demand Management (TDM) strategies are policies, services, and programs to
encourage people to travel by walking, rolling, bicycling, using transit, or carpooling, rather than driving
alone. Shifting travel modes away from driving alone allows existing infrastructure (like roadways,
signals, and sidewalks) to operate more efficiently. TDM strategies are a cost-effective complement to
infrastructure and help optimize available infrastructure and services and improve transportation
options for everyone. The following section details possible TDM strategies that could be integrated into
future development and operations of the Lutheran Campus site. These TDM strategies are organized
into categories: Transit, Bicycle & Pedestrian, Parking, and Additional TDM Programs.
Lutheran Campus Master Plan – Transportation Assessment
17
Transit TDM Strategies
Improved passenger waiting area
Work with RTD to create (or improve) comfortable and safe passenger waiting at all bus stops near the
site, which include shelters that protect riders from both sun and weather, benches, and trash cans, and
adequate lighting. Waiting areas should be large enough for multiple people to wait comfortably for the
bus and for people using wheelchairs to comfortably navigate. Passenger waiting areas should have
designated entities in charge of performing regular maintenance including snow removal.
Transit information kiosks
Kiosks can be placed around the project site which include real-time transit arrival times, maps, and
schedules for nearby Routes 38, 76 and 100.
Real time transit information displays
Implement changeable LED signs at stations and in building lobbies that display real-time arrival of
nearby buses (Routes 38, 76 and 100) using GTFS data (available from RTD) linked to displays.
Free or subsidized transit passes for residents or employees
Providing free or subsidized transit passes to residents and employees can increase transit ridership to
and from the project site, give people more transportation options, and reduce demand for parking.
Employer or neighborhood RTD EcoPass Programs allow an employer or neighborhood/apartment
building to purchase a discounted EcoPass for all employees or residents, which grants unlimited rides
on RTD transit services. Employers can also reimburse employees for traditional transit tickets.
Bicycle & Pedestrian TDM Strategies
Pedestrian oriented design and mix of land uses
Pedestrian oriented design is based on a qualitative assessment of how well the design of a parcel caters
to pedestrians. At a minimum, project elements should include traffic calming, sidewalks on all building
frontages, pedestrian access via sidewalks, and block distances not exceeding 600 feet. Buildings close
to the road with little or no set back, windows facing any pedestrian facilities, pedestrian scale lighting,
and no parking lots separating pedestrian facilities and buildings are also important components of
pedestrian-oriented design.
Bike parking
Bike parking provides a safe and protected place for residents, employees, or visitors to store their bikes
once on site. It is important to provide easily accessible bike parking at each destination on site so that
bike storage is clear and convenient. Bike parking can consist of bike racks or more secure bike lockers
or storage rooms. Traditional bike racks can also include shelters to protect bikes from weather.
Public bike repair station
Bike repair stations provide bicyclists with the tools to complete basic repairs and maintenance. Tools
may include a pump, a multi-purpose bike tool, tire levers, a tire patch kit, and tubes in common
sizes. Repair stations makes traveling by bicycle a more reliable option.
End-of-trip facilities
End-of-trip facilities include bike parking, showers, and lockers. Showers and lockers at workplaces can
be used to give individuals cycling or walking to work a place to freshen up before beginning their
Lutheran Campus Master Plan – Transportation Assessment
18
workday and provide a place to store extra clothing. This can also be seen as a general benefit for
employees who wish to exercise during the workday.
Parking TDM Strategies
Shared parking
Shared parking is a tool through which nearby properties can share their parking lots, permitting the
parking spaces to be used by more than one land use. This allows parking facilities to be used more
efficiently and reduces the number of spaces that need to be provided on individual properties. Parking
on this site should be planned and developed based on a shared parking framework.
Parking cash-out
With parking cash-out, employees who choose to give up their employer-provided parking space are
offered a payment that can be used to pay for transit or vanpool fares, to pay for bike purchases or
maintenance, or kept as cash. Parking cash-out rewards commuting via alternative modes and helps
employers who provide free parking to improve fairness by assuring that all employees receive a benefit
regardless of how they get to work. By providing benefits for more than just parking, cash-out programs
increase transit ridership. Employers that provide cash-out can often realize cost savings when parking
spaces are leased or where parking is overutilized.
Car share subsidies and preferential parking
Car share programs include services such as Colorado CarShare, ZipCar, Gig, and other ad hoc short-term
rental services. Generally, vehicles are parked in parking spaces on-site, and available for residents,
employees, and visitors to use on an hourly or per-mile basis. Car shares allow households to own fewer
vehicles and give employees who did not drive to work an option if they need a car during the day.
Designated car share spaces should be considered for this site. If car share is located on site, employers
and residences should consider providing subsidies for use of this program.
Unbundling parking
Unbundling parking is separating the cost of parking from the cost of buying or renting a residential unit.
This requires a resident to make a choice about whether they wish to pay for parking. This policy can
result in fewer residents opting to own personal vehicles and create more affordable housing options.
Paired with coordination with local governments and land use regulations, this policy can also allow
developers to build less parking in areas where there is proximate reliable transit and a variety of TDM
strategies are being employed.
Additional TDM Strategies
Guaranteed Ride Home
Employers can purchase access to DRCOG’s WayToGo regional Guaranteed Ride Home (GRH) program
to provide their employees who do not drive alone to work with a free ride home in case of an approved
emergency. This “commuter insurance” for those who carpool, take transit, bicycle, walk or vanpool to
work is a low-cost program that removes a barrier to employees’ use of alternative modes of
transportation. In case of an emergency, such as illness, the need to pick up a sick child from school, or
unscheduled mandatory overtime, the program covers the cost of participants taking a taxi, Lyft/Uber,
or a rental car to get home.
Lutheran Campus Master Plan – Transportation Assessment
19
Employee/resident outreach
Outreach should educate residents and employees about their transportation options. This information
should include transit schedules, bicycle maps, information on available subsidies, and transportation
programs. Starting a new job or moving to a new home is one of several behavior change moments
when a person is more willing to try new travel options. New employees and residents should be
provided with information on the travel options and programs available to help them get around.
Lutheran Campus Master Plan – Transportation Assessment
20
EXISTING CONDITIONS
APPENDIX B.1
518 17th Street | Suite 1100 | Denver, CO 80202 | (303) 296-4300 | Fax (303) 296-4302 www.fehrandpeers.com
Memorandum
Date: September 24, 2021
To: Stephanie Stevens, City of Wheat Ridge
From: Carly Sieff and Sydney Provan, Fehr & Peers
Subject: Lutheran Campus Master Plan – Existing Transportation Conditions
DN21-0682
Existing Conditions: Transportation
Project Site Description
The Lutheran Medical Center campus site is bordered by West 38th Avenue on the north side,
West 32nd Avenue on the south side, Dudley Street on the west side, and Zephyr Court/Allison
Court on the east side. From West 38th Avenue, there are two access points to the site—North
Lutheran Parkway and Lutheran Parkway West. There is one access point to the site from West
32nd Avenue—North Lutheran Parkway. There are no access points to the Lutheran campus from
the east or west. The internal streets of the site—North Lutheran Parkway and Lutheran Parkway
West—travel north-south and provide direct access to individual campus parking lots and
buildings. The configuration of the roadways adjacent and within the site are shown in Figure 1.
West 38th Avenue has a posted speed limit of 35 MPH and is a five-lane roadway east of Lutheran
Parkway West and turns to a three-lane roadway west of Lutheran Parkway West. West 32nd
Avenue is a two-lane roadway with turn pockets and has a posted speed limit of 35 MPH east of
North Lutheran Parkway and drops to 30 MPH west of North Lutheran Parkway.
These roadways are primarily one travel lane in either direction with turn pockets. In addition to
roadways, there is a network of sidewalks and paths throughout that site that will be described in
this memorandum.
Stephanie Stevens September 24, 2021 Page 2 of 6
Multimodal Access
In addition to vehicular travel to and within the Lutheran campus, travelers can access the site by
transit, walking or bicycling. This section describes the infrastructure and services available within
close proximity to the site.
Transit Service
Regional Transportation District (RTD) operates fixed route bus service along West 38th Avenue
(route 38) and Wadsworth Boulevard (route 76). Route 38 connects downtown Denver to the
Ward Street/I-70 Park-n-Ride, operating along West 38th Avenue. Service operates between 4:48
AM and 12:02 AM at 30 minute frequency (except during early morning and late evening when it
operates at hour frequency) seven days per week. The most proximate bus stops to the Lutheran
campus are located immediately north of the site on West 38th Avenue between North Lutheran
Parkway and Lutheran Parkway West.
Route 76 connects the US 36 and Broomfield Station to the north to the Wadsworth/Hampden
Park-n-Ride and Southwest Plaza on Bowles Avenue to the south, operating along Wadsworth
Boulevard. Service operates between 5:22 AM and 1:10 AM at 30 minute frequency (except during
early morning and late evening when it operates at hour frequency) seven days per week. The
most proximate bus stops to the Lutheran campus are located east of the site on Wadsworth
Boulevard at West 38th Avenue and West 32nd Avenue.
Bicycle Network
There are designated bike lanes on West 32nd Avenue, along the southern boundary of the site.
There are no designated bicycle facilities on West 38th Avenue or internal to the site.
Pedestrian Network
The sidewalk network on West 38th Avenue adjacent to and approaching the site is complete. The
sidewalk is at least five feet wide in all locations between Dudley Street and Wadsworth
Boulevard. The sidewalk varies between attached (without a buffer) and detached (with a buffer
between the sidewalk and travel lanes). The sidewalk along West 32nd Avenue is consistent along
the south side, connecting to the trails of Crown Hill Park. The sidewalk on the north side of West
32nd Avenue is inconsistent with no sidewalks present between Yarrow Street and Dudley Street,
except for the one block immediately adjacent to the site (Balsam Street to N Lutheran Parkway).
Sidewalks internal to the site are missing in many sections along North Lutheran Parkway and
Lutheran Parkway West. There is a multiuse path internal to the site, along the Rocky Mountain
Ditch, that travels east-west connecting Lutheran Parkway West and North Lutheran Parkway.
Stephanie Stevens September 24, 2021 Page 3 of 6
Crash Analysis
There were seven crashes between January 1, 2011 and December 31, 2019 at the intersection of
West 38th Avenue and Lutheran Parkway West. Two of the crashes had no details, two crashes
were rear-end from turning northbound vehicles, one was a pedestrian-involved collision, and
two were broadside crashes from a westbound vehicle turning into the Lutheran campus.
There were seventeen crashes during the same time period on roadways internal to the site. Six of
those crashes have no detailed information. The remaining eight of eleven crashes were in
parking lots from travelers entering or exiting spaces. Of the remaining three, two were rear end
crashes and one was a vehicle hitting an object.
Traffic Volumes
Due to travel patterns being affected by the COVID-19 pandemic, new traffic counts were not
able to be collected for the existing conditions analysis. In order to estimate pre-pandemic traffic
patterns in the study area, traffic counts previously collected in 2007 for the Northeast Wing
Addition Traffic Analysis Report were used as a baseline. These 2007 counts were scaled up by a
growth factor of 1.23 for any movements relating to traffic coming to or from the Lutheran
Medical Center Campus. This growth factor was determined using the growth rate of employees
on the campus from the 2007 counts to 2017 as a proxy for traffic growth into and out of the site.
Background traffic (traffic on 38th Avenue and 32nd Avenue not affiliated with the Lutheran
Medical Campus) was determined to not have changed between 2007 and 2017. This analysis was
based on the closest available data, applying CDOT counts on Kipling Street and Wadsworth
Boulevard that, on average, did not change between these two dates. The volumes at are shown
in Figure 1.
These volumes were used to study the operations of the following three intersections under the
existing conditions:
1. Lutheran Parkway West & 38th Avenue
2. N Lutheran Parkway & 38th Avenue
3. 32nd Avenue & North Lutheran Parkway
The methodology and results of this analysis are presented in the Existing Intersection Operations
section of this report.
Stephanie Stevens September 24, 2021 Page 4 of 6
Existing Intersection Operations
Methodology
The intersection grading system called level-of-service (LOS) put forth by the Transportation
Research Board’s Highway Capacity Manual (HCM) 6th Edition and HCM 2000 were used in this
study to measure the operational status of the intersections within the study area. (HCM 2000 was
used for the signalized intersection at N Lutheran Parkway & 38th Avenue due to the non-NEMA
phasing of that signal.) LOS characterizes the operational conditions of an intersection’s traffic
flow; ranging from LOS A (indicating free flow traffic conditions with little or no vehicle delay) to
LOS F (representing over-saturated conditions where traffic flows exceeds the design capacity,
resulting in long queues and vehicle delays). These grades represent the perspective of drivers
and are an indication of the comfort and convenience associated with driving. Although LOS A
through C, are desired levels, LOS D is considered acceptable. The LOS is determined differently
depending on the type of control at the intersection.
Figure 1: Peak Hour Traffic Volumes and Lane Configurations (Existing Conditions Forecasted- 2017)
Stephanie Stevens September 24, 2021 Page 5 of 6
At signalized intersections, the operational analysis uses various intersection characteristics (such
as traffic volumes, lane geometry, and signal phasing) to estimate the intersection’s volume-to-
capacity (v/c) ratio. For signalized intersections, the HCM defines the intersection LOS as the
average delay per vehicle for the overall intersection, which includes all approaches.
At unsignalized intersections, the operational analysis uses various intersection characteristics
(such as traffic volumes, lane geometry, and stop-controlled approaches) to estimate the
intersection’s v/c ratio. For unsignalized intersections, the HCM defines the intersection LOS as
the average delay per vehicle for the highest delay approach for side-street stop and the average
delay for the whole intersection for all-way stop and roundabout intersections. Table 1
summarizes the relationship between delay and LOS for signalized intersections and Table 2
summarizes the relationship between delay and LOS for unsignalized intersections.
TABLE 1: SIGNALIZED INTERSECTION LEVEL OF SERVICE DEFINITIONS USING AVERAGE CONTROL VEHICULAR DELAY
Level of Service Description Average Control Delay Per Vehicle (Seconds)
A Operations with very low delay occurring with favorable progression and/or short cycle lengths. < 10.0
B Operations with low delay occurring with good progression and/or short cycle lengths. >10 to 20
C
Operations with average delays resulting from fair progression and/or longer cycle lengths. Individual cycle failures begin to appear.
>20 to 35
D
Operations with longer delays due to a combination of unfavorable progression, long cycle lengths, and high V/C ratios. Many vehicles stop and individual cycle failures are noticeable.
>35 to 55
E
Operations with high delay values indicating poor progression, long cycle lengths, and high V/C ratios. Individual cycle failures are frequent occurrences.
>55 to 80
F Operations with delays unacceptable to most drivers occurring due to over-saturation, poor progression, or very long cycle lengths. > 80
TABLE 2: UNSIGNALIZED INTERSECTION LEVEL OF SERVICE DEFINITIONS USING AVERAGE CONTROL VEHICULAR DELAY
Level of Service Description Average Control Delay Per Vehicle (Seconds)
Stephanie Stevens September 24, 2021 Page 6 of 6
A Little or no delay <10
B Short traffic delay >10 to 15
C Average traffic delays >15 to 25
D Long traffic delays >25 to 35
E Very long traffic delays >35 to 50
F Extreme traffic delays with intersection capacity exceeded >50
Results
The intersections of N Lutheran Parkway & 38th Avenue and N Lutheran Parkway & 32nd Avenue
operate acceptably under existing conditions (2017) in both the AM and PM peak hours. The
intersection of Lutheran Parkway West & 38th Avenue operates at LOS E with a delay of 38
seconds/vehicle in the AM peak hour and LOS F with a delay of 52 seconds/vehicle in the PM
peak hour. In summary, under existing conditions one of the three intersections studied
does not operate acceptably in the AM and PM peak hours.
TABLE 3: EXISTING CONDITIONS INTERSECTION LEVEL OF SERVICE RESULTS
ID Intersection Control1 Approach AM Peak Hour PM Peak Hour
Delay LOS Delay LOS
1 Lutheran Parkway West & 38th Avenue SSSC NB 38 E 52 F
2 N Lutheran Parkway & 38th Avenue Signal Overall2 36 D 34 C
3 N Lutheran Parkway & 32nd Avenue SSSC SB 13 B 15 C
Notes: 1. Signal equals signalized intersection. SSSC indicates a side-street stop-controlled intersection. 2. Whole intersection weighted average control delay expressed in seconds per vehicle for signalized intersections. 3. Bold indicates an intersection operating at LOS E or LOS F.
SYNCHRO L.O.S. REPORTS
APPENDIX B.2
HCM 6th TWSC Background Scenario AM
1: Lutheran Parkway West/Cody St & 38th Ave 09/22/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 1
Intersection
Int Delay, s/veh 1.6
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR
Lane Configurations
Traffic Vol, veh/h 10 655 25 70 405 10 10 5 15 10 5 10
Future Vol, veh/h 10 655 25 70 405 10 10 5 15 10 5 10
Conflicting Peds, #/hr 0 00000000000
Sign Control Free Free Free Free Free Free Stop Stop Stop Stop Stop Stop
RT Channelized - - None - - None - - Free - - None
Storage Length 0 - - 500 ----0---
Veh in Median Storage, # - 0 - - 0 - - 0 - - 0 -
Grade, % - 0 - - 0 - - 0 - - 0 -
Peak Hour Factor 92 92 92 92 92 92 92 92 92 92 92 92
Heavy Vehicles, % 2 22222222222
Mvmt Flow 11 712 27 76 440 11 11 5 16 11 5 11
Major/Minor Major1 Major2 Minor1 Minor2
Conflicting Flow All 451 0 0 739 0 0 1123 1351 - 1348 1359 226
Stage 1 ------748748-598598-
Stage 2 ------375603-750761-
Critical Hdwy 4.13 - - 4.13 - - 7.33 6.53 - 7.33 6.53 6.93
Critical Hdwy Stg 1 ------6.13 5.53 - 6.53 5.53 -
Critical Hdwy Stg 2 ------6.53 5.53 - 6.13 5.53 -
Follow-up Hdwy 2.219 - - 2.219 - - 3.519 4.019 - 3.519 4.019 3.319
Pot Cap-1 Maneuver 1108 - - 865 - - 171 150 0 118 148 778
Stage 1 ------4044190457490-
Stage 2 ------6194870403413-
Platoon blocked, % - - - -
Mov Cap-1 Maneuver 1108 - - 865 - - 151 135 - 106 134 778
Mov Cap-2 Maneuver ------151135-106134-
Stage 1 ------400415-452447-
Stage 2 ------550444-394409-
Approach EB WB NB SB
HCM Control Delay, s 0.1 1.4 32.9 29.6
HCM LOS D D
Minor Lane/Major Mvmt NBLn1NBLn2 EBL EBT EBR WBL WBT WBRSBLn1
Capacity (veh/h) 145 - 1108 - - 865 - - 173
HCM Lane V/C Ratio 0.112 - 0.01 - - 0.088 - - 0.157
HCM Control Delay (s) 32.9 0 8.3 - - 9.6 - - 29.6
HCM Lane LOS D A A - - A - - D
HCM 95th %tile Q(veh) 0.4 - 0 - - 0.3 - - 0.5
HCM Signalized Intersection Capacity Analysis Background Scenario AM
2: N Lutheran Parkway/Balsam St & 38th Ave 09/22/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 2
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR
Lane Configurations
Traffic Volume (vph) 15 535 25 65 500 10 10 0 15 15 5 15
Future Volume (vph) 15 535 25 65 500 10 10 0 15 15 5 15
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900
Total Lost time (s) 5.5 5.5 4.0 5.0 5.5 5.5 4.0 5.0
Lane Util. Factor 1.00 0.95 1.00 1.00 0.95 1.00 1.00 1.00
Frt 1.00 1.00 0.85 1.00 1.00 1.00 0.85 0.94
Flt Protected 0.95 1.00 1.00 0.95 1.00 0.95 1.00 0.98
Satd. Flow (prot) 1770 3539 1583 1770 3529 1770 1583 1719
Flt Permitted 0.44 1.00 1.00 0.95 1.00 1.00 1.00 0.98
Satd. Flow (perm) 818 3539 1583 1770 3529 1863 1583 1719
Peak-hour factor, PHF 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90
Adj. Flow (vph) 17 594 28 72 556 11 11 0 17 17 6 17
RTOR Reduction (vph)0000200000160
Lane Group Flow (vph) 17 594 28 72 565 0 11 0 17 0 24 0
Turn Type Perm NA Free Prot NA Perm Free Perm NA
Protected Phases 2 1 6 4
Permitted Phases 2 Free 8 Free 4
Actuated Green, G (s) 36.2 36.2 59.0 4.1 45.3 2.7 59.0 3.2
Effective Green, g (s) 36.2 36.2 59.0 4.1 45.3 2.7 59.0 3.2
Actuated g/C Ratio 0.61 0.61 1.00 0.07 0.77 0.05 1.00 0.05
Clearance Time (s) 5.5 5.5 5.0 5.5 5.5 5.0
Vehicle Extension (s) 1.5 1.5 3.0 1.5 2.0 2.0
Lane Grp Cap (vph) 501 2171 1583 123 2709 85 1583 93
v/s Ratio Prot c0.17 c0.04 0.16
v/s Ratio Perm 0.02 0.02 0.01 0.01 0.01
v/c Ratio 0.03 0.27 0.02 0.59 0.21 0.13 0.01 0.26
Uniform Delay, d1 4.5 5.3 0.0 26.6 1.9 27.0 0.0 26.8
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 0.1 0.3 0.0 6.9 0.2 0.3 0.0 0.5
Delay (s) 4.6 5.6 0.0 33.6 2.1 27.3 0.0 27.3
Level of Service A A A C A C A C
Approach Delay (s) 5.3 5.6 10.7 27.3
Approach LOS A A B C
Intersection Summary
HCM 2000 Control Delay 6.2 HCM 2000 Level of Service A
HCM 2000 Volume to Capacity ratio 0.31
Actuated Cycle Length (s) 59.0 Sum of lost time (s) 16.0
Intersection Capacity Utilization 40.6% ICU Level of Service A
Analysis Period (min) 15
c Critical Lane Group
HCM 6th TWSC Background Scenario AM
3: 32nd Ave & N Lutheran Parkway 09/22/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 3
Intersection
Int Delay, s/veh 0.8
Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Vol, veh/h 20 260 185 20 10 15
Future Vol, veh/h 20 260 185 20 10 15
Conflicting Peds, #/hr 0 00000
Sign Control Free Free Free Free Stop Stop
RT Channelized - None - None - None
Storage Length 100 - - 225 0 0
Veh in Median Storage, # - 0 0 - 0 -
Grade, % - 0 0 - 0 -
Peak Hour Factor 93 93 93 93 93 93
Heavy Vehicles, % 2 22222
Mvmt Flow 22 280 199 22 11 16
Major/Minor Major1 Major2 Minor2
Conflicting Flow All 221 0 - 0 523 199
Stage 1 - - - - 199 -
Stage 2 - - - - 324 -
Critical Hdwy 4.12 - - - 6.42 6.22
Critical Hdwy Stg 1 - - - - 5.42 -
Critical Hdwy Stg 2 - - - - 5.42 -
Follow-up Hdwy 2.218 - - - 3.518 3.318
Pot Cap-1 Maneuver 1348 - - - 514 842
Stage 1 - - - - 835 -
Stage 2 - - - - 733 -
Platoon blocked, % - - -
Mov Cap-1 Maneuver 1348 - - - 506 842
Mov Cap-2 Maneuver - - - - 506 -
Stage 1 - - - - 822 -
Stage 2 - - - - 733 -
Approach EB WB SB
HCM Control Delay, s 0.6 0 10.6
HCM LOS B
Minor Lane/Major Mvmt EBL EBT WBT WBRSBLn1SBLn2
Capacity (veh/h) 1348 - - - 506 842
HCM Lane V/C Ratio 0.016 - - - 0.021 0.019
HCM Control Delay (s) 7.7 - - - 12.3 9.4
HCM Lane LOS A - - - B A
HCM 95th %tile Q(veh) 0 - - - 0.1 0.1
HCM 6th TWSC Background Scenario PM
1: Lutheran Parkway West/Cody St & 38th Ave 09/22/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 1
Intersection
Int Delay, s/veh 1.6
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR
Lane Configurations
Traffic Vol, veh/h 10 520 10 30 765 15 25 5 55 10 5 10
Future Vol, veh/h 10 520 10 30 765 15 25 5 55 10 5 10
Conflicting Peds, #/hr 0 00000000000
Sign Control Free Free Free Free Free Free Stop Stop Stop Stop Stop Stop
RT Channelized - - None - - None - - Free - - None
Storage Length 0 - - 500 ----0---
Veh in Median Storage, # - 0 - - 0 - - 0 - - 0 -
Grade, % - 0 - - 0 - - 0 - - 0 -
Peak Hour Factor 92 92 92 92 92 92 92 92 92 92 92 92
Heavy Vehicles, % 2 22222222222
Mvmt Flow 11 565 11 33 832 16 27 5 60 11 5 11
Major/Minor Major1 Major2 Minor1 Minor2
Conflicting Flow All 848 0 0 576 0 0 1078 1507 - 1501 1504 424
Stage 1 ------593593-906906-
Stage 2 ------485914-595598-
Critical Hdwy 4.13 - - 4.13 - - 7.33 6.53 - 7.33 6.53 6.93
Critical Hdwy Stg 1 ------6.13 5.53 - 6.53 5.53 -
Critical Hdwy Stg 2 ------6.53 5.53 - 6.13 5.53 -
Follow-up Hdwy 2.219 - - 2.219 - - 3.519 4.019 - 3.519 4.019 3.319
Pot Cap-1 Maneuver 787 - - 995 - - 184 120 0 92 121 579
Stage 1 ------4914930298354-
Stage 2 ------5333510490490-
Platoon blocked, % - - - -
Mov Cap-1 Maneuver 787 - - 995 - - 168 114 - 85 115 579
Mov Cap-2 Maneuver ------168114-85115-
Stage 1 ------484486-294342-
Stage 2 ------498339-478483-
Approach EB WB NB SB
HCM Control Delay, s 0.2 0.3 34.1 36.8
HCM LOS D E
Minor Lane/Major Mvmt NBLn1NBLn2 EBL EBT EBR WBL WBT WBRSBLn1
Capacity (veh/h) 156 - 787 - - 995 - - 140
HCM Lane V/C Ratio 0.209 - 0.014 - - 0.033 - - 0.194
HCM Control Delay (s) 34.1 0 9.6 - - 8.7 - - 36.8
HCM Lane LOS D A A - - A - - E
HCM 95th %tile Q(veh) 0.8 - 0 - - 0.1 - - 0.7
HCM Signalized Intersection Capacity Analysis Background Scenario PM
2: N Lutheran Parkway/Balsam St & 38th Ave 09/22/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 2
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR
Lane Configurations
Traffic Volume (vph) 25 700 10 30 670 25 25 0 55 10 5 10
Future Volume (vph) 25 700 10 30 670 25 25 0 55 10 5 10
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900
Total Lost time (s) 5.5 5.5 4.0 5.0 5.5 5.5 4.0 5.0
Lane Util. Factor 1.00 0.95 1.00 1.00 0.95 1.00 1.00 1.00
Frt 1.00 1.00 0.85 1.00 0.99 1.00 0.85 0.95
Flt Protected 0.95 1.00 1.00 0.95 1.00 0.95 1.00 0.98
Satd. Flow (prot) 1770 3539 1583 1770 3520 1770 1583 1730
Flt Permitted 0.36 1.00 1.00 0.95 1.00 1.00 1.00 0.98
Satd. Flow (perm) 669 3539 1583 1770 3520 1863 1583 1730
Peak-hour factor, PHF 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90
Adj. Flow (vph) 28 778 11 33 744 28 28 0 61 11 6 11
RTOR Reduction (vph)0000300000100
Lane Group Flow (vph) 28 778 11 33 769 0 28 0 61 0 18 0
Turn Type Perm NA Free Prot NA Perm Free Perm NA
Protected Phases 2 1 6 4
Permitted Phases 2 Free 8 Free 4
Actuated Green, G (s) 39.4 39.4 60.6 2.5 46.9 2.7 60.6 3.2
Effective Green, g (s) 39.4 39.4 60.6 2.5 46.9 2.7 60.6 3.2
Actuated g/C Ratio 0.65 0.65 1.00 0.04 0.77 0.04 1.00 0.05
Clearance Time (s) 5.5 5.5 5.0 5.5 5.5 5.0
Vehicle Extension (s) 1.5 1.5 3.0 1.5 2.0 2.0
Lane Grp Cap (vph) 434 2300 1583 73 2724 83 1583 91
v/s Ratio Prot c0.22 0.02 c0.22
v/s Ratio Perm 0.04 0.01 c0.02 0.04 0.01
v/c Ratio 0.06 0.34 0.01 0.45 0.28 0.34 0.04 0.19
Uniform Delay, d1 3.9 4.8 0.0 28.4 2.0 28.1 0.0 27.5
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 0.3 0.4 0.0 4.4 0.3 0.9 0.0 0.4
Delay (s) 4.2 5.2 0.0 32.8 2.2 29.0 0.0 27.8
Level of Service A A A C A C A C
Approach Delay (s) 5.0 3.5 9.1 27.8
Approach LOS A A A C
Intersection Summary
HCM 2000 Control Delay 4.9 HCM 2000 Level of Service A
HCM 2000 Volume to Capacity ratio 0.35
Actuated Cycle Length (s) 60.6 Sum of lost time (s) 16.0
Intersection Capacity Utilization 41.8% ICU Level of Service A
Analysis Period (min) 15
c Critical Lane Group
HCM 6th TWSC Background Scenario PM
3: 32nd Ave & N Lutheran Parkway 09/22/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 3
Intersection
Int Delay, s/veh 1.6
Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Vol, veh/h 10 280 310 10 40 45
Future Vol, veh/h 10 280 310 10 40 45
Conflicting Peds, #/hr 0 00000
Sign Control Free Free Free Free Stop Stop
RT Channelized - None - None - None
Storage Length 100 - - 225 0 0
Veh in Median Storage, # - 0 0 - 0 -
Grade, % - 0 0 - 0 -
Peak Hour Factor 93 93 93 93 93 93
Heavy Vehicles, % 2 22222
Mvmt Flow 11 301 333 11 43 48
Major/Minor Major1 Major2 Minor2
Conflicting Flow All 344 0 - 0 656 333
Stage 1 - - - - 333 -
Stage 2 - - - - 323 -
Critical Hdwy 4.12 - - - 6.42 6.22
Critical Hdwy Stg 1 - - - - 5.42 -
Critical Hdwy Stg 2 - - - - 5.42 -
Follow-up Hdwy 2.218 - - - 3.518 3.318
Pot Cap-1 Maneuver 1215 - - - 430 709
Stage 1 - - - - 726 -
Stage 2 - - - - 734 -
Platoon blocked, % - - -
Mov Cap-1 Maneuver 1215 - - - 426 709
Mov Cap-2 Maneuver - - - - 426 -
Stage 1 - - - - 719 -
Stage 2 - - - - 734 -
Approach EB WB SB
HCM Control Delay, s 0.3 0 12.3
HCM LOS B
Minor Lane/Major Mvmt EBL EBT WBT WBRSBLn1SBLn2
Capacity (veh/h) 1215 - - - 426 709
HCM Lane V/C Ratio 0.009 - - - 0.101 0.068
HCM Control Delay (s) 8 - - - 14.4 10.4
HCM Lane LOS A - - - B B
HCM 95th %tile Q(veh) 0 - - - 0.3 0.2
HCM 6th TWSC Max Scenario AM
1: Lutheran Parkway West/Cody St & 38th Ave 09/21/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 1
Intersection
Int Delay, s/veh 5.8
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR
Lane Configurations
Traffic Vol, veh/h 10 685 50 160 440 10 45 5 95 10 5 10
Future Vol, veh/h 10 685 50 160 440 10 45 5 95 10 5 10
Conflicting Peds, #/hr 0 00000000000
Sign Control Free Free Free Free Free Free Stop Stop Stop Stop Stop Stop
RT Channelized - - None - - None - - Free - - None
Storage Length 0 - - 500 ----0---
Veh in Median Storage, # - 0 - - 0 - - 0 - - 0 -
Grade, % - 0 - - 0 - - 0 - - 0 -
Peak Hour Factor 92 92 92 92 92 92 92 92 92 92 92 92
Heavy Vehicles, % 2 22222222222
Mvmt Flow 11 745 54 174 478 11 49 5 103 11 5 11
Major/Minor Major1 Major2 Minor1 Minor2
Conflicting Flow All 489 0 0 799 0 0 1384 1631 - 1629 1653 245
Stage 1 ------794794-832832-
Stage 2 ------590837-797821-
Critical Hdwy 4.13 - - 4.13 - - 7.33 6.53 - 7.33 6.53 6.93
Critical Hdwy Stg 1 ------6.13 5.53 - 6.53 5.53 -
Critical Hdwy Stg 2 ------6.53 5.53 - 6.13 5.53 -
Follow-up Hdwy 2.219 - - 2.219 - - 3.519 4.019 - 3.519 4.019 3.319
Pot Cap-1 Maneuver 1072 - - 822 - - 111 101 0 74 98 756
Stage 1 ------3813990330383-
Stage 2 ------4623810379388-
Platoon blocked, % - - - -
Mov Cap-1 Maneuver 1072 - - 822 - - 86 79 - 58 76 756
Mov Cap-2 Maneuver ------8679-5876-
Stage 1 ------377395-327302-
Stage 2 ------353300-370384-
Approach EB WB NB SB
HCM Control Delay, s 0.1 2.8 103.2 54.6
HCM LOS F F
Minor Lane/Major Mvmt NBLn1NBLn2 EBL EBT EBR WBL WBT WBRSBLn1
Capacity (veh/h) 85 - 1072 - - 822 - - 99
HCM Lane V/C Ratio 0.639 - 0.01 - - 0.212 - - 0.274
HCM Control Delay (s) 103.2 0 8.4 - - 10.6 - - 54.6
HCM Lane LOS F A A - - B - - F
HCM 95th %tile Q(veh) 3 - 0 - - 0.8 - - 1
HCM Signalized Intersection Capacity Analysis Max Scenario AM
2: N Lutheran Parkway/Balsam St & 38th Ave 09/21/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 2
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR
Lane Configurations
Traffic Volume (vph) 15 615 55 160 590 10 45 0 95 15 5 20
Future Volume (vph) 15 615 55 160 590 10 45 0 95 15 5 20
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900
Total Lost time (s) 5.5 5.5 4.0 5.0 5.5 5.5 4.0 5.0
Lane Util. Factor 1.00 0.95 1.00 1.00 0.95 1.00 1.00 1.00
Frt 1.00 1.00 0.85 1.00 1.00 1.00 0.85 0.93
Flt Protected 0.95 1.00 1.00 0.95 1.00 0.95 1.00 0.98
Satd. Flow (prot) 1770 3539 1583 1770 3530 1770 1583 1708
Flt Permitted 0.40 1.00 1.00 0.95 1.00 0.87 1.00 0.98
Satd. Flow (perm) 742 3539 1583 1770 3530 1620 1583 1708
Peak-hour factor, PHF 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90
Adj. Flow (vph) 17 683 61 178 656 11 50 0 106 17 6 22
RTOR Reduction (vph)0000200000200
Lane Group Flow (vph) 17 683 61 178 665 0 50 0 106 0 25 0
Turn Type Perm NA Free Prot NA Perm Free Perm NA
Protected Phases 2 1 6 4
Permitted Phases 2 Free 8 Free 4
Actuated Green, G (s) 32.7 32.7 60.4 7.1 44.8 4.6 60.4 5.1
Effective Green, g (s) 32.7 32.7 60.4 7.1 44.8 4.6 60.4 5.1
Actuated g/C Ratio 0.54 0.54 1.00 0.12 0.74 0.08 1.00 0.08
Clearance Time (s) 5.5 5.5 5.0 5.5 5.5 5.0
Vehicle Extension (s) 1.5 1.5 3.0 1.5 2.0 2.0
Lane Grp Cap (vph) 401 1915 1583 208 2618 123 1583 144
v/s Ratio Prot c0.19 c0.10 0.19
v/s Ratio Perm 0.02 0.04 c0.03 0.07 0.01
v/c Ratio 0.04 0.36 0.04 0.86 0.25 0.41 0.07 0.17
Uniform Delay, d1 6.5 7.9 0.0 26.1 2.5 26.6 0.0 25.7
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 0.2 0.5 0.0 27.4 0.2 0.8 0.1 0.2
Delay (s) 6.7 8.4 0.0 53.6 2.7 27.4 0.1 25.9
Level of Service A A A D A C A C
Approach Delay (s) 7.7 13.4 8.8 25.9
Approach LOS A B A C
Intersection Summary
HCM 2000 Control Delay 10.9 HCM 2000 Level of Service B
HCM 2000 Volume to Capacity ratio 0.44
Actuated Cycle Length (s) 60.4 Sum of lost time (s) 16.0
Intersection Capacity Utilization 47.8% ICU Level of Service A
Analysis Period (min) 15
c Critical Lane Group
HCM 6th TWSC Max Scenario AM
3: 32nd Ave & N Lutheran Parkway 09/21/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 3
Intersection
Int Delay, s/veh 3
Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Vol, veh/h 50 260 185 50 65 75
Future Vol, veh/h 50 260 185 50 65 75
Conflicting Peds, #/hr 0 00000
Sign Control Free Free Free Free Stop Stop
RT Channelized - None - None - None
Storage Length 100 - - 225 0 0
Veh in Median Storage, # - 0 0 - 0 -
Grade, % - 0 0 - 0 -
Peak Hour Factor 93 93 93 93 93 93
Heavy Vehicles, % 2 22222
Mvmt Flow 54 280 199 54 70 81
Major/Minor Major1 Major2 Minor2
Conflicting Flow All 253 0 - 0 587 199
Stage 1 - - - - 199 -
Stage 2 - - - - 388 -
Critical Hdwy 4.12 - - - 6.42 6.22
Critical Hdwy Stg 1 - - - - 5.42 -
Critical Hdwy Stg 2 - - - - 5.42 -
Follow-up Hdwy 2.218 - - - 3.518 3.318
Pot Cap-1 Maneuver 1312 - - - 472 842
Stage 1 - - - - 835 -
Stage 2 - - - - 686 -
Platoon blocked, % - - -
Mov Cap-1 Maneuver 1312 - - - 453 842
Mov Cap-2 Maneuver - - - - 453 -
Stage 1 - - - - 801 -
Stage 2 - - - - 686 -
Approach EB WB SB
HCM Control Delay, s 1.3 0 11.9
HCM LOS B
Minor Lane/Major Mvmt EBL EBT WBT WBRSBLn1SBLn2
Capacity (veh/h) 1312 - - - 453 842
HCM Lane V/C Ratio 0.041 - - - 0.154 0.096
HCM Control Delay (s) 7.9 - - - 14.4 9.7
HCM Lane LOS A - - - B A
HCM 95th %tile Q(veh) 0.1 - - - 0.5 0.3
HCM 6th TWSC Max Scenario PM
1: Lutheran Parkway West/Cody St & 38th Ave 09/21/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 1
Intersection
Int Delay, s/veh 12.4
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR
Lane Configurations
Traffic Vol, veh/h 10 560 50 160 810 20 70 5 160 10 5 10
Future Vol, veh/h 10 560 50 160 810 20 70 5 160 10 5 10
Conflicting Peds, #/hr 0 00000000000
Sign Control Free Free Free Free Free Free Stop Stop Stop Stop Stop Stop
RT Channelized - - None - - None - - Free - - None
Storage Length 0 - - 500 ----0---
Veh in Median Storage, # - 0 - - 0 - - 0 - - 0 -
Grade, % - 0 - - 0 - - 0 - - 0 -
Peak Hour Factor 92 92 92 92 92 92 92 92 92 92 92 92
Heavy Vehicles, % 2 22222222222
Mvmt Flow 11 609 54 174 880 22 76 5 174 11 5 11
Major/Minor Major1 Major2 Minor1 Minor2
Conflicting Flow All 902 0 0 663 0 0 1449 1908 - 1900 1924 451
Stage 1 ------658658-1239 1239 -
Stage 2 ------7911250 - 661 685 -
Critical Hdwy 4.13 - - 4.13 - - 7.33 6.53 - 7.33 6.53 6.93
Critical Hdwy Stg 1 ------6.13 5.53 - 6.53 5.53 -
Critical Hdwy Stg 2 ------6.53 5.53 - 6.13 5.53 -
Follow-up Hdwy 2.219 - - 2.219 - - 3.519 4.019 - 3.519 4.019 3.319
Pot Cap-1 Maneuver 751 - - 924 - - 100 68 0 47 66 556
Stage 1 ------4524600186247-
Stage 2 ------3502440451447-
Platoon blocked, % - - - -
Mov Cap-1 Maneuver 751 - - 924 - - 77 54 - 37 53 556
Mov Cap-2 Maneuver ------7754-3753-
Stage 1 ------445453-183201-
Stage 2 ------271198-439440-
Approach EB WB NB SB
HCM Control Delay, s 0.2 1.6 227 95.5
HCM LOS F F
Minor Lane/Major Mvmt NBLn1NBLn2 EBL EBT EBR WBL WBT WBRSBLn1
Capacity (veh/h) 75 - 751 - - 924 - - 65
HCM Lane V/C Ratio 1.087 - 0.014 - - 0.188 - - 0.418
HCM Control Delay (s) 227 0 9.9 - - 9.8 - - 95.5
HCM Lane LOS F A A - - A - - F
HCM 95th %tile Q(veh) 6 - 0 - - 0.7 - - 1.6
HCM Signalized Intersection Capacity Analysis Max Scenario PM
2: N Lutheran Parkway/Balsam St & 38th Ave 09/21/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 2
Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR
Lane Configurations
Traffic Volume (vph) 25 805 55 155 795 25 75 0 160 10 5 10
Future Volume (vph) 25 805 55 155 795 25 75 0 160 10 5 10
Ideal Flow (vphpl) 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900
Total Lost time (s) 5.5 5.5 4.0 5.0 5.5 5.5 4.0 5.0
Lane Util. Factor 1.00 0.95 1.00 1.00 0.95 1.00 1.00 1.00
Frt 1.00 1.00 0.85 1.00 1.00 1.00 0.85 0.95
Flt Protected 0.95 1.00 1.00 0.95 1.00 0.95 1.00 0.98
Satd. Flow (prot) 1770 3539 1583 1770 3523 1770 1583 1730
Flt Permitted 0.31 1.00 1.00 0.95 1.00 0.83 1.00 0.98
Satd. Flow (perm) 583 3539 1583 1770 3523 1552 1583 1730
Peak-hour factor, PHF 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90 0.90
Adj. Flow (vph) 28 894 61 172 883 28 83 0 178 11 6 11
RTOR Reduction (vph)0000300000100
Lane Group Flow (vph) 28 894 61 172 908 0 83 0 178 0 18 0
Turn Type Perm NA Free Prot NA Perm Free Perm NA
Protected Phases 2 1 6 4
Permitted Phases 2 Free 8 Free 4
Actuated Green, G (s) 32.7 32.7 60.6 7.1 44.8 4.8 60.6 5.3
Effective Green, g (s) 32.7 32.7 60.6 7.1 44.8 4.8 60.6 5.3
Actuated g/C Ratio 0.54 0.54 1.00 0.12 0.74 0.08 1.00 0.09
Clearance Time (s) 5.5 5.5 5.0 5.5 5.5 5.0
Vehicle Extension (s) 1.5 1.5 3.0 1.5 2.0 2.0
Lane Grp Cap (vph) 314 1909 1583 207 2604 122 1583 151
v/s Ratio Prot c0.25 c0.10 0.26
v/s Ratio Perm 0.05 0.04 c0.05 0.11 0.01
v/c Ratio 0.09 0.47 0.04 0.83 0.35 0.68 0.11 0.12
Uniform Delay, d1 6.7 8.6 0.0 26.2 2.8 27.2 0.0 25.5
Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Incremental Delay, d2 0.6 0.8 0.0 23.7 0.4 11.7 0.1 0.1
Delay (s) 7.3 9.4 0.0 49.9 3.1 38.9 0.1 25.6
Level of Service A A A D A D A C
Approach Delay (s) 8.8 10.6 12.5 25.6
Approach LOS A B B C
Intersection Summary
HCM 2000 Control Delay 10.2 HCM 2000 Level of Service B
HCM 2000 Volume to Capacity ratio 0.55
Actuated Cycle Length (s) 60.6 Sum of lost time (s) 16.0
Intersection Capacity Utilization 51.9% ICU Level of Service A
Analysis Period (min) 15
c Critical Lane Group
HCM 6th TWSC Max Scenario PM
3: 32nd Ave & N Lutheran Parkway 09/21/2021
Lutheran Campus Master Plan 04/15/2021 Baseline Synchro 10 Report
Sydney Provan Page 3
Intersection
Int Delay, s/veh 4.2
Movement EBL EBT WBT WBR SBL SBR
Lane Configurations
Traffic Vol, veh/h 50 280 310 50 105 125
Future Vol, veh/h 50 280 310 50 105 125
Conflicting Peds, #/hr 0 00000
Sign Control Free Free Free Free Stop Stop
RT Channelized - None - None - None
Storage Length 100 - - 225 0 0
Veh in Median Storage, # - 0 0 - 0 -
Grade, % - 0 0 - 0 -
Peak Hour Factor 93 93 93 93 93 93
Heavy Vehicles, % 2 22222
Mvmt Flow 54 301 333 54 113 134
Major/Minor Major1 Major2 Minor2
Conflicting Flow All 387 0 - 0 742 333
Stage 1 - - - - 333 -
Stage 2 - - - - 409 -
Critical Hdwy 4.12 - - - 6.42 6.22
Critical Hdwy Stg 1 - - - - 5.42 -
Critical Hdwy Stg 2 - - - - 5.42 -
Follow-up Hdwy 2.218 - - - 3.518 3.318
Pot Cap-1 Maneuver 1171 - - - 383 709
Stage 1 - - - - 726 -
Stage 2 - - - - 671 -
Platoon blocked, % - - -
Mov Cap-1 Maneuver 1171 - - - 365 709
Mov Cap-2 Maneuver - - - - 365 -
Stage 1 - - - - 693 -
Stage 2 - - - - 671 -
Approach EB WB SB
HCM Control Delay, s 1.2 0 14.9
HCM LOS B
Minor Lane/Major Mvmt EBL EBT WBT WBRSBLn1SBLn2
Capacity (veh/h) 1171 - - - 365 709
HCM Lane V/C Ratio 0.046 - - - 0.309 0.19
HCM Control Delay (s) 8.2 - - - 19.2 11.3
HCM Lane LOS A - - - C B
HCM 95th %tile Q(veh) 0.1 - - - 1.3 0.7
MAIN STREETMEMO
APPENDIX B.3
Subject: MainStreet - Trip Generation
This memo provides you some background information on the trip generation MXD tool we utilized
for the 4120 Brighton Boulevard traffic impact study. This memorandum provides a brief
description of the proposed trip generation methodology.
Trip Generation Methodology
Current accepted methodologies, such as the Institute of Transportation Engineers (ITE) Trip
Generation methodology, are primarily based on data collected at suburban, single-use,
freestanding sites. These defining characteristics limit their applicability to mixed-use or multi-
use development projects, such as the proposed Transit-Oriented-Development, which is in a
high-density walkable setting with frequent and nearby local and regional transit service. The
land use mix, design features, and setting of the proposed development would include
characteristics that influence travel behavior differently from typical single-use suburban
developments. Thus, traditional data and methodologies, such as ITE, would not accurately
estimate the project vehicle trip generation. In response to the limitations in the ITE methodology,
and to provide a straightforward and empirically validated method of estimating vehicle trip
generation at mixed-use developments, the US Environmental Protection Agency (EPA)
sponsored a national study of the trip generation characteristics of multi-use sites. Travel survey
data was gathered from 239 mixed-use developments (MXDs) in six major metropolitan regions,
and correlated with the characteristics of the sites and their surroundings. The findings indicate
that the amount of external traffic generated is affected by a wide variety of factors, each pertaining
to one or more of the following characteristics:
• The relative numbers of residents and jobs on the site – the better the site jobs/
housing balance, the greater the proportion of commute trips that remain internal.
• The amount of retail and service use on the site relative to the number of residences
– the greater the degree to which retail and service opportunities match the needs
generated by site residents, the greater the internalization of household-generated
shopping, personal services and entertainment travel.
• The amount of retail and service use relative to the number of employees – the
better the balance of employee-oriented retail and service opportunities, the greater the
internal capture of lunchtime and after-work dining, shopping and errands by site
employees.
• The overall size of the development – the larger the scale of the development in terms
of acreage and total amounts of residential and commercial use, the greater the likelihood
that travel destinations can be satisfied within the site as a whole
• The density of development – the greater the concentration of dwellings and
commercial space per acre, the greater the likelihood that the interacting land uses will
be near enough together to encourage walking or short-distance internal driving.
• The internal connectivity for walking or driving among different activities –
measured in terms of the ratio of intersections to total land area within the site directly
influences trip internalization and the number of trips made by walking instead of driving.
• The availability of transit – the greater the number of jobs within a reasonable travel
time via transit, the greater the share of travel likely to occur by transit, and the lower the
traffic generation.
• The number of convenient trip destinations within the immediate area – the number
of retail and other jobs in neighborhoods immediately surrounding the multi-use site
reduces the amount of walking to/from the site and reduce traffic generation.
These characteristics were related statistically to the trip behavior observed at the study
development sites using Hierarchical Linear Modeling (HLM) techniques. This quantified
relationships between characteristics of the MXDs and the likelihood that trips generated by
those MXDs will stay internal and/or use modes of transportation other than the private vehicle.
These statistical relationships produced equations, known as the EPA MXD model, that allows
predicting external vehicle trip reduction as a function of the MXD characteristics. Applying the
external vehicle trip reduction percentage to “raw trips”, as predicted by ITE, produces an estimate
for the number of vehicle trips traveling in or out of the site.
Validation of MXD model
Since the conclusion of the EPA sponsored study, Fehr & Peers has been actively enhancing the
MXD model to improve sensitivity to various site characteristics, improve peak hour performance, and
continue to validate the model against MXDs where data is available.
A set of 28 independent MXD sites across the country that were not included in the initial model
development have been tested to validate the model. These sites represent locations where it is
expected that traditional data and methodologies, such as ITE, would not accurately estimate the
Project vehicle trip generation. Table 2 presents the performance of the MXD model against ITE and
ITE internalization procedures.
TABLE 2
MXD MODEL
VALIDATION STATISTICS COMPARISON
Average Model Error1 30% 17% 4%
% RMSE2 42% 28% 17%
R-Squared3 0.72 0.87 0.95
AM Peak Hour
Average Model Error 57% 53% 3%
% RMSE 58% 76% 34%
R-Squared 0.56 0.56 0.91
PM Peak Hour
Average Model Error 56% 41% 22%
% RMSE 96% 81% 59%
R-Squared -0.56 -0.11 0.41
1. Average model error measures the difference between the estimated trip generation and the counted trip generation
of the 28 survey sites.
2. RMSE stands for percent root mean squared error is a demand assessment of performance of transportation models
in that it does not apply average that would allow over-estimates and under-estimates to cancel one another out and
it penalizes proportionally more for large errors. A % RMSE of less than 40% is generally considered acceptable in
transportation modeling.
3. R-squared is a statistical measure that indicates, in this case, the degree to which each method explains the variation
in trip generation among the 28 survey sites. A R-Squared value closer to 1.0 indicates that the method fully explains
the variation in trip generation amongst the survey sites and would be suitable to be used for that set of site types.
Source: Fehr & Peers, 2012.
Validation Statistic ITE raw ITE with internalization MXD model
Daily
Based on all statistical measures, the MXD model performs better than the ITE recommended
procedures for these types of sites.
The MXD model has been approved for use by the EPA1. It has also been peer-reviewed in the
ASCE Journal of Urban Planning and Development2, peer-reviewed in a 2012 TRB paper
evaluating various smart growth trip generation methodologies3, recommended by SANDAG for
use on mixed-use smart growth developments4, and has been used successfully in multiple
certified EIRs in California.
1 Trip Generation Tool for Mixed-Use Developments (2012). www.epa.gov/dced/mxd_tripgeneration.html
2 ”Traffic Generated by Mixed-Use Developments—Six-Region Study Using Consistent Built Environmental
Measures.” Journal of Urban Planning and Development, 137(3), 248–261.
3 Shafizadeh, Kevan et al. “Evaluation of the Operation and Accuracy of Available Smart Growth Trip
Generation Methodologies for Use in California”. Presented at 91st Annual Meeting of the Transportation
Research Board, Washington, D.C., 2012.
4 SANDAG Smart Growth Trip Generation and Parking Study.
http://www.sandag.org/index.asp?projectid=378&fuseaction=projects.detail
FACILITIESASSESSMENT
APPENDIX C
Lutheran Campus Master Plan
Existing Facility Assessment
The Abo Group performed a high-level assessment of the existing buildings on site. The methods used
for the assessment were visual observations of the existing conditions, scans of drawings and other
documents where available and interviews and data received from the building owner’s representatives
and maintenance staff. The assessment is provided for general information only. Further evaluations
and investigations into the functionality and life expectancy of the existing building systems will need to
be performed to adequately ascertain their conditions.
The buildings on the site are either owned by SCL Health or a private ownership represented by Ventas.
The following are a list of buildings on site. Further information is contained in a matrix that follows:
• Lutheran Hospital
• Chapel
• Physical Plant
• Metal Storage Building
• Blue House
• Foothills Medical Office Building
• Medical Office Building (MOB) 1 (attached to the hospital)
• Medical Office Building (MOB) 2
• Medical Office Building (MOB) 3
• Medical Office Building (MOB) 4
• Bridges (house)
• West Pines Behavioral Health
• Collier Hospice
Existing Hospital Building
The largest asset on the site is of course the hospital building. The hospital building has almost a million
square feet on 6 floors. The hospital has undergone many iterations of additions and renovations
starting in 1923 when the original hospital was built on 38th Avenue. This older section of the hospital
was replaced with a new addition in 2008 and is called the North Pavilion and serves as the current
entry to the hospital. There are older sections of the hospital that have asbestos containing materials
and the heating and cooling systems have reached the end of their useful life. It could be assumed that
the 2008 North Pavilion would be suitable for an adaptive reuse but there would need to be extensive
investigation of how to deconstruct the remainder of the hospital. The North Pavilion has
approximately 385,000 square feet.
Other areas of the hospital could also be renovated for re-use, however the large floor plates (except for
the tower) would not allow for natural daylighting in the interior spaces. Reuse of the tower can be
allowed under the City Charter height limits as it is an existing condition.
The central utility plant that currently serves the entire hospital would more than likely be replaced or
extensively modified to accommodate a new use.
Chapel
The historic Chapel that was built in 1932 is in fair condition and could be repurposed as community
space or some other type of gathering or performing art space. There is an elevator that connects the
lower and main level of the building. The toilet rooms have been upgraded to provide ADA access.
Physical Plant
The Central Utility Plant (CUP) serves the heating and cooling requirements for the Existing Hospital and
MOB 1. The CUP has been constructed in various stages and is in good condition. If the hospital
building were to be repurposed, the CUP would probably remain as a viable utility. Also, if all or part of
the hospital were to be repurposed and MOB 2, 3, and 4 were to be consolidated under one ownership,
the CUP might also be viable. If all or part of the existing hospital were to be demolished, the CUP
would probably not be re-used and would be demolished.
Metal Storage Building
The Metal Storage Building on the west end of the campus is a prefabricated steel building that stores
maintenance equipment and vehicles. It is functional but in not in very good shape. It could be used as
a material and equipment storage building during construction, but would probably need be demolished
in any redevelopment.
Blue House
The Blue House at the entrance to the existing hospital was built in 1905 and its history dates to the very
beginning of the hospital when it housed the nurses. The building is currently not occupied and is in very
poor condition and has substantial amounts of asbestos containing materials. Converting this building
into commercial use would require substantial investment to abate the hazardous materials and bring
the building up to the current building code standards. Even though the Blue House is not listed on any
historic registered, it is likely eligible to be designated a historically significant structure.
Foothills Medical Office Building
The Foothills Medical Office Building was recently purchased by SCL Health and at the time of this
writing is undergoing interior renovations. The building is located directly off 38th Avenue and has
ample parking. Its location would make it an attractive candidate to remain as a medical office building
or be converted to conventional offices.
Medical Office Building (MOB) 1 (attached to the hospital)
MOB 1 was originally constructed as a free-standing structure. The hospital expanded to the south and
connected to MOB 1. We understand that this building is in very poor shape and is not a likely
candidate for re-use.
Medical Office Buildings (MOB) 2, 3, and 4
MOB’s 2,3, and 4 are owned by a Real Estate Investment Trust (REIT) and managed by an independent
building management firm. MOB 2 was built in 1976 and is in fair condition. MOB 2 stands alone on the
west end. MOB 3 and 4 are newer and in excellent condition. They are connected by an enclosed
walkway. These three buildings have an abundance of parking. There is also an irrigation ditch and a
pond to the north of these buildings which could be developed into an attractive amenity.
Bridges (house)
This structure at the northeast corner of the property was once the residence of the hospital director.
It is currently vacant. Its most recent function was offices for alternative medicine practices. If the
facility were to be used for commercial purposes, a thorough code study would need to be performed to
determine if the building would meet all of the current commercial code requirements. The structure
could also be converted back to a single family residence.
West Pines Behavioral Health
West Pines Behavioral Health was built to provide behavior health treatments in a residential setting.
The building is in fair condition and the layouts of the “pods” create very interesting outdoor courtyards
and spaces. The main pod has administrative offices. The North Pod is the dining and kitchen. The
south pod contains a gymnasium and the east pod has classrooms and meeting rooms. The two
residential pods to the east are separate buildings. This property could be easily converted into a hostel
like hotel or kept as a residential center for the homeless or some other specialized population.
Collier Hospice
Collier Hospice is a relatively new facility providing hospice care. It is in excellent condition an SCL
Health intends to maintain ownership and operation as a hospice.
Lutheran Campus Master Plan
Facility Assessment
Building Address
Ow
n
e
r
s
h
i
p
Bu
i
l
d
i
n
g
Co
n
d
i
t
i
o
n
Tie
r
Fu
n
c
t
i
o
n
Ye
a
r
Co
n
s
t
r
u
c
t
e
d
Ma
j
o
r
Re
i
n
v
e
s
t
m
e
n
t
Ma
j
o
r
T
e
n
a
n
t
Bu
i
l
d
i
n
g
A
r
e
a
(G
S
F
)
Bu
i
l
d
i
n
g
A
r
e
a
(R
S
F
)
Va
n
c
a
n
t
A
r
e
a
% V
a
c
a
n
t
Sp
a
c
e
Pa
r
k
i
n
g
Sp
a
c
e
s
Nu
m
b
e
r
o
f
Flo
o
r
s
Flo
o
r
P
l
a
t
e
Siz
e
Ad
a
p
t
i
v
e
R
e
-
Us
e
Co
n
n
e
c
t
e
d
t
o
Ce
n
t
r
a
l
P
l
a
n
t
Notes
Existing Hospital 8300 W. 38th Ave. Wheat Ridge, CO 80033 SCL Varies 3 Med. Hospital 1923-2008 Varies SCL 925,000**908 5 Ground Level 196,000**Yes Yes The hospital has been built over several decades. There is asbestos containing materials but much has been abated
Chapel SCL Good 3 Vacant 1932 n/a Vacant 9,800**100%3 Ground Level 4,950**Yes No
Central Utility Plant SCL Good 3 CUP 1970-1992 n/a SCL 12,235**-1 Ground Level 8,250**No Yes
Metal Storage Building SCL Poor 3 Storage ?n/a SCL 5000**-5000**No
Blue House SCL Poor 4 S.F.Res.1905 n/a Vacant 100%-2 ?No
Riddled with asbestos
Foothills MOB 8506 W. 38th Avenue SCL Excellent 1 MOB 1987 2021 44,803 38,759 197 3 15000**Yes No
Currently undergoing tenant improvemnts
MOB 1 8350 W. 38th Avenue SCL Poor 4 MOB ?n/a SCL 38,500**79 4 Yes Yes
Very poor shape
MOB 2 3550 Lutheran Parkway Ventas Fair 3 MOB 1976 n/a SCL-Cancer Center n/a 34,180 16,461 48.07%2
13k
n/a No
MOB 3 3555 Lutheran Parkway Ventas Excellent 1 MOB 2004 n/a SCL- ASC n/a
#####
0 0%2 38k n/a No
MOB 4 3455 Lutheran Parkway Ventas Excellent 1 MOB 1991 n/a Pedes West n/a
#
#
#
#
#
0 0%3 15k n/a No
Bridges 3895 Upham Street SCL Good 2 S. F. Res.1960's n/a Vacant 3,300**100%16 1 No
Originally the residence of the President of the hospital. Last used for alternative medicine
West Pines Behavioral Health 3400 Lutheran Parkway SCL Fair 3 M.F. Res.1988 n/a SCL Heath 14,240 95 1 No
No longer being used as a residential behavioral health facility.
Collier Hospice 3210 Lutheran Parkway SCL Excellent 1 Hospice 2006 n/a SCL Health 36,000**96 1 No
Performing asset for SCL Health that they will keep.
* Parking Spaces – Ventas has a non-exclusive easement on all campus parking areas** Approximate
116*
E Excellent 1 Performing Asset Long 15 + Years
G Good 2 Performing Asset Needing Investment Mid 6-15 years
F Fair 3 Under Performing Asset Short 0-5 years
P Poor 4 Non Performing Asset
Building Condition Tier Hold PeriodLegend
GREEN INFRASTRUCTUREBEST MGMT.PRACTICES
APPENDIX D.1
BMP Suggestions
One of the components of the Utility and Drainage Analysis includes Best Management Practices (BMPs)
for Green Stormwater Infrastructure (GSI). These recommendations are based on the Development
Types identified in Chapter 4.
Lower Density Neighborhood
GI Techniques
• Permeable Pavement or Pavers – Provide durable surfacing that can be used for walkways or
driveways while allowing for infiltration of storm water, reducing runoff and filtering
stormwater.
• Disconnected Downspouts & Rain Gardens - Disperse stormwater from a buildings downspout
across a vegetated area of lawn or rock. This can be sized to infiltrate the water and slow runoff,
reducing peak flows in the stormwater sewer system. Downspout runoff may be directed to a
rain garden for additional runoff reduction.
• Downspout Rain Collection - Collect stormwater from a buildings downspout. This can be
collected in a rain barrel. State regulations allow up to two rain barrels per single family
residence. Water can be used for lawn irrigation or just slowly released. This will reduce peak
flows in the stormwater sewer system.
• Roadside Bioretention Bumpouts – Provide separation between the roadway and sidewalk while
filtering roadway runoff. The bumpouts help to calm traffic and reduce pedestrian crossing
distances. Bioretention may lined or unlined depending on soil conditions.
Middle Density Neighborhood
GI Techniques
• Permeable Pavement or Pavers – Provide durable surfacing that can be used for walkways or
driveways while allowing for infiltration of storm water, reducing runoff and filtering
stormwater.
• Underground Infiltration – Collected runoff is stored in underground chambers or drain rock bed
where it can infiltrate into the ground. Underground infiltration can me located beneath shared
driveways.
• Downspout Rain Collection - Collect stormwater from a buildings downspout. This can be
collected in a rain barrel. State regulations allow up to two rain barrels per single family
residence. Water can be used for lawn irrigation or just slowly released. This will reduce peak
flows in the stormwater sewer system
• Bioretention Planters – Similar to rain gardens, but with a smaller footprint, bioretention
planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters
typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it.
• Roadside Bioretention Bumpouts – Provide separation between the roadway and sidewalk while
filtering roadway runoff. Bioretention may be lined or unlined depending on soil conditions.
High Density Neighborhood
GI Techniques
• Permeable Pavement or Pavers – Provide durable surfacing that can be used for walkways or
parking lots while allowing for infiltration of storm water, reducing runoff and filtering
stormwater.
• Green Roofs - Are vegetated areas on the roof of a building which will absorb some stormwater
and reduce runoff. Green roofs can also provide heat island reduction and habitat ecosystems
services.
• Underground Infiltration – Collected runoff is stored in underground chambers or drain rock bed
where it can infiltrate into the ground. Underground infiltration can me located beneath parking
lots or plazas.
• Bioretention Planters – Similar to rain gardens, but with a smaller footprint, bioretention
planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters
typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it.
• Roadside Bioretention Planters – Are similar to roadside bioretention bumpouts but typically
have concrete sidewalls that allow for a smaller footprint. They may include pedestrian
footbridges to connect parking and sidewalks. Bioretention may be lined or unlined depending
on soil conditions.
Office Node
GI Techniques
• Permeable Pavement or Pavers – Provide durable surfacing that can be used for walkways or
parking lots while allowing for infiltration of storm water, reducing runoff and filtering
stormwater.
• Green Roofs - Are vegetated areas on the roof of a building which will absorb some stormwater
and reduce runoff. Green roofs can also provide heat island reduction and habitat ecosystems
services.
• Vegetated Buffer – Are gently sloping vegetated areas that disperse and slow flow while
allowing infiltration. Can be used on sites with sufficient open space to facilitate dispersion of
downspouts.
• Underground Infiltration – Collected runoff is stored in underground chambers or drain rock bed
where it can infiltrate into the ground. Underground infiltration can me located beneath parking
lots or plazas.
• Bioretention Planters – Similar to rain gardens, but with a smaller footprint, bioretention
planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters
typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it.
• Roadside Bioretention Planters – Are similar to roadside bioretention bumpouts but typically
have concrete sidewalls that allow for a smaller footprint. They may include pedestrian
footbridges to connect parking and sidewalks. Bioretention may be lined or unlined depending
on soil conditions.
Restaurant and Retail Destination
GI Techniques
• Permeable Pavement or Pavers – Provide durable surfacing that can be used for walkways or
parking lots while allowing for infiltration of storm water, reducing runoff and filtering
stormwater.
• Underground Infiltration – Collected runoff is stored in underground chambers or drain rock bed
where it can infiltrate into the ground. Underground infiltration can me located beneath parking
lots or plazas.
• Bioretention Planters – Similar to rain gardens, but with a smaller footprint, bioretention
planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters
typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it.
• Roadside Bioretention Planters – Are similar to roadside bioretention bumpouts but typically
have concrete sidewalls that allow for a smaller footprint. They may include pedestrian
footbridges to connect parking and sidewalks. Bioretention may be lined or unlined depending
on soil conditions.
Civic Campus
GI Techniques
• Permeable Pavement or Pavers – Provide durable surfacing that can be used for walkways,
parking lots, or plaza areas while allowing for infiltration of storm water, reducing runoff and
filtering stormwater.
• Green Roofs - Are vegetated areas on the roof of a building which will absorb some stormwater
and reduce runoff. Green roofs can also provide heat island reduction and habitat ecosystems
services.
• Vegetated Buffer – Are gently sloping vegetated areas that disperse and slow flow while
allowing infiltration. Can be used on sites with sufficient open space to facilitate dispersion of
downspouts.
• Underground Infiltration – Collected runoff is stored in underground chambers or drain rock bed
where it can infiltrate into the ground. Underground infiltration can me located beneath parking
lots or plazas.
•
• Bioretention Planters – Similar to rain gardens, but with a smaller footprint, bioretention
planters use an engineered soil mix and carefully selected plants to filter stormwater. Planters
typically have concrete sidewalls but may be unlined to allow infiltration or unlined to restrict it.
• Roadside Bioretention Planters – Are similar to roadside bioretention bumpouts but typically
have concrete sidewalls that allow for a smaller footprint. They may include pedestrian
footbridges to connect parking and sidewalks. Bioretention may be lined or unlined depending
on soil conditions.
DISTRICT PROVIDER MEMO(S)
APPENDIX D.2
FOCUS GROUPS,ROUND 1
APPENDIX E.1
programming
comment
visioning
comment
design
comment
general
comment
if commercial,
want to see
local
businesses, not
just nat'l chains
keep character of wheat
ridge - couple stories,
doesn't look too prefab
adequate
buffer from
neighborhood
to east and
west
concern with
idea of putting
housing for
homelessness
on campus
main street feel - retail,
restaurant, coffee - can
take kids, dog, walk, parks
on the perimeter
public space
park
playground
high density
housing -
more rentals
microbrewery
may not fit
overall character
of WR property
maintenance has
declined over last
few years. will it
decline further
over next few
years?
dog park
access to
ditch has
been
restricted
safer access
to property
adn to crown
hill - formalize
connectivity
connectivity,
bike, ped access
and safety is a
current concern
+1
+1
+1
+1 +1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
LUTHERAN CAMPUS FOCUS GROUPS Reslient Local
Economy
Based on a
Balanced Mix
of Uses
Vibrant
Neighborhoods
and an Array of
Housing
Options
Community
Character and
Quality Design
Transportation
Connections
and Options
Quality
Amenities,
Services, and
Resources
Ensure a
Sustainable
Future
Campus Map
Envision Wheat RidgeKey Values
Group A Questions or Concerns
Opportunities
Group B
Opportunities
Questions or Concerns
design
comment
general
comment v
programming
comment
visioning
comment
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
expand key
values
event Mailings/
Flyers
(Beyond
Online)advertising
in print as
much as
possible expand in-
person
options in
COVID
some
housing at
low density
park/play
areas &
open space
we don't want to
detract from other
businesses nearby
(this isn't a Bel Mar)
lots of dogs,
no dog park
currently
there are residents who are
ok with higher density
housing - it's hard to find
housing (own or rent) - this
site is an opportunity to
model after other examples
of good design - want to
remove negative
connotation associated
with density
park & open
space
mix of housing, locally
owned businesses, retail,
entertainment - similar to
old town arvada or golden -
something to walk to!
parking (possible
garage) to
prevent spillover
into
neighborhoods
concern about
connecting
dudley to
campus (more
cars in
neighborhood)
gated residential
community
component -
lower density 1-2
stories
need to account
sufficiently for
parking so it
doesnt overflow
into adjacent
neighborhoods
neighborhood
feel, multiple
destinations
don't add traffic
to adjacent
neighborhoods
edge as
open space
walkable
we don't have
sidewalks, but
we don't need
sidewalks
+1
+1rec center
place for
kids to play
sidewalks to
connect us
to it
complementary
Businesses
town center
ampitheather
play fields
+1
community
gathering
route traffic
to 38th
+2minimize
height
outside our
back door
height might
be okay if it's
in the middle
Use thefootfrinpts
we have
hi
family
friendly "commons"
movies on the
lawn, rec
center, farmers
market
berm serves
as buffer, want
to retain berm
on dudley
side
some are not
opposed to
high density
housing
high density
does not always
mean low
income (good ex.
Sloan's Lake &
Downtown)
keep
neighborhood
character small businesses
gear towards
walkabie/bikeable
view looking
south at
Tower of
Memories
transit
opporunities
higher density/
intensity could
work if done
right and
stepped down
near enighbors
programming
comment
visioning
comment
design
comment
general
comment
improve
safety, bike/
ped access
on 32nd
relocate any
city/public
services to
the site?
would be nice to be able to
walk over, have walking paths,
open space,
shopping, restaurants, small
downtown feel
edge treatment
- if density keep
in middle -
lower heights at
edge
everyone is used to
the visual of exisitng
buildings (height,
structure, massing) in
city center - can we
explore reuse
options?
opportunity
to relocate
city's "center
of gravity"
bike/ped
activity on
32nd needs
to be safer
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
LUTHERAN CAMPUS FOCUS GROUPS Reslient Local
Economy
Based on a
Balanced Mix
of Uses
Vibrant
Neighborhoods
and an Array of
Housing
Options
Community
Character and
Quality Design
Transportation
Connections
and Options
Quality
Amenities,
Services, and
Resources
Ensure a
Sustainable
Future
Campus Map
Envision Wheat RidgeKey Values
Group A Questions or Concerns
Opportunities
Group B
Opportunities
Questions or Concerns
design
comment
general
comment
programming
comment
visioning
comment
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
worst possible
scenario: walled off
community that is
internally facing, need
to pay attention to
edge treatment;
needs to be context
sensitive
don't fill it up
with too much
housing,
development,
streets
green space
border
concern comes
back to not
wanting too
much right
outside existing
back yards
some density
okay, but not
along the
edge
keep the
green space
on southwest
and southeast
sides
Green space
border
Green space
border
traffic,
congestion,
noise,
viewsheds
+1
use the
existing built
area
Maintain
viewsheds
like idea of
library here -
could reuse
house or
chapel?
lots of cut
through traffic to
the north now -
does it get
better or worse?
+1
no high rises!
want for
something
architecturally
pleasing
affordable
housing
don't want to
drive
unaffordability
- think
inclusive!
blue house, chapel,
other buildings
reuse may alleviate
concerns because
would limit amount
of change
heighthigh density
does not =
affordable
who do we want to
appeal to?
young families?
retirees?
Don't want a
"Lucky's"
situation -
vacant
storefronts
chance to think about
branding (or more than 1
brand since it's a big
campus)
what's the story?
green area (similar to
central park
neighborhood)
surrounded by
housing, public uses
(eg library), markets,
antiques, public
events
don't want to
cannibalize
38th or
elsewhere
government
buildings - good
neighbors -
Civic
Housing
Open Space
owners vs.
rentals?
no need to
repurpose
beautiful
architecture
and lots of
green space!
JOBS
yes
employment, but
maybe not
PRIMARY
employment
center
may be good to
save some
buildings, but it
can also be a
constraint
(tail wags the dog)
Internal
connections,
too!
Wadsworth-type
uses
Walkable for this
neighborhood
Walkability
without
having to
cross
Wadsowrth
fluid integration of
different uses - office to
residential to commercial
- blurry lines between
responding to
changing makeup of
the community
ACCESS
tastefully built
housing,
green space
to south
walkable
and
accessible
to all
bikeway
water
features
dog park
maintain
health-
related
legacy reuse of West Pines
for similar
recovery/treatment
purpose
+2 keep the
pond
young
families want
streets to
stay as dead
end
programming
comment
visioning
comment
design
comment
general
comment
opportunity
for diverse
housing
uniform height
limit (35') limits
architectural
variety,
expression, roof
forms
hospital operational and
construction impacts
have been minimal to
date despite being a
relatively intense use -
any change likely less
intensive and is great
opportunity in middle of
city
lirary
story
book
finish!
on what basis are
some people
concerned about
building height?
(A: likely general fear
of change, some real
view shed issue at
SEC)
disconnected
from green
belt
more building
height gives
you more
open space!
metro district - be
cautious about
what those $$ are
used for so
amenities still are/
feel public
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
Campus Map
LUTHERAN CAMPUS BUSINESS FOCUS GROUP Reslient Local
Economy
Based on a
Balanced Mix
of Uses
Vibrant
Neighborhoods
and an Array of
Housing
Options
Community
Character and
Quality Design
Transportation
Connections
and Options
Quality
Amenities,
Services, and
Resources
Ensure a
Sustainable
Future
Envision Wheat RidgeKey Values
Questions or Concerns Opportunities
design
comment
general
comment
supply and
demand -
opportunity to
create more
supply to keep
things affordable
opportunity for
quality commercial
product (currently
lacking in WR
market)
open space
is an amenity
historic tax
credits may
be unique
tool
large floorplate
is a challenge
but can be
unique reuse
(eg Lowry
storage)
financing will
be difficult
opportunity
for better
connections
to Crown Hill
and Wads
case studies:
FRH in Arvada 3ac,
Loretta Heights,
Lowry (historic town
center 55ac and Blvd
One 70ac), Boulder
Hospital site, Johnson
& Wales
v
programming
comment
visioning
comment
library
diverse housing in
terms of product,
population, and
tenure - can serve
a broad need
affordable home
ownership,
condo, TH, and
30-80AMI rental,
and special
populations
vertical
mixed
use
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
affordable housing!
(30% to 120% AMI,
mixed income)
opp to have housing
integrated into overall
development and
close to jobs and
transportation
housing that
doesn't connect
or address
needs of the
community +1mixed use, open
space, housing
on perimeter
increasing
density to
middle
This is a title...
Consider
keeping
the height
more building
height gives
you more
open space!
Wadsworth
connections
Crown Hill
connections
balanced mix of
uses
FOCUS GROUPS,ROUND 2
APPENDIX E.1
programming
comment
visioning
comment
design
comment
general
comment
Q: can rocky
mountain ditch be
converted to bike/
ped path like high
line canal? goes
through so much of
the City
like low density
on west side;
doesn't want
road connection
on west side
like that retail
acknowledges
38th Ave as
commercial
corridor
how would this
open space be
designed if it's
more linear (dont
have a ditch related
open space in city)
would need sufficient
buffer if townhomes are
proposed on east side
(west of allison ct) - grade
on lutheran campus is
already higher than
adjacent neighborhood -
consider height, grade,
setback or change density
Q: why are we considering TH/
multifamily/so much residential?
(community doesnt want it)
A: strong market for residential, not
as strong a market for office/
commercial; can only achieve public
amenities if have density/land use
mix that can pay for those
amenities; community feedback is
not on the whole opposed to
density, strong feelings on where -
refer to public input to date
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
LUTHERAN CAMPUS FOCUS GROUPS
Concept AComments and Clarifications
design
comment
general
comment
Q: is the 4 lanes on
38th ave still necessary
in this segment if the
hospital goes away?
A: it was needed for the
hospital, future design
may depend on what
the future land uses are
v
programming
comment
visioning
comment
like perimeter in
Concept C but inside
the wishbone in
Concept A which
puts density north of
the ditch - use ditch
and natural transition
...but it's pretty
far away from
the
neighborhood
like to see
low density
wrapping TH
concerns
about height
for
multifamily...
can the adjacent
streets (32 and 38)
handle the traffic
with these land
uses? how does trip
generation compare
to hospital trips?
prefer low
density housing
on edge
treatment - like it
here, duplicate
elsewhere
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
Q: why doesnt is specify
senior housing?
A: don't limit the
residential housing in that
way, will include in text of
document which markets
could make sense, but
these alternatives focus
on land use category
Q: have we decided or
talked about where street
connections into the
adjacent neighborhoods
will/wont change?
A: transportation
connectivity will be
reviewed after land use
concepts
ROUND 2 - PRELIMINARY ALTERNATIVESCOMMUNITY GROUP #1
don't like so many
town homes on
edges - east and
west side - dont
want to see any
new development
from their yards
more okay
with
multifamily in
the middle of
the wishbone
Concept B Concept C
concern that
rocky mountain
ditch may not be
an amenable
partner
programming
comment
visioning
comment
design
comment
general
comment
concerns about
where local
streets may
connect through
eg Cody, Dudley,
Balsam
dont move
police to the
civic area here
(so quiet and
less coming and
going at night)
may be too many
intense uses on
38th - too much for
nhood to the north
- spread it out
further south into
the site
are there other
areas of the city
better suited for a
small music venue?
town center park
or the green?
+1
+1 on
low
density
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
LUTHERAN CAMPUS FOCUS GROUPS
Concept AComments and Clarifications
design
comment
general
comment
buffer between new
uses and existing
yards where there's
not a street btw the
two (like here, similar
condition elsewhere)
shift park
northcentered at
35th
terminatus
v
programming
comment
visioning
comment
like lower density
on all edges -some
breathing room -
gives adjacent
nhood what they're
used tolike MU but
would want
larger civic
use adjacent
to MU area
like idea of
amphitheater
gather space if
done right
(handle sound
well) not huge
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
retail into the
site seems to
make sense -
especially bc
cant park on
38th
would driveways
have access on
dudley or into
the site? there
are pros & cons
ROUND 2 - PRELIMINARY ALTERNATIVESCOMMUNITY GROUP #2
Concept B Concept C
likes diversity
of uses and
low density
on edges
speeds on dudley
are currently
excessive -
consider traffic
calming along
length of dudley
supports mix of low,
mid, and high density
- fair and equitable
way to invite people
into the community -
hopes people aren't
afraid of it
concerned that
there is less
park/open
space than
concept A
concern about empty
retail and cannibalism;
love the idea (like South
Gaylord) if there's enough
of a market -- would HAVE
to have sufficient density
on the site to support
restaurant/retail (likely
max 50k sf)
Q: how do we get
input from the rest
of the community?
A: public meeting
Aug 3 and week-
long online activity
Q: does the plan
include
ransportation
and bike/ped
connections?
A: not yet
edge condition
on dudley is
critical - new
driveways may
be better than
backyard fences
Q: are the office
buildings staying along
the ditch
A: MOB tenants aren't
sure if they're staying yet
- still have 20 yr ground
lease; buildgns may be
reusable if they go
like linear
park along
the ditch
concerns
about TH on
this side
concerns about
density with lots
of townohmes,
multifam, and
mixed use
this concept
doesnt
preserve site
history/legacy
if townhomes
on edge,
need to keep
that traffic
internal
civic seems like a
great anchor,
usually quieter in
evenings and
weekends, usually
has good green
space
how does the
retail back up to
the park - maybe
just one side?
back side has
loading and trash
civic
component
too small in
this concept
as well
programming
comment
visioning
comment
design
comment
general
comment
how will this retail
impact 38th ave
businesses - need to
be sensitive to
exisitng businesses-
cannibalism
concerns
makes sense to
enhance ditch
and make it
more of an open
space feature
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
LUTHERAN CAMPUS FOCUS GROUPS
Concept AComments and Clarifications
design
comment
general
comment
civic component
feels like an
afterthought; civic
use should be
more gathering
space than
municipal
v
visioning
comment
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1
+1+1
ROUND 2 - PRELIMINARY ALTERNATIVESBUSINESS FOCUS GROUP
Concept B Concept C
bigger and
more
central civic
(cultural
/event) space
....
parks make
sense as a
buffer but they
dont feel well
integrated
....
sculpture garden
at arvada center,
event space is a
good example of
placeholder use
vertical mixed use
is challenging;
perhaps even
more so than the
retail on 38th in
concept A
example project:
midtown project by
brookfield in
berkeley
neighborhood - nice
greenbelt walkway
serves as front yard
needs more prominent
node in center/north
area; need main center
entry feature if you want
to create excitement;
need critical mass; civic
use could be exciting
enough if cultural venue
that is a real destination
nice to mirror
a similar
density on
the east side
of Dudley
the green is being
used for some events
- carnation festival is
outgrowing current
location - think about
what kind of event
space is missing from
the community
Q: about existing
buildings
A: the plan will
incorporate the
community's desire to
repurpose and
incorporate into the
development the blue
house and chapel
very skeptical of new
retail being successful
in this location - retain
opportunity for retail,
but be flexible; not
sensible to zone for or
expect exclusively
retail
move civic to
adjoin retail to be
more activated;
especially if noise
producing,
entertainment
venues
buffer concept - parks and
res sensible approach
particularly on the south
side, but underwhelmed by
excitement in MU and civic
use; feels formulaic
suburban; uses aren't
integrated; opportunity to
do something fun and
exciting
breakup
some of the
multifamily
with a park
retail development often lags
behind. what happens if it
doesnt come to fruition - there
are still vacancies and pad
sites elsewhere in the City -
builing in the market with res
dev but may create a void at
the front of the development -
need to be realistic about
expectations and timing
phase-in retai/permanent
uses; create amenity spaces
for food trucks and other
things that can activate the
site in the short term; civic
space can build over time -
informal food truck gathering
space to start with, can be
reserved to evolve over time
and adapt with the market hard to
envision this
retail being
successfulneed leadership on what
the civic use could be -
exciting node that we're
going to build our
community around -
more central and further
north - better if more
cultural in nature v city
hall use
sf and open space
perimeter likely
most acceptable to
neighbors - nice
chnace to blend
old and new
question: does
this serve what
the city needs?
tax producing?
big enough civic
component?
change this
to civic
office is
unlikely
may have to
subsidize with
apt above,
may phase in
over time
STAKEHOLDERSTEERINGCOMMITTEE
APPENDIX E.1
ITEM NO: 3
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: COUNCIL BILL NO. 18-2021 – AN ORDINANCE AMENDING
CHAPTER 11 OF THE WHEAT RIDGE CODE OF LAWS BY THE ADDITION OF A NEW ARTICLE XIV ENTITLED HOTEL LICENSES AND IN CONNECTION THEREWITH, ADDING REFERENCE TO EXTENDED STAY LODGING IN CHAPTER 26 USE SCHEDULES
PUBLIC HEARING ORDINANCES FOR 1ST READING (10/11/2021) BIDS/MOTIONS ORDINANCES FOR 2ND READING (10/25/2021) RESOLUTIONS
QUASI-JUDICIAL: YES NO
_____________________________
City Attorney City Manager ISSUE: Within the City of Wheat Ridge there are presently nine hotels with a total of approximately 972 rooms. While these nine hotels represent less than .05% of the total number of households and
businesses in the City, the calls for service from the City’s Police Department to these
establishments constitute approximately 10% of the total police calls. This ordinance will create a licensing program for hotels and require minimal amenities to provide safe and healthy environments for persons relying upon short-term and extended stay housing in Wheat Ridge.
PRIOR ACTION:
On July 15, 2019, staff presented options to City Council for an extended stay lodging ordinance.
Based on input from City Council at the study session, staff sent a framework from the proposed ordinance to several regional hotel operators and received comment back in September 2019 from one operator.
On June 28, 2021, unanimous consensus was received from City Council to direct staff to draft a
hotel licensing and extended stay ordinance and to reach out to the Wheat Ridge business community for feedback. A copy of the draft ordinance and a frequently asked question
Council Action Form – Hotel Licensing October 25, 2021
Page 2
document was sent to all motel business owners and managers in Wheat Ridge on August 13, 2021. A virtual meeting was held on August 30, 2021 to receive input from the motel industry on
the draft ordinance.
FINANCIAL IMPACT: There is no direct financial impact to the City in approving this ordinance. An annual hotel license fee in the amount of $300 and an annual extended stay hotel license fee in the amount of
$150 are proposed as part of the hotel licensing program.
BACKGROUND: Calls for service at hotels within the City are disproportionately higher than other businesses and residences. The use of police department resources in responding to these calls for service is excessive as defined in the ordinance. The nature of calls for service at hotels is not limited to,
but includes unwanted parties, disturbances, welfare checks, theft, suspicious persons and
vehicles, drug calls, domestic violence, assaults, motor vehicle thefts and motor vehicle recoveries. Hotels with high calls for service evolve into illegal activity, including drug dealing, prostitution and other illicit behaviors. Adopting stronger local licensing requirements and expectations that will place expectations on operators to reduce illegal activities in hotels and
motels is an essential tool to further combat economic blight in the City. It is necessary to
establish and enforce standards for hotels by providing for a separate licensing system, including inspection and revocation or suspension of licenses if determined that the hotel is not operated consistent with established standards and/or contributes disproportionately to calls for services or documented rates of illegal activity.
The City’s interest in considering these new regulations is for the protection of the health and safety of the public. The intent of this ordinance is two-fold: 1) require motels that are providing lodging services of less than 30 days to meet certain minimum standards for public safety and health and 2) require motels that are providing extended stay services of 30 days or more to meet
certain minimum standards for public safety and health and to provide certain amenities to
ensure extended stay units are livable. Staff believe if these minimum standards are met, criminal activity and calls for service to these motels will decrease over time. RECOMMENDATIONS:
Staff recommends approval of this ordinance.
RECOMMENDED MOTION: “I move to approve Council Bill No. 18-2021, an ordinance amending Chapter 11 of the Wheat Ridge Code of Laws by the addition of a new Article XIV entitled Hotel Licenses and in
connection therewith, adding reference to Extended Stay Lodging in Chapter 26 use schedules,
and that it take effect 15 days after final publication.” Or,
“I move to postpone indefinitely Council Bill No. 18-2021, an ordinance amending Chapter 11
of the Wheat Ridge Code of Laws by the addition of a new Article XIV entitled Hotel Licenses
Council Action Form – Hotel Licensing October 25, 2021
Page 3
and in connection therewith, adding reference to Extended Stay Lodging in Chapter 26 use schedules for the following reason(s)_____________________________________________.”
REPORT PREPARED/REVIEWED BY: Patrick Goff, City Manager Jerry Dahl, City Attorney Kenneth Johnstone, Community Development Director
Chris Murtha, Police Chief
Jim Lorentz, Division Chief ATTACHMENTS: 1. Council Bill No. 18-2021
2. Hotel License FAQs
3. Letter from Stinson LLP (American Motel), dated September 23, 2021
CITY OF WHEAT RIDGE, COLORADO INTRODUCED BY COUNCIL MEMBER DOZEMAN COUNCIL BILL NO. 18
ORDINANCE NO. _________ Series 2021
TITLE: AN ORDINANCE AMENDING CHAPTER 11 OF THE WHEAT RIDGE CODE OF LAWS BY THE ADDITION OF A NEW ARTICLE XIV ENTITLED HOTEL LICENSES AND IN
CONNECTION THEREWITH, ADDING REFERENCE TO EXTENDED STAY LODGING IN CHAPTER 26 USE SCHEDULES
WHEREAS, the City of Wheat Ridge is a home rule municipality having all powers conferred by Article XX of the Colorado Constitution; and
WHEREAS, pursuant to its home rule authority and C.R.S. § 31-15-101, the City,
acting through its City Council (the "Council"), is authorized to adopt ordinances for the protection of the public health, safety or welfare; and
WHEREAS, within the City there are presently nine hotels with a total of approximately 972 rooms; and
WHEREAS, while these nine hotels represent less than .05% of the total number
of households and businesses in the City, the calls for service from the City's Police Department to these establishments constitute approximately 10% of the total police calls; and
WHEREAS, in order to address the significant public safety and related concerns involving hotels and motels within the City, City Council has determined that it is
necessary to adopt the licensing program for hotels as contained herein; and
WHEREAS, the Council further finds that hotels used for long-term housing should include minimal amenities sufficient to provide a safe and healthful environment for persons relying upon such housing.
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF WHEAT RIDGE, COLORADO:
Section 1. Hotel licensing program established. Chapter 11 of the Wheat Ridge Code of Laws concerning licenses, permits, and miscellaneous business Regulations, is hereby amended by the addition of a new Article XIV, entitled Hotel Licenses, to read as follows:
ARTICLE XIV HOTEL LICENSES
Sec. 11-500 Findings.
ATTACHMENT 1
The City Council finds this article is needed for the protection of the health and safety of the public, and further to that end, finds as follows:
(a) Calls for service at hotels within the City are disproportionately higher than
other businesses and residences. The use of police department
resources in responding to these calls for service is excessive.
(b) The nature of calls for service at hotels include unwanted parties, disturbances, welfare checks, theft, suspicious persons and vehicles, drug calls, domestic violence, assaults, motor vehicle thefts and motor
vehicle recoveries.
(c) Hotels with high calls for service evolve into nodes of illegal activity, including drug dealing, prostitution and other illicit behaviors.
(d) Adopting stronger local requirements to limit illegal activities in hotels and motels is an essential tool to further combat economic blight in the City.
(e) It is necessary to establish and enforce standards for hotels by providing
for a separate licensing system, including inspection and revocation or suspension of licenses if determined that the hotel is not operated consistent with established standards and/or contributes disproportionately to calls for services or documented rates of illegal
activity.
Sec. 11-501 Definitions. The following words, terms and phrases, when used in this article, shall have the meanings ascribed to them in this section, except where the context clearly indicates a different meaning:
Calls for service are public initiated dispatched calls for police assistance that are
generated by the community, through a call or text to 911 or the non-emergency line.
Calls for service rate is equal to the total calls for service at the licensed
premises divided by the total number of hotel rooms in the applicable period.
Extended stay lodging is the renting of a hotel room for a duration of stay greater than 29 consecutive days. Extended stay lodging includes transient lodging
establishments constructed and operated to provide accommodations for longer term
stays by including additional common area amenities and in-room cooking facilities beyond what might be provided in the standard hotel establishment.
Hotel is a transient lodging establishment renting individual rooms for temporary occupancy and typically not including facilities for cooking. The term "hotel" includes
establishments also known as "motels."
Licensed premises include a hotel and its buildings, land, parking areas and accessory structures.
Sec. 11–502. License required; licensee fee; license renewals.
(a) Issuance: No person shall conduct or operate a hotel without first having obtained a hotel license issued by the City as required by this article. This
requirement to obtain a hotel license is in addition to the requirement to obtain a
business license pursuant to article II of this chapter. Applicants for a hotel license shall pay the applicable fee.
(b) Renewal: The renewal of an existing hotel license issued pursuant to this article shall be granted upon the payment of the annual license fee and the filing of a
completed renewal application in the form set forth in section 11-503 with the
treasurer at the same time as the renewal application for the business license for the hotel. The treasurer may waive the timely filing requirement if the licensee demonstrates in writing that the failure to complete timely filing is not solely the result of neglect.
(c) The failure to approve or renew or the denial or revocation of either the hotel license or the business license for that operation shall automatically revoke the corresponding business or hotel license, as applicable.
(d) Term: The term of a hotel license shall be one year and shall run concurrently with the associated business license under Article II of this chapter.
Sec. 11-503. Application form; processing.
(a) All applicants for a hotel license shall file a completed application with the treasurer on forms provided by the treasurer.
(b) The completed application shall contain the following information and shall be accompanied by the following documents:
(1) The business name and address of the applicant. If the applicant intends
to operate the hotel under a name other than that of the applicant, the applicant shall state the business name to be used and submit copies of documentation evidencing the registration of the business name under applicable laws.
(2) Each individual applicant, partner of a partnership, managing officer or managing director of a corporation, the manager of a limited liability company and all business managers shall be named in each application
form.
(3) If the applicant is:
a. An individual, the individual shall state such person's legal name
and any aliases and submit satisfactory proof that the individual is eighteen (18) years of age or older;
b. A partnership, the partnership shall state its complete name and the names of all partners, whether the partnership is general or limited, and provide a copy of the partnership agreement, if any;
c. A corporation, the corporation shall state its complete name, the date of its incorporation, evidence that the corporation is in good standing under the statutes of the State of Colorado, or in the
case of a foreign corporation, evidence that it is currently
authorized to do business in the State of Colorado, the names and capacity of all officers, directors, and the name of the registered corporate agent and the address of the registered office for service of process;
d. A limited liability company, the company shall state its complete name, the date of its formation, evidence that the company is in good standing under the statutes of the State of Colorado, or in the case of a foreign company, evidence that it is currently
authorized to do business in the State of Colorado and the name
of its members, the manager, and registered agent and the address of the registered office for service of process.
(4) The location of the hotel, including a legal description of the property,
street address, and telephone number(s).
(5) For renewal applications, proof of compliance with requirements outlined in Section 11-504.
Sec. 11-504. Eligibility requirements for hotel license. No hotel license shall be issued or maintained under this article unless and until the applicant provides sufficient information to establish, and the treasurer reviews and determines the sufficiency of the same, of the following requirements:
(a) The applicant shall have achieved and maintained a call for service (CFS) rate of
1.5 within twelve (12) months of obtaining a hotel license. The City may in its sole discretion permit extensions of the twelve (12) month period, not to exceed a total of an additional six (6) months during which time the hotel license shall be deemed extended.
(b) The applicant shall demonstrate participation in the City's certified crime free
hotel/motel program, as evidenced by the approval of the Wheat Ridge Police Department.
(c) The applicant shall have made all necessary corrective actions in response to matters identified through the City's most recent annual hotel/motel inspection program report for the subject location, which program is enforced through the
City's police and community development departments, in cooperation with applicable fire protection districts.
(d) The applicant shall demonstrate compliance with the City's landscape inspection program, as applicable and as certified by the Community Development Department.
(e) The applicant shall demonstrate compliance with the applicable series of adopted
international building and property codes applicable to the subject property, including the International Property Maintenance Code, as demonstrated by certification from the City's chief building official.
(f) The applicant shall establish and maintain an approved security plan, including
crime prevention through environmental design, video surveillance, security
guards, fencing, and lighting, as approved by the City's police department.
Sec. 11-505. Approval or denial of application
(a) A completed license application shall be reviewed by the Police Department prior to action by the treasurer. The application shall be approved or denied by the
treasurer within thirty (30) days of the date of filing. The application shall be
denied if:
(1) the applicant fails to satisfy the eligibility requirements of section 11–504;
(2) the application or any investigation performed or ordered by the city establishes that the proposed licensee fails to conform to any requirement
of this article, the Wheat Ridge Code of Laws or other applicable law; and
(3) the applicant knowingly made a false statement or knowingly gave false information in connection with the application; or
(4) the applicant is overdue in payment to the city of taxes, fees, fines or penalties assessed against the applicant or imposed against the applicant.
(b) Nothing in this article shall prevent the treasurer from revoking approval if it is
discovered that the application contained or included false or incorrect statements, or information which would otherwise constitute sufficient grounds for the denial of the application. The decision of the treasurer to approve or deny a license application shall not be construed as a quasi-judicial act but shall be a
final administrative decision of the City.
(c) In the event the treasurer denies the license application the treasurer shall prepare a decision stating the reasons or basis for the denial. A copy of the findings and decision shall be sent to the address of the applicant as shown on the application within 10 days after the date of denial. The denial shall become a
final administrative decision of the City on the 14th day following the date of the
decision unless the applicant files a timely appeal, as provided by section 11-507.
Sec. 11–506. Suspension or revocation of license: grounds
(a) The treasurer may suspend or revoke a hotel license upon the treasure's finding of any of the following facts in the treasurer's reasonable discretion, based upon
available information. It is not required that any criminal conviction be obtained to
support the treasurer's administrative action.
(1) Failure of the licensee to achieve and maintain the eligibility requirements described in section 11-504; provided, however, the treasurer shall offer the licensee notice and opportunity to cure the identified violations at least
30 days prior to taking further adverse action.
(2) Incidents of disorderly conduct violation of Chapter 16 of this Code have occurred upon the licensed premises or upon any parking areas, sidewalks, access ways or grounds within the immediate neighborhood of the licensed premises involving a customer, manager and/or employee of
the licensee;
(3) The licensee, manager, or any employee thereof illegally offered for sale or illegally allowed to be consumed or possessed upon the licensed premises or upon any parking areas, sidewalks, walkways, access ways or grounds immediately adjacent to the licensed premises, narcotics or
dangerous drugs;
(4) The licensee or manager is not upon the licensed premises at all times if the premises is open for business;
(5) The licensee, manager or employee has allowed or permitted patrons and employees to engage in acts of prostitution, negotiations for acts of
prostitution within the licensed premises or upon any parking areas,
sidewalks, access ways or grounds immediately adjacent thereto;
(6) The licensee, manager or employee has allowed or permitted customers to engage in public displays of indecency, or has allowed or permitted customers to engage in acts of public urination or defecation within the
licensed establishment upon any parking areas, sidewalks, access ways
or grounds immediately adjacent thereto;
(7) The licensee or manager knowingly made a false statement or knowingly gave false information in connection with an application for license or for a renewal of a license;
(8) The licensee has failed to maintain books or records sufficient to properly
document the permitted length of stay of individual customers;
(9) The licensee is delinquent in payment to the city for taxes or fees.
(b) Summary suspension: the treasurer shall have the discretion to summarily suspend a hotel license in the event the treasurer determines that an immediate threat to public health, safety or welfare is posed by the licensee's failure to
comply with the requirements of this Article or any conditions of its existing
license. In the case of a summary suspension, the licensee shall be afforded a right of appeal substantially in the manner provided at Section 11-507(b) and (c).
(c) Suspensions of a hotel license may be for any term up to a maximum of the amount of time remaining in the one-year term of the license as issued.
Sec. 11-507. Suspension, revocation and appeal procedures
(a) The city treasurer shall have the authority to suspend or revoke hotel licenses. In so acting, the treasurer shall apply the relevant eligibility requirements and standards contained in this article.
(b) Appeals. In the event the treasurer denies, does not renew, suspends or revokes
a license, the applicant shall have the right to a quasi-judicial hearing before an administrative hearing officer appointed by the city. A written request for hearing shall be made to the treasurer within ten (10) days of the date of mailing of the treasurer's written decision. The hearing shall be conducted within thirty (30) days of the date of the treasurer's receipt of written request for hearing unless a
later date is requested by the applicant.
(c) The procedure for the appeal to and in consideration by the administrative hearing officer shall be conducted substantially in the manner described at and sections 11–31 and 11-32 of this Code, provided, however, that the hearing shall be conducted by an administrative hearing officer appointed by the city in
compliance with section 2-87.
(d) Except in the case of a summary suspension, the hotel may continue to operate during the appeal process and until the final decision of the hearing officer is rendered.
Sec. 11-508. License addendum for extended stay operations.
(a) Application. As a part of or separately from an application for a hotel license under this article, the applicant may also apply for the right to offer extended stay lodging as defined in section 11-501 in all or portions of the licensed hotel property. Applications for an extended stay addendum to a hotel license shall be filed on forms provided by the treasurer and shall include the following
information:
(1) Number of rooms and a percentage of square footage in the hotel to be devoted to extended-stay operations.
(2) Certification of compliance with requirements of subsections (b), (c) and (d) below have been met with respect to the proposed extended-stay component of the hotel operation.
(3) Evidence of all required zoning and development approvals under Chapter
26 of the Code of Laws and demonstrated compliance with any conditions of approval.
(4) Evidence of a valid business license.
(b) Zone district compliance: extended-stay facilities are allowed only in the following
zone districts:
(1) commercial-one (C1) as a special use permit process (2) commercial-two (C2) as a special use permit process (3) mixed-use commercial (MU–C), and all MUC subdistricts as a conditional use permit process; and
(4) mixed-use-neighborhood (MU-N) as a conditional use permit
The applicant, in addition to a precondition of the issuance of an extended-stay hotel license addendum, must apply for and obtain approval of the relevant special use under the procedures set forth in section 26-114 of this Code.
(c) In-room characteristics. The following in-room characteristics are required for all
lodging units permitted as extended-stay lodging:
(1) Minimum size for entire unit: 300 square feet
(2) Minimum size for living room: 120 square feet
(3) A defined bedroom must be provided separate and apart from other portions of the unit
(4) The following minimum kitchen/cooking facilities are required (but may not
be located in the defined bedroom or bathroom): refrigerator, cooktop, dedicated sink, cabinets with cooking/dining supplies
(5) The maximum sleeping occupancy per room or unit shall be 2 persons per dedicated bedroom
(6) Personal possessions may not be stored on exterior balconies, interior
corridors or in a manner that prohibits adequate movement and ingress/egress within the unit, with the exception on balconies for items such as bikes, strollers, and coolers
(7) Housekeeping must be available, although an additional charge may be
made for the same
(d) Common area characteristics:
(1) The following common area amenities must be available to the residents of all extended stay lodging facilities:
a) 24-hour desk staffing; b) prohibition of storage of any personal possessions within shared common areas of the building and/or site; c) universal wireless internet available included within room charge; d) In-room or common area laundry facilities adequate for number of
guests;
(2) A minimum of 4 of the following common area amenities shall be provided at the choosing of the extended stay lodging licensee, subject to the City's review and approval:
a) business center of a size at least 120 square feet
b) a fitness center of at least 350 square feet for every 200 rooms
c) a swimming pool at least 15 x 25 x 4 feet
d) meeting areas or conference rooms
e) on-site restaurant or other available food options provided adequate for number of guests
As part of the review process for the extended-stay lodging license addendum, the treasurer may determine that one or more of the foregoing amenities in this subsection (2) is not required, taking into consideration the age, location and size of the hotel property itself.
(e) Duration of stay: Duration of occupancy in any extended stay lodging unit may be
for a period of 30 consecutive days or more.
(f) Guest behavior: Persons renting an extended stay unit in a hotel with a valid extended-stay hotel license addendum under this article must be present in the unit at all times during which other persons are also present. In addition, persons renting the unit may not:
(1) sublet the unit to any other person; or
(1) permit occupancy of the unit by any person other than the registered guest or guests.
Sec. 11–509. Implementation schedule.
It is the intention of the City that existing hotels within the City be given the sufficient
time to make the operational and physical modifications and improvements necessary to satisfy the eligibility requirements in section 11-504. Accordingly, the following implementation schedule for this article is adopted:
(1) existing hotels shall have until January 1, 2022 within which to submit an application and application fee for a hotel license
(2) the city treasurer shall have 30 days within which to review applications for
existing hotels
(3) a hotel, once licensed, shall comply with the schedule to achieve the required CFS metric in Section 11-504(a)
(4) existing hotels shall have until June 30, 2022 to limit the duration of guest stays to less than thirty (30) days, unless the hotel has applied for and
received an extended stay addendum under Section 11-508
Section 2. Section 26-204 is amended by the addition of the following line entry at the appropriate alphabetical location in the Table of Uses – Commercial and Industrial Districts:
Uses Notes NC RC C-1 C-2 C-3
Extended stay lodging See Ch.11 Art XIV S S
Section 3. Section 26-316.B is amended to read:
(B) Permitted. Uses. Permitted uses shall be a mixture of residential and commercial
uses governed by approval of the outline development plan. EXTENDED STAY
LODGING SHALL BE PERMITTED ONLY IN PLANNED MIXED USE DISTRICTS AND PLANNED COMMERCIAL DISTRICTS, AND ONLY AS A SPECIAL USE SUBJECT TO THE STANDARDS IN CHAPTER 11, ARTICLE XIV.
Section 4. Section 26-1111.B is amended by the addition of a note in the line entry
under Hospitality and Entertainment- Hotels, motels and extended stay lodging, to read:
Use Group MU-C MU-C
Interstate
MU-C
TOD
MU-N
Hotels, motels and extended stay lodging:
See Ch 11, Art. XIV
P P P P
Section 5. Effective Date. This Ordinance shall take effect fifteen (15) days after final publication, as provided by Section 5.11 of the Charter, provided, however, that
implementation of requirements of this ordinance shall be as set forth in code section
11-509, adopted hereby.
INTRODUCED, READ, AND ADOPTED on first reading by a vote of 8 to 0 on this 11th day of October 2021, ordered published in full in a newspaper of general circulation in the City of Wheat Ridge, and Public Hearing and consideration on final
passage set for October 25, 2021 at 7:00 p.m., as a virtual meeting and in the Council
Chambers, 7500 West 29th Avenue, Wheat Ridge, Colorado, if allowed to meet in person on that date per COVID-19 restrictions.
READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by
a vote of ___ to ___, this _____ day of ______________, 2021.
SIGNED by the Mayor on this _____ day of ____________, 2021.
Bud Starker, Mayor
ATTEST:
Stephen Kirkpatrick, City Clerk
Approved as to Form:
Gerald E. Dahl, City Attorney
First Publication: October 14, 2021
Second Publication: October 28, 2021 Effective Date: November 12, 2021 Published: Jeffco Transcript and www.ci.wheatridge.co.us
Office of the Chief of Police, Christopher Murtha 7500 W. 29th Avenue Wheat Ridge, CO 80033-8001 303.235.2913
www.ci.wheatridge.co.us
New Regulations Pertaining to Hotel Businesses in Wheat Ridge
Purpose
At City Council’s direction, City of Wheat Ridge staff has been working to draft updated regulations to ensure hotels in the
City meet certain standards of public health, safely or welfare, and meet reasonable standards for accommodations and
amenities for extended stay operations. These regulations will be considered by the city council for adoption in the coming
weeks.
There are nine hotels in the City of Wheat Ridge with a total of 972 rooms. While these hotels represent less than .05% of
the total number of households and businesses in the City, the calls for service from the City’s Police Department to these
establishments constitute approximately 10% of total police calls. In order to address the significant public safety and
related concerns involving hotels and motels within the City, City Council has determined that it is necessary to adopt the
licensing program for hotels in order to reduce the number of calls for service (CFS) at these establishments. The City’s
interest in considering these new regulations is for the protection of the health and safety of the public.
(a)Calls for service at hotels within the City are disproportionately higher than other businesses and
residences. The use of police department resources in responding to these calls for service is excessive as
defined in the ordinance.
(b)The nature of calls for service at hotels is not limited to, but includes unwanted parties, disturbances,
welfare checks, theft, suspicious persons and vehicles, drug calls, domestic violence, assaults, motor vehicle
thefts and motor vehicle recoveries.
(c)Hotels with high calls for service evolve into illegal activity, including drug dealing, prostitution and other
illicit behaviors.
(d)Adopting stronger local licensing requirements and expectations that will place expectations on operators
to reduce illegal activities in hotels and motels is an essential tool to further combat economic blight in the
City.
(e)It is necessary to establish and enforce standards for hotels by providing for a separate licensing system,
including inspection and revocation or suspension of licenses if determined that the hotel is not operated
consistent with established standards and/or contributes disproportionately to calls for services or
documented rates of illegal activity.
In addition to meeting standards to address public health, safety and welfare, the draft regulations provide that lodging at
hotels is limited to a maximum of 30 consecutive days, unless the hotel applies for and is granted a Hotel License
Addendum for Extended Operations. To obtain this addendum, hotels must meet certain standards and offer certain
amenities as detailed in the ordinance.
Changes to Licensing
Under the new regulations, hotel businesses will be required to obtain the following two licenses annually:
-City Business License ($20)
-Hotel License (Proposed fee $300)
ATTACHMENT 2
08/16/2021 Page 2 of 4
In addition, if a licensed hotel chooses to provide extended stay operations, it will need to comply with:
-Hotel License Addendum for Extended Stay Operations (Proposed fee $150)
Existing hotel businesses will have until January 1, 2022 within which to submit an application and fee for a hotel license.
The hotel license must be renewed annually along with the City business license.
Existing hotels who allow duration of guest stays of more than 30 days shall have until June 30, 2022 to either limit stays to
30 days or less, or obtain an extended stay addendum.
What is a Hotel License?
The purpose of the Hotel License is to ensure that the unique requirements to operate this type of business are met. A
Hotel is a transient lodging establishment renting individual rooms for temporary occupancy and typically not including
facilities for cooking. The term “hotel" includes establishments also known as "motels." For the purposes of this ordinance,
it does not include the short-term rental of private homes or rooms by private homeowners. To operate a hotel, the
business must obtain a hotel license and meet the following requirements:
(a)The applicant shall have achieved and maintained a call for service (CFS) rate of 1.5 within twelve (12) months of
obtaining a hotel license. The City may, in its sole discretion, permit extensions of the twelve (12) month period, not
to exceed a total of an additional six (6) months during which time the hotel license shall be deemed extended.
(b)The applicant shall demonstrate participation in the City’s certified crime free hotel/motel program, as evidenced
by the approval of the Wheat Ridge Police Department.
(c)The applicant shall have made all necessary corrective actions in response to matters identified through the City's
most recent annual hotel/motel inspection program report for the subject location, which program is enforced
through the City's police and community development departments, in cooperation with applicable fire protection
districts.
(d)The applicant shall demonstrate compliance with the City's landscape inspection program, as applicable and as
certified by the Community Development Department.
(e)The applicant shall demonstrate compliance with the applicable series of adopted international building and
property codes applicable to the subject property, including the International Property Maintenance Code, as
demonstrated by certification from the City's chief building official.
(f)The applicant shall establish and maintain an approved security plan, including crime prevention through
environmental design, video surveillance, security guards, fencing, and lighting, as approved by the City's police
department.
How do hotels determine what their Calls for Service Rate is?
•Calls for service are public initiated dispatched calls for police assistance that are generated by the community,
through a call or text to 911 or the non-emergency line. Calls for service rate is equal to the total calls for service at
the licensed premises divided by the total number of hotel rooms in the applicable period. The Police Department’s
Crime Prevention Team will work with hotels to provide the CFS Rate on a monthly basis. Calls for service will be
calculated through the 2022 calendar year and compliance for the call for service rate of 1.5 must be achieved by
December 31, 2022. Hotels that are not in compliance at that time are subject to suspension and/or revocation of
their hotel license.
08/16/2021 Page 3 of 4
What are the requirements for eligibility for a hotel license?
The City will work with the hotel to provide training and advice to:
-assist in lowering their number of calls for service,
-provide the City’s Crime Free Hotel Program,
-complete the annual inspection program with police, code enforcement, Community Development and fire districts
-complete landscape inspection
-meet standards of building and property codes of the International Property Maintenance Code
-establish and maintain an approved security plan, including crime prevention through environmental design, video
surveillance, security guards, fencing, and lighting, as approved by the City's police department.
What is a Hotel License Addendum for Extended Stay Operations?
The Hotel License Addendum permits a hotel to offer extended stay operations beyond 30 days to a maximum of 120 days.
To qualify for extended stay operations, the hotel must provide the following in-room characteristics:
(1)Minimum size for entire unit: 300 square feet
(2)Minimum size for living room: 120 square feet
(3)A defined bedroom must be provided separate and apart from other portions of the unit
(4)The following minimum kitchen/cooking facilities are required (but may not be located in the
defined bedroom or bathroom): refrigerator, cooktop, dedicated sink, cabinets with cooking/dining
supplies
(5)The maximum sleeping occupancy per room or unit shall be two persons per dedicated bedroom
(6)Personal possessions may not be stored within shared common areas, on exterior balconies,
interior corridors or in a manner that prohibits adequate movement and ingress/egress within the
unit, with the exception on balconies for items such as bikes, strollers, and coolers
(7)Housekeeping must be available, although an additional charge may be made for the same
And the following common characteristics:
(1)The following common area amenities must be available to the residents of all extended stay lodging
facilities:
a)24-hour desk staffing;
b)universal wireless internet available included within room charge;
c)In-room or common area laundry facilities adequate for number of guests;
(2)A minimum of four of the following common area amenities shall be provided at the choosing of the
extended stay lodging licensee, subject to the City’s review and approval:
a)business center of a size at least 120 square feet;
b)a fitness center of at least 350 square feet for every 200 rooms;
c)a swimming pool at least 15 x 25 x 4 feet deep;
d)meeting areas or conference rooms of a size at least 150 square feet
d)on-site restaurant or other available food options provided adequate for number of guests
08/16/2021 Page 4 of 4
What are the next steps in the process?
•The draft ordinance containing the revised and additional regulations will be submitted to each hotel business in
Wheat Ridge for their comments.
•A Zoom meeting for all hotel owners/operators will be scheduled with City officials who can explain the ordinance
and licensing requirements as well as answer questions and listen to feedback.
•A final copy of the ordinance will be presented to City Council for consideration and vote in the fall of 2021.
Who do I contact with questions or feedback?
Please reach out to Division Chief Jim Lorentz at 303-235-2955 or jlorentz@ci.wheatridge.co.us with any questions or
feedback on these proposed regulations.
Ryan Sugden
PARTNER
DIRECT: 303.376.8405
OFFICE: 303.376.8400
Ryan.Sugden@stinson.com
September 23, 2021
By Electronic Mail
Mr. Jim Lorentz
Patrol Operations
Wheat Ridge Police Department
7500 W. 29th Avenue
Wheat Ridge, Colorado 80033
Re: Proposed Wheat Ridge ordinance establishing Hotel Licensing Program
Dear Mr. Lorentz:
We represent MJB Motels, LLC (“MJB”), owner of the American Motel in Wheat Ridge. We
thank you for the opportunity to have met with you and other city officials on August 30, 2021 to
discuss the city’s draft ordinance establishing a Hotel Licensing Program. We share the city’s
commitment to protecting public safety. Nevertheless, we believe the city’s draft ordinance is
misguided and will not achieve its stated public safety goals. The ordinance, which was prepared
without input from the affected business community and (to our knowledge) the housing advocacy
and faith communities, will disproportionately affect lower income and minority residents, and the
businesses that serve them, and may well cause greater housing instability and calls for service. It
will also impose significant financial burdens on hotel and motel operators in Wheat Ridge. In fact,
the American Motel would need to spend millions of dollars and eliminate dozens of rooms simply
to continuing offer extended stays, which it has done for decades. Even then, the stays are limited
to 30 days. This is an unreasonable burden, particularly when there is no evidence it will improve
public safety. It appears designed to either eliminate extended stay hotels and motels in the area
or change the American Motel’s to a clientele the city prefers, to the detriment of businesses like
American Motel and the underprivileged members of our community. We strongly urge the city
not to adopt the draft ordinance but instead to partner with affected businesses and members of
the community to draft regulations that achieve the city’s stated public safety goals by addressing
the city’s urgent housing needs.
I. American Motel has served the Wheat Ridge community for decades.
The American Motel is a long-standing member of the Wheat Ridge business community.
As you likely know, it is a five-story motel with 137 guest rooms conveniently located at the
intersection of I-70 and Kipling Street. The property also features a swimming pool (seasonal),
laundry facility, conference room, banquet room, and 222 vehicle parking lot.
1144 Fifteenth Street, Suite 2400, Denver, CO 80202
CORE/0800833.0014/169385543.2
ATTACHMENT 3
September 23, 2021
Page 2
CORE/0800833.0014/169385543.2
MJB acquired the American Motel in 1986. MJB is a small family-run company with four
properties in the Midwest and Mountain West. When MJB acquired the American Motel, the
property was plagued with high vacancy. MJB rebranded and focused on offering economy room
rates, a market that was (and continues to be) underserved. American Motel’s current average
nightly room rate is about $70.00 per night, plus sales and lodging taxes. American also offers
weekly rates of $375 to $475 per week. Since shortly after MJB acquired the property, American
Motel has maintained an approximate 90% occupancy rate. MJB believes this is the highest
occupancy rate among its peers in Wheat Ridge.
American Motel’s guests are typically price-sensitive and lower-income individuals and
families. Many are individuals of color. Some guests are visitors to Wheat Ridge, such as tourists,
interstate commuters and temporary workers. Others are individuals and families in transition.
For these guests, who are unable to get an apartment because they cannot pay a security deposit,
pass a landlord’s credit check, afford market rent, or commit to a lease, American Motel offers safe,
affordable and immediately available housing.
II. American Motel has invested in security and property improvements.
In the last year alone, American Motel has made numerous property improvements,
including:
Installing bright LED lighting on every balcony, greatly illuminating the property;
Installing video surveillance cameras throughout the property;
Hiring a security company;
Painting the property’s exterior, retiling the entry way, and replacing the concrete walks to
give the property a fresh and more inviting look; and
Seal coating and restriping the parking lot.
American Motel is also a significant revenue source for the city. Wheat Ridge collects a 10%
lodging tax. Through this tax, American Motel has contributed $167,000in tax revenue to Wheat
Ridge in the last twelve months (September 2020 through August 2021) and $67,000 to the State
of Colorado.
Notably, in December 2020 American Motel asked to partner with the Wheat Ridge Police
Department by hiring off-duty officers to provide security at the property. American Motel was
told that the department was understaffed and, particularly with COVID-19 pandemic, could not
make officers available for paid off-duty service. American Motel was disappointed because, even
though hiring off-duty police officers would cost significantly more than private security (which
American Motel did hire once the department said it could not provide off-duty officers), American
Motel wanted to establish a partnership with the department. This way, officers would get to know
motel staff and its frequent guests, and vice versa, and officers may be more effective at addressing
issues before they became incidents. Given this history, American Motel is disheartened to be
perceived as a bad actor or an irresponsible business owner uninterested in the community, which
could not be further from the truth.1
1 At the August 30, 2021 meeting, city staff derisively referred to “out of state” business owners who do not invest in their properties as justification for adopting the draft ordinance. A business owner’s place of residence is not a proper consideration when drafting city
September 23, 2021
Page 3
CORE/0800833.0014/169385543.2
III. The ordinance will impose multi-million dollar burdens on hotel and motel
owners, forcing them to change their business models, and will harm lower-
income populations.
American Motel first reviewed the city’s draft ordinance on August 16, 2021, when it was
invited to participate, along with other hotel/motel owners in Wheat Ridge, in a Zoom meeting
with city officials on August 30, 2021 to discuss the ordinance. We are very discouraged that
American Hotel and other affected business owners were not consulted earlier because we have
identified numerous problematic provisions in the ordinance.
To be absolutely clear, American Motel shares the city’s goal of improving public safety.In
recent years, American Motel has observed a marked increase in homelessness and disturbing
conduct by individuals in the area of I-70 and Kipling St. It has been exacerbated by the ongoing
housing crisis in Denver and COVID-19 pandemic. Individuals experiencing homelessness who
congregate in the area have caused disturbances on American Motel’s property even when they are
not guests. This is why American Motel has taken steps to make its property safer, including by
installing new lighting and cameras and hiring security. American Motel seeks to partner with the
city to address these problems. Contrary to the letter and spirit of the ordinance, hotels and motels
in Wheat Ridge like American Motel are part of the solution, not the problem, because they can
(and do) provide affordable temporary housing to people on the street. The city’s draft ordinance
will make problems worse by discouraging partnerships with police, targeting extended stays, and
eliminating an affordable housing option from the market.
The ordinance uses a metric, calls for service per room, that is inconsistent
with community policing and racial justice principles and does not account for
hotels and motels with greater occupancy.
Under the ordinance, a hotel or motel is eligible for a license only if it achieves and
maintains a rate of 1.5 calls for service per room.2 We do not believe this is an appropriate way to
determine whether a hotel or motel is entitled to do business in Wheat Ridge.
First, the policing philosophy of the Wheat Ridge Police Department incorporates
“[c]ommunity oriented policy” which “emphasizes the importance of partnerships with
stakeholders in the community and problem solving to address issues of crime, social disorder,
quality of life, and traffic.” Policing Philosophy, Wheat Ridge Policy Department, dated June 2009.
“Community support and assistance from law abiding citizens is a critical component of the
department’s philosophy in preventing and deterring crime.” Id. Yet, the draft ordinance’s use of
a calls for service rate penalizes hotels and motels that contact the Wheat Ridge Police Department
for assistance. It discourages partnerships between businesses and law enforcement and presents
hotel and motel operators with a Hobson’s choice: call the police to request assistance and, over
time, risk losing the ability to do business, or try to handle issues themselves, potentially putting
staff and guests at risk.
Second, the metric fails to reflect societal biases surrounding calls for service. In Resolution
No. 35, dated June 22, 2020, the Wheat Ridge City Council adopted a “resolution condemning
ordinances. The statement also does not reflect the facts. American Motel has maintained consistent on-site management for more than
30 years, has significantly invested in the property, and has tried to partner with the Wheat Ridge Police Department without success. 2 The ordinance does not define the length of time for which the rate of calls for service per room is calculated, but based on the August 30 meeting, we understand it is an annual calculation.
September 23, 2021
Page 4
CORE/0800833.0014/169385543.2
racism and hate,” finding in part “[t]here is much work to be done to stop pervasive, long-standing
and devastating racial injustices in our community” and stating that the council is “committed to
safeguarding our community against the root causes of, and the damages stemming from, racism
and hate. . . .” Racial injustice occurs when the police are called on people of color who are
suspected of committing a crime when they are not. For instance, there have been many well-
publicized incidents where the police have been called on a black person (or people) for benign
(and legal) conduct like bird-watching or barbecuing in a public park. Here, a citizen may initiate
a call because they are uncomfortable on account of their (implicit or explicit) racial bias even
though the subject of the call is acting lawfully. Yet, these calls would count against the very
businesses that serve communities of color. Similarly, a hotel that primarily serves white
customers will not be as susceptible to such citizen-initiated calls. This is particularly concerning
when higher rates of homelessness in the immediate area spill over into the parking lots of
properties like the American Motel, triggering police calls by the public or from guests and citizens
who are frightened by uninvited people in American Motel’s parking lot. The proposed calls for
service rate institutionalizes racial biases at a time when all organizations should be seeking to
expunge them.
Third, it is a fundamentally inaccurate and misleading calculation. The calls for service rate
does not reflect a hotel’s or motel’s occupancy. A hotel with low vacancy may have a higher calls
for service rate than an equally sized competitor, which suffers from high vacancy, even if they both
have the same number of calls per guest, simply because the more popular hotel has more guests
(and, thus, more statistical opportunity for issues to arise). In effect, the calls for service rate
penalizes properties like the American Motel that maintain low vacancy rates. We do not believe
the city should use calls for service as the metric for determining whether a hotel or motel is entitled
to do business in Wheat Ridge.
The ordinance includes other dubious enforcement provisions. Under the ordinance, the
city treasurer can unilaterally revoke a motel’s license if a single customer is alleged to have
committed disorderly conduct in the vicinity of the property, even if it is outside the motel’s control.
See Ordinance § 11-506(a)(2). Disorderly conduct is notoriously subjective,3 and a motel owner
cannot police how its guests conduct themselves once they have left the property. American Motel
does not believe that business licenses should be subject to such extreme (and potentially
unconstitutional) discretion.
The ordinance imposes severe financial hardship on Wheat Ridge businesses,
requiring them to add amenities that have no connection to public safety.
The express purpose of the draft ordinance is to improve public safety and reduce calls for
service. However, the ordinance requires hotel and motel operators to spend millions of dollars to
modify their properties, despite the improvements having no connection to public safety, if the
owners simply want to maintain the right to do business in Wheat Ridge.
Under Wheat Ridge’s current municipal code, hotels and motels may offer guests extended
stays. This market has comprised a significant portion of American Motel’s customer base for
years. Under the ordinance, for American Motel to continue offering extended stays, as it has for
decades, it must apply for and receive a special or conditional use permit, which requires the
3 Wheat Ridge Municipal Code defines disorderly conduct as, in part, “intentionally, knowingly or recklessly . . . mak[ing] a coarse and
obviously offensive utterance, gesture or display in a public place when such utterance, gesture or display causes injury or tends to invite an immediate breach of the peace.” Code § 16-101(a)(1).
September 23, 2021
Page 5
CORE/0800833.0014/169385543.2
applicant to satisfy multiple conditions, and make the following physical modifications to its
property:
o Combine two existing hotel rooms to satisfy the ordinance’s requirement that each
extended stay unit be at least 300 square feet and have a separately defined
bedroom;
o Remove existing improvements and install kitchen appliances, like a cooktop and
sink, the utilities that serve them, and kitchen cabinetry and countertops;
o Install additional and unneeded laundry facilities;
o Make wireless internet service available to every room; and
o Add three of the following: a business center, a fitness center, meeting areas or an
additional conference room, and an on-site restaurant.
The ordinance also requires American Motel to significantly change its extended stay
business operations. Contrary to every hotel or motel business plan—which is to engender loyalty
and the desire of guests to stay longer and return more frequently—every extended stay guest must
leave the property after 30 days, even if they want to stay at the property, and cannot stay more
than 120 days in a year. Extended stay units have a maximum capacity of 2 guests per bedroom
unit, and the guest who is “renting” an extended stay unit must be present at all times if other
guests are also present in the room.
While American Motel is still calculating the estimated costs of complying with the
ordinance, it will easily soar into the millions. Construction costs to create compliant extended stay
units will be at least $30,000 per unit, and American Motel must combine two existing guest rooms
to do so, resulting in a significant loss of revenue. If American Motel seeks to create 50 extended
stay units, it will incur hard costs of at least $1.5 million and lose future revenue from 50 total guest
rooms. Plus, it will suffer significant business interruption losses. Hotel reconstruction must be
done in a manner that does not interfere with other guests, meaning that whole floors or sections
of rooms on multiple floors cannot be reserved while the renovations are complete. This does not
even consider the costs of adding new property amenities. American Motel, which is not a food-
service operator, cannot even begin to guess what it will cost to build and operate a restaurant on
its property. It is safe to say that the cost of adding commercial laundry facilities, meeting rooms,
a fitness center and a restaurant will be daunting and (because of lack of available space) require
yet more guest rooms to be sacrificed. Conservatively, American Motel will face at least $3 million
in out-of-pocket costs and lost revenue just to offer extended stay in as few as 50 units. And, it
bears repeating, this investment is required just for American Motel to continue offering a service—
extended stay—that has been permissible in Wheat Ridge for decades.
What public safety benefit will Wheat Ridge reap from this enormous forced investment by
American Motel? We are aware of no connection between universal wifi or a fitness center and
reduced crime (or even calls for service). Indeed, we fail to see any rational basis for the ordinance’s
extended stay requirements. For instance, while the ordinance requires each extended stay unit to
have a separate living room and bedroom, Wheat Ridge allows studio apartments. The ordinance
requires extended stay hotels to offer laundry facilities. Yet, there are apartment complexes in
Wheat Ridge without them. And while two adults could permissibly live in an apartment in Wheat
Ridge with a child (including in a studio apartment), this same family could not stay in a one-
bedroom extended stay unit at American Inn under the ordinance.
September 23, 2021
Page 6
CORE/0800833.0014/169385543.2
The ordinance forces owners to change their business models to serve a more
affluent clientele, which will have a disproportionate impact on minority and
lower-income communities.
The ordinance appears designed to either eliminate extended stay operations at targeted
economy hotels and motels or force owners to change their business models to serve a different
clientele. Both are improper objectives that unfairly burden owners and will disproportionately
affect minority and lower-income communities.
American Motel and its peers have proven that there is a robust market for lower cost hotel
and motel rooms, including extended stays. American Motel’s guests include temporary workers
who rely on American Motel’s economy rates to take temporary jobs far away from home. Budget-
conscious travelers pick American Motel for its convenient location and low prices. And yet, while
market forces have sustained American Motel and its peers, the ordinance steps in to force these
owners to change how they do business, a fact the city staff recognized when it began drafting the
ordinance.4 This is because owners who make the city-required changes must significantly raise
rates for both extended stay and ordinary-length stays to offset the costs and lost revenue of
complying with the ordinance. This will prevent American Motel from charging the economy room
rates that have been a bedrock of its business model for years. The ordinance effectively mandates
that American Motel serve a different and higher income clientele. Setting aside the propriety of a
city forcing a business to make this kind of change, there is no evidence that a market for more
affluent extended stay and other guests even exists, meaning American Motel (and its peers) may
be forced to spend millions of dollars to serve customers who never come.
The disadvantaged members of our society will also suffer. At the August 30 meeting, the
city expressly recognized that the ordinance will cause impoverished residents to have fewer
housing options because hotels and motels will need to raise their rates. The city deemed this
consequence acceptable because it is not required to ensure that housing is available at every price
point. We disagree. American Motel has proven there is a robust market for affordable, on-demand
housing. It is why American Motel has maintained a 90% occupancy rate for years. The housing
crisis throughout Denver has only exacerbated this need. While American Motel serves plenty of
travelers and workers, it is also not uncommon for individuals experiencing homelessness to save
money to pay for a night to stay in a warm bed and have access to a shower. Doubling American
Motel’s rates likely puts it out of reach.5
At the August 30 meeting, the city stated that the ordinance requires hotel operators to
upgrade rooms to reflect “typical” extended stay rooms that provide “better conditions” for people
staying longer-term. Again, we disagree. There is nothing inherently unsafe about the rooms at
American Motel. The extended stay hotels the city may be referring to serve a different market—
business travelers and the affluent who can afford to pay for rooms with amenities like a separate
bedroom, cooktop, fitness center and on-site restaurant. Many others cannot or choose not to pay
for such amenities, and we do not believe it is the city’s role to make that judgment for them. For
instance, a construction worker on a 60-day job in Denver might decide that the lower rates at
4 Staff Memorandum, dated July 8, 2019, re: Extended Stay Lodging regulations, at p. 2 (“Existing hotel/motel owners and operators
may have their business models impacted by such a regulatory approach.”).
5 The city has previously declared that “homelessness is a shared responsibility” and “the most effective response is one in which
“municipalities, police departments, social service agencies, businesses, and community members . . . work[ ] together.” See
https://www.ci.wheatridge.co.us/1595/Homelessness-Resources. Adopting an ordinance that the city acknowledges will force business owners to change their business models and will reduce housing options for low-income residents does not appear consistent with the letter or spirit of the city’s proclamation.
September 23, 2021
Page 7
CORE/0800833.0014/169385543.2
American Motel are more desirable than having a bedroom separate from a living room. She may
be accustomed to microwaving food when traveling and find the lack of cooktop harmless. She may
prefer walking outside to using a treadmill in a fitness center. And if she does not find American
Motel’s current laundry facilities sufficient, she can head to the laundromat at W. 44th and Kipling
less than a mile away. The city’s position that it is unacceptable for an extended stay room to have
nothing less than a cooktop, kitchen cabinets, separate bedroom, universal wifi, and a fitness
center is a clear statement of privilege.
On the other hand, if the costs of complying with the ordinance are too great (as they appear
to be), American Motel and other economy hotels and motels will be unable to offer extended stays.
This will eliminate one of American Motel’s key markets and eliminate a needed housing option in
Wheat Ridge for underprivileged individuals and those in transition. These lower-income
populations, which are disproportionately comprised of individuals of color, use extended stays at
economy hotels and motels like the American Motel to fill a critical housing gap. Extended stays at
American Motel offer an affordable temporary housing option, with rates starting at $375 per
week. Many extended stay guests may be unable to pay an application fee, pass a credit and
background check, and pay the security deposit and first and last month’s rent that many landlords
require. Extended stays are available immediately, whereas securing a lease and furniture can take
weeks, which is cold comfort to individuals or families who suddenly find themselves evicted or
needing to leave an unsafe or unhealthy housing situation. Extended stay hotels and motels should
not be the exclusive housing option for anyone. However, they are one piece of an increasingly
difficult housing puzzle in this region.
The ordinance’s 30-day extended stay restriction will increase public safety
problems, not reduce them, by causing more housing instability.
The ordinance requires every guest, regardless of how she has conducted herself during her
stay, to leave the property after 30 days. We are not aware of any connection between the length
of a consecutive stay and public safety. Nor are we aware of any connection between the number
of total days a person stays at a hotel or motel (like the 120-day maximum in the ordinance) and a
reduction in crime or calls for service. These appear to be arbitrary calculations designed to
discourage extended stays, pointing yet again to the ordinance’s true purpose of changing the
clientele who patronize these properties.
In fact, we believe these restrictions will make public safety worse. From American Motel’s
experience, extended stay guests are among the least likely to cause problems. These guests are
looking for a stable place to stay. They know that if they cause problems, American Motel will
immediately remove them. Short-term guests, staying just a night or two, lack these incentives. In
addition, the 30-day maximum stay requirement will cause greater instability by forcing a person
(potentially in transition from a challenging circumstance into a more stable situation) to pick up
and move. This will cause more public safety problems than it will solve.
The ordinance proposes three publicly-applicable exceptions to the 30-day limit: persons
or families6 in crisis and receiving temporary housing assistance from a governmental, charitable
or insurance agency; family members caring for someone in a long-term hospital or rehabilitation
situation; or persons experiencing homelessness who are actively engaged with the City’s
homelessness navigation program. The exceptions do not include people and families in crisis who
have not chosen (or been eligible) to receive assistance. The ordinance does not explain who is to
6 Of course, because the ordinance limits extended stays to two guests per bedroom, “families” likely could not stay in an extended stay room to begin with.
September 23, 2021
Page 8
CORE/0800833.0014/169385543.2
determine whether guests fall within one of these exceptions and, if the motel operator, how they
are supposed to do so.
A motel is unable to discriminate against guests seeking an extended stay. For instance, if
a motel asks one extended stay guest whether he is receiving government assistance or
experiencing homelessness, but not another, the motel could be exposed to liability. If the motel
asks all extended stay guests whether they satisfy an exception, will the motel be obligated to
undertake an independent investigation of the guests’ responses? But, more broadly, why is a
family in crisis who has chosen not to (or cannot) receive government or charitable assistance, or
person experiencing homelessness who has not yet connected with the city’s shared navigator, less
worthy of a place to stay? We believe the ordinance passes judgment in a manner that is
inappropriate in a hotel/motel licensing regulation and in a way that will undercut its stated public
safety goals.
IV. American Motel’s alternative recommendations.
American Motel encourages the city to work with affected businesses to develop strategies
that will address the actual conduct that gives rise to the calls for service that the ordinance claims
it is designed to address. American Motel also strongly opposes any regulatory approach that
requires hotel/motel operators to spend millions of dollars on physical modifications that have no
connection to public safety and appear designed only to change the hotel/motel’s business model
and clientele. In the alternative to the ordinance, American Motel proposes the following general
framework:
Convene a transparent and inclusive stakeholder process.
The city should work cooperatively with the community to address the problems underlying
the conduct that leads to calls for the service. Singling out hotel and motel owners is insufficient
and unfair. To date, it appears the city has consulted primarily with law enforcement. While law
enforcement is a needed voice, it should not be the only one heard. As the city’s statement on
homelessness says, “managing all of the impacts of people experiencing homelessness is a shared
community responsibility” and “the most effective response is one in which municipalities, police
departments, social service agencies, businesses, and community members” work together. To that
end, American Motel proposes a stakeholder engagement process that elevates all the voices in the
community, including those that were missing when the ordinance was drafted, such as business
owners, community advocates for the unhoused and homeless navigators, the Wheat Ridge Race
and Equity Task Force, mental health professionals, faith leaders, and community residents
including guests at the affected hotels and motels. The process must be transparent and inclusive.
American Motel offers to convene a professionally-managed community outreach and
stakeholder process, consisting of three meetings over 90 days with the goal of preparing
recommendations on how to provide services to individuals in crisis, recommendations for
community policing of individuals in crisis, and recommendations for business owners serving
individuals in crisis. The three meetings will include, at least:
Wheat Ridge Race and Equity task force
Law enforcement
City attorney
Mayor Pro Tem Hoppe
Councilor Nosler Beck
September 23, 2021
Page 9
CORE/0800833.0014/169385543.2
Wheat Ridge Chamber of Commerce
Hotel and motel business owners and management
Faith leaders
Unhoused community advocates
Mental health professionals
Homeless navigators
Community residents
Following the community meetings, a report of recommendations will be prepared that will
be presented to the full city council.
Adopt scaled hotel and motel licensing regulations.
Any ordinance the city adopts concerning hotel and motel licensing should categorically
avoid regulations that require expensive and permanent changes to hotel and motel properties,
which appear designed only to change the owners’ business model. While these regulations are
problematic for many reasons, they are particularly unfair to business owners because they are
being forced to permanently alter their properties without any evidence that the changes will
improve public safety. Certainly, before the city orders business owners to construct new guest
rooms, build fitness centers, and learn how to operate on-site restaurants, lower-cost and less-
invasive alternatives should be explored. For instance, a hotel or motel that has recently suffered
a number of disturbances could have its staff undergo additional training, modify room monitoring
procedures, or temporarily hire on-site security. These steps may be sufficient to address the
concerning conduct, and they can be accomplished without multi-million dollar investments.
Create a hotel and motel working group.
Hotels and motels in Wheat Ridge are largely concentrated around I-70 and Kipling. They
face similar problems with unhoused populations in the area, and they share similar public safety
and business goals. The city should form a hotel and motel working group that includes hotel and
motel management, social services, community development leaders, chamber of commerce,
homeless navigators, law enforcement, and other community members to address emerging
issues. Certainly, reducing crime and calls for service is one such issue. The working group can be
a venue for sharing information on best practices. It can also be a venue for elevating the hotel and
motel community and brainstorming ways to attract more travelers to the area, improving the
business climate for the hotels and motels.
V. Conclusion
American Motel opposes the city’s draft ordinance. We believe it will not achieve its stated
public safety goals. Instead, it appears aimed at forcing hotel and motel owners to change their
business models to the detriment of the business owners and the disadvantaged members of our
community. We recommend the city engage in a comprehensive and transparent community
engagement and outreach process first before considering additional hotel and motel licensing
requirements.
September 23, 2021
Page 10
CORE/0800833.0014/169385543.2
Sincerely,
Stinson LLP
Ryan Sugden
cc: MJB Motels, LLC
ITEM NO: 4
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: COUNCIL BILL NO. 17-2021 – AN ORDINANCE
APPROVING THE REZONING OF PROPERTY LOCATED AT 4535 WADSWORTH BOULEVARD FROM RESIDENTIAL-TWO (R-2) TO MIXED USE-NEIGHBORHOOD (MU-N) (CASE NO. WZ-21-05)
PUBLIC HEARING ORDINANCES FOR 1ST READING (09/27/2021) BIDS/MOTIONS ORDINANCES FOR 2ND READING (10/25/2021) RESOLUTIONS
QUASI-JUDICIAL: YES NO
_____________________________
Community Development Director City Manager ISSUE: The applicant is requesting approval of a zone change from Residential-Two (R-2) to Mixed Use-Neighborhood (MU-N) for property located at 4535 Wadsworth Boulevard. The zone
change will result in a zoning that matches surrounding zoning designations, as well the character of the Wadsworth Corridor.
PRIOR ACTION: Planning Commission reviewed this request at a public hearing held on September 16, 2021, and
recommended approval. The Planning Division staff report and meeting minutes from the
Planning Commission meeting are attached.
FINANCIAL IMPACT: The proposed ordinance is not expected to have a direct financial impact on the City. Fees in the amount of $934.66 were collected for the review and processing of Case No. WZ-21-05. If the
rezoning is approved, the City may benefit from various fees collected depending on the future
permitted use, such as building permit fees or sales tax.
Council Action Form – Proposed Rezoning at 4535 Wadsworth Boulevard October 25, 2021
Page 2
BACKGROUND: The property is located on the west side of Wadsworth Boulevard between W. 44th Avenue and
W. 47th Avenue. Wadsworth Boulevard is one of Wheat Ridge’s main north-south arterials, with
the Improve Wadsworth Project slated to start construction in fall 2021. Land for right-of-way dedication along the eastern property line was acquired from this property as part of the project.
According to the Jefferson County Assessor, the property measures 49,223 square feet (1.13 acres) in size and contains a church built in 1952. The property is currently zoned Residential-
Two (R-2). The properties immediately to the north and across the street to the east are also
zoned R-2 and contain a residence and a church, respectively. Many church properties in the City are zoned residentially. Most other properties along Wadsworth Boulevard in this area, however, are in commercial or mixed-use zone districts and primarily contain commercial uses. To the immediate west is a multifamily residential development on Yukon Court zoned Residential-
Three (R-3). Further to the east and west are lower-density residential uses, also zoned R-2.
Current Zoning The current zone district, R-2, was established to provide high quality, safe, quiet, and stable low to moderate-density residential neighborhoods. The R-2 district allows only single-family houses, duplexes, churches, and schools; aside from home occupations, commercial uses are
prohibited.
Proposed Zoning The applicant is requesting the property be rezoned to MU-N, a zone district intended to provide medium density mixed-use development. In addition to residential and office uses, it allows for a range of neighborhood-serving commercial and retail uses. The applicant intends to rezone the
property in order to allow uses that are more consistent with the current land use patterns on the
Wadsworth Corridor and future potential conditions of Wadsworth due to the Improve Wadsworth Project.
RECOMMENDATIONS: The application in this case is for the rezoning of property. This action is quasi-judicial, and as a
result, the applicant is entitled to a public hearing on the application.
As Council is aware, rezoning in Wheat Ridge is accomplished by ordinance (Charter Sec. 5.10; Code Section 26-112). Ordinances require two readings, and by Charter, the public hearing takes place on second reading.
Per City Code, the City Council shall use the criteria in Section 26-112 of the code to evaluate the applicant’s request for a zone change. A detailed Planning Commission staff report is attached with this criteria analysis, as well as additional information on the existing conditions and zone districts. Staff is ultimately recommending approval of this request.
RECOMMENDED MOTION: “I move to approve Council Bill No. 17-2021, an ordinance approving the rezoning of property located at 4535 Wadsworth Boulevard from Residential-Two (R-2) to Mixed Use-Neighborhood
Council Action Form – Proposed Rezoning at 4535 Wadsworth Boulevard October 25, 2021
Page 3
(MU-N) on second reading, and that it takes effect 15 days after final publication, for the following reasons:
1. The Planning Commission has recommended approval of the rezoning after conducting a
proper public hearing. 2. The proposed rezoning has been reviewed by the Community Development Department, which has forwarded its recommendation of approval. 3. The proposed rezoning has been found to comply with the criteria for review in Section
26-603 of the Code of Laws.”
or, “I move to deny Council Bill No. 17-2021, an ordinance approving the rezoning of property
located at 4535 Wadsworth Boulevard from Residential-Two (R-2) to Mixed Use-Neighborhood
(MU-N), for the following reasons: ___________________________ and direct the City Attorney to prepare a Resolution of Denial, to be scheduled for Council consideration at the next available regular business meeting.”
REPORT PREPARED/REVIEWED BY:
Zareen Tasneem, Planner I Lauren Mikulak, Planning Manager Kenneth Johnstone, Community Development Director Patrick Goff, City Manager
ATTACHMENTS: 1. Council Bill No. 17-2021 2. Planning Commission Staff Report 3. Planning Commission Meeting Minutes
ATTACHMENT 1
CITY OF WHEAT RIDGE INTRODUCED BY COUNCIL MEMBER HULTIN COUNCIL BILL NO. 17
ORDINANCE NO. _________ Series of 2021 TITLE: AN ORDINANCE APPROVING THE REZONING OF PROPERTY LOCATED AT 4535 WADSWORTH BOULEVARD FROM
RESIDENTIAL-TWO (R-2) TO MIXED USE-NEIGHBORHOOD (MU-N) (CASE NO. WZ-21-05) WHEREAS, Chapter 26 of the Wheat Ridge Code of Laws establishes procedures for the City’s review and approval of requests for land use cases; and
WHEREAS, David Heller has submitted a land use application for approval of a zone change to the Mixed Use-Neighborhood (MU-N) zone district for property located at 4535 Wadsworth Boulevard; and
WHEREAS, the City of Wheat Ridge has adopted a comprehensive plan—
Envision Wheat Ridge—which calls for a mix of land uses along Wadsworth Boulevard to encourage the redevelopment of outdated and underutilized properties on that corridor; and
WHEREAS, the City of Wheat Ridge Planning Commission held a public hearing on September 16, 2021, and voted to recommend approval of rezoning the property to Mixed Use-Neighborhood (MU-N). NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF WHEAT RIDGE, COLORADO: Section 1. Upon application by David Heller for approval of a zone change ordinance from Residential-Two (R-2) to Mixed Use-Neighborhood (MU-N) for property located at 4535 Wadsworth Boulevard, and pursuant to the findings
made based on testimony and evidence presented at a public hearing before the Wheat Ridge City Council, a zone change is approved for the following described land: THE SOUTH 150.00 FEET OF THE NORTH 556.00 FEET OF THE EAST ONE
HALF OF THE EAST ONE HALF OF THE SOUTHEAST ONE QUARTER OF
THE NORTHWEST ONE QUARTER OF SECTION 23, TOWNSHIP 3 SOUTH, RANGE 69 WEST OF THE 6TH P.M. EXCEPT THE EAST 75.00 FEET THEREOF, COUNTY OF JEFFERSON, STATE OF COLORADO.
Section 2. Vested Property Rights. Approval of this zone change does not
create a vested property right. Vested property rights may only arise and accrue pursuant to the provisions of Section 26-121 of the Code of Laws of the City of Wheat Ridge.
Section 3. Safety Clause. The City of Wheat Ridge hereby finds, determines, and declares that this ordinance is promulgated under the general police power
of the City of Wheat Ridge, that it is promulgated for the health, safety, and
welfare of the public and that this ordinance is necessary for the preservation of health and safety and for the protection of public convenience and welfare. The City Council further determines that the ordinance bears a rational relation to the proper legislative object sought to be attained.
Section 4. Severability; Conflicting Ordinance Repealed. If any section, subsection or clause of the ordinance shall be deemed to be unconstitutional or otherwise invalid, the validity of the remaining sections, subsections and clauses shall not be affected thereby. All other ordinances or parts of ordinances in
conflict with the provisions of this Ordinance are hereby repealed. Section 5. Effective Date. This Ordinance shall take effect 15 days after final publication, as provided by Section 5.11 of the Charter.
INTRODUCED, READ, AND ADOPTED on first reading by a vote of 8 to 0 on
this 27th day of September, 2021, ordered it published with Public Hearing and consideration on final passage set for Monday, October 25, 2021, at 7:00 o’clock p.m., as a virtual meeting and in the Council Chambers, 7500 West 29th Avenue, Wheat Ridge, Colorado if allowed to meet in person on that date per COVID-19 restrictions,
and that it takes effect 15 days after final publication.
READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by a vote of _____ to _____, this _____ day of ___________, 2021.
SIGNED by the Mayor on this _______ day of _______________, 2021.
______________________________________ Bud Starker, Mayor
ATTEST: _______________________________________
Stephen Kirkpatrick, City Clerk
Approved as to Form
_______________________________________ Gerald Dahl, City Attorney
1st publication: September 30, 2021 2nd publication: October 28, 2021 Jeffco Transcript:
Effective Date: November 12, 2021
Planning Commission 1
Case No. WZ-21-05 / 4535 Wadsworth Rezone
CITY OF WHEAT RIDGE PLANNING DIVISION STAFF REPORT
REVIEW DATES: September 16, 2021 (Planning Commission) / October 25, 2021 (City Council) CASE MANAGER: Zareen Tasneem, Planner I CASE NO. & NAME: WZ-21-05 / 4535 Wadsworth Rezone ACTION REQUESTED: Approval of a zone change from Residential-Two (R-2) to Mixed Use-Neighborhood (MU-N)
LOCATION OF REQUEST: 4535 Wadsworth Boulevard APPLICANT / OWNER: David Heller APPROXIMATE AREA: 49,000 square feet (1.13 acres)
PRESENT ZONING: Residential-Two (R-2) COMPREHENSIVE PLAN: Neighborhood Buffer Area, Primary Commercial Corridor, Wadsworth Corridor
ENTER INTO RECORD: (X) CASE FILE & PACKET MATERIALS (X) COMPREHENSIVE PLAN (X) ZONING ORDINANCE (X) DIGITAL PRESENTATION
Location Map
Site
ATTACHMENT 2
Planning Commission 2
Case No. WZ-21-05 / 4535 Wadsworth Rezone
JURISDICTION:
All notification and posting requirements have been met; therefore, there is jurisdiction to hear this case.
I. REQUEST The new owner of the property at 4535 Wadsworth Boulevard is requesting approval of a zone change from Residential-Two (R-2) to Mixed Use-Neighborhood (MU-N). The zone change will result in a zoning that matches surrounding zoning designations, as well the character of the Wadsworth Corridor.
The previous church congregation diminished in size and they sold the property, so the zone change
will also allow a wider range of potential land uses in the future. II. EXISTING CONDITIONS
The property is located at the west side of Wadsworth Boulevard between W. 44th Avenue and W. 47th
Avenue (Exhibit 1, Aerial). Wadsworth Boulevard is one of Wheat Ridge’s main north-south arterials, with the Wadsworth Road Improvement Project slated to start construction in fall 2021. Land for right-of-way dedication along the eastern property line was acquired from this property as part of the project. There is currently one access point into the site off Wadsworth Boulevard which will become
right-in/right-out only after the Wadsworth Project is complete. According to the Jefferson County
Assessor, the property is unplatted and the parcel area measures 49,223 square feet (1.13 acres) in size and contains a church built in 1952. The property is currently zoned Residential-Two (R-2). The properties immediately to the north and
across the street to the east are also zoned R-2 and contain a residential residence and a church,
respectively. Many church properties in the City are zoned residentially. Most other properties along Wadsworth Boulevard in this area, however, are in commercial or mixed-use zone districts and primarily contain commercial uses. To the immediate west is a multifamily residential development on Yukon Court zoned Residential-Three (R-3). Further to the east and west are lower-density residential
uses, also zoned R-2 (Exhibit 2, Zoning Map).
III. PROPOSED ZONING The applicant is requesting the property be rezoned to MU-N, a zone district intended to provide
medium density mixed-use development. In addition to residential and office uses, it allows for a range
of neighborhood-serving commercial and retail uses. The current zone district, R-2, was established to provide high quality, safe, quiet, and stable low to moderate-density residential neighborhoods. The applicant intends to rezone the property in order to allow uses that are more consistent with the
current land use patterns on the Wadsworth Corridor and future potential conditions of Wadsworth due
to the Wadsworth Road Improvement Project (Exhibit 3, Applicant Letter). The applicant has stated they believe the zone change would bring the property into conformance with the surrounding zoning designations, since most properties are zoned for mixed-use or commercial uses. While the applicant does not have an intended user or redevelopment plans at this time, any redevelopment or major
change of use on the property would require a Site Plan review and/or building permits, which are
separate application processes subsequent to the zone change.
Planning Commission 3
Case No. WZ-21-05 / 4535 Wadsworth Rezone
The City legislatively rezoned a portion of the Wadsworth Corridor to Mixed Use-Commercial (MU-
C) in 2011. That boundary was generally from W. 38th Avenue to W. 44th Avenue in the commercial core. This property is north of 44th and was not included in the legislative rezoning. Rather, the segment of Wadsworth from 44th Avenue to the interstate serves as a transition zone as properties gradually get smaller in size. MU-N zoning is appropriate for this segment and particularly on this
property given its size and its location as a transition between a state highway (Wadsworth Boulevard)
and a neighborhood to the west. The current R-2 zoning is a remnant of the past and reflective of the long-standing church use. The R-2 zoning dates back to the City’s original 1972 zoning map. The R-2 district allows only single-family
houses, duplexes, churches, and schools; aside from home occupations, commercial uses are
prohibited. By contrast, the MU-N zoning allows residential uses, commercial uses, or a mix of the two. The MU-N district is complementary to the context of the corridor and the surrounding zoning and land uses. A summary of the MU-N zone district is provided below.
PROPOSED ZONING Mixed Use-Neighborhood (MU-N)
Uses Allows residential, commercial, or mixed use – includes multi-family and live/work
facilities
Architectural Standards Mixed-Use standards apply, including high quality architecture, standards related to articulation, variation, and materials
Max. Building Height 35’ if the building has a residential use 50’ for all other uses
Max. Lot coverage 90% for mixed use 85% for single use
Min. Landscaping 10% for mixed use 15% for single use Build-to Area 0-12’ along front property line Setbacks North (side): 10’ or more, depending on number of stories (since the property abuts a residentially zoned lot that contains a single- or two-family residential use)
South (side): 0’ West (rear): 5’
Density 21 dwelling units per acre
IV. ZONE CHANGE CRITERIA Staff has provided an analysis of the zone change criteria outlined in Section 26-112.E. The Planning Commission and City Council shall base its decision in consideration of the extent to which the
following criteria have been met: 1. The change of zone promotes the health, safety, and general welfare of the community and will not result in a significant adverse effect on the surrounding area.
Based on the existing character and land use patterns on Wadsworth Boulevard, the MU-N zone district is more appropriate than R-2 in terms of allowed land uses and intensity. For that reason, the zone change should not have an adverse effect on the surrounding area. Instead, the MU-N zoning is expected to add value to the subject property. The mixed-use development standards will
support compatibility between future redevelopment and existing land uses. In addition, any MU-N
building containing residential is limited to 35 feet in height and design standards for MU-N are stricter than for other zones, including setbacks, landscaping buffers, and architecture.
Planning Commission 4
Case No. WZ-21-05 / 4535 Wadsworth Rezone
During the Neighborhood Meeting (see Exhibit 4), neighbors expressed concern over possible
traffic from this site exiting on to Yukon Court and circulating through the low-density residential neighborhood to the west. However, this site does not have access to Yukon Court (see Exhibit 1, Aerial); the only access point is off Wadsworth Boulevard and traffic concerns on Wadsworth Boulevard are being addressed through the City’s Wadsworth Road Improvement Project. There
was also concern over the uses allowed under MU-N zoning, but attendees were informed MU-N
does not allow more intensive commercial uses, places limits on auto-oriented uses, and prohibits industrial uses. Ultimately, the MU-N zoning supports a vibrant corridor on Wadsworth. Staff concludes that this criterion has been met.
2. Adequate infrastructure/facilities are available to serve the types of uses allowed by the change of zone, or the applicant will upgrade and provide such where they do not exist or are under capacity. Adequate infrastructure currently serves the property. All responding agencies have indicated they can serve the property. In the event that the current utility capacity is not adequate for a future use, the property owner/developer would be responsible for utility upgrades. A site plan and/or building
permit review will be required for any future major change of use, and will ensure compliance with current Building Codes, as well as the Fire Code. Staff concludes that this criterion has been met.
3. The Planning Commission shall also find that at least one (1) of the following conditions exists: a. The change of zone is in conformance, or will bring the property into conformance, with the City of Wheat Ridge comprehensive plan goals, objectives and policies, and other related policies or plans for the area.
Wadsworth Boulevard is a primary north-south thoroughfare in the City, is classified as a major
arterial, and is predominantly commercial in character. Envision Wheat Ridge, the City’s 2009
comprehensive plan, identifies this corridor as a Primary Commercial Corridor (Exhibit 5,
Comprehensive Plan). This designation envisions a corridor with a broad mix of activities, accommodating multiple transportation modes and exemplifying high quality urban design and appearance over time. Specifically, for Wadsworth, the comprehensive plan notes the
importance of improving the appearance and function of the corridor and working to redevelop
outdated and underutilized properties. A stated goal in the comprehensive plan is to promote reinvestment in property and to promote a mix of neighborhood supporting uses, including residential use and office use. This zone
change request supports the comprehensive plan by enabling investment in the property and by
aligning the zoning with the City’s mixed-use goals for this corridor. Staff concludes that this criterion has been met.
b. The existing zone classification currently recorded on the official zoning maps of the City of Wheat Ridge is in error.
Planning Commission 5
Case No. WZ-21-05 / 4535 Wadsworth Rezone
Staff has not found any evidence of an error with the current R-2 zoning designation as it
appears on the City zoning maps. Staff concludes that this criterion is not applicable.
c. A change of character in the area has occurred or is occurring to such a degree that it is in the public interest to encourage redevelopment of the area or to recognize the changing character of the area. The Wadsworth Corridor has evolved significantly since the original R-2 zoning and
establishment of the church. The church congregation has diminished in size and the land uses
along Wadsworth are evolving to be more compatible with the regional transportation purposes this street serves. Commercial and multifamily investments along the corridor continue and are expected to continue as the City invests in the road improvements and streetscape. Low-density residential zoning along Wadsworth does not reflect the reality of the corridor as a major
regional arterial. These changed conditions mean the limitations of the R-2 zoning are no
longer appropriate for the property. Staff concludes that this criterion has been met.
d. The proposed rezoning is necessary in order to provide for a community need that was not anticipated at the time of the adoption of the City of Wheat Ridge comprehensive plan. The proposed rezoning does not relate to an unanticipated need.
Staff concludes that this criterion is not applicable.
Staff concludes that the criteria used to evaluate zone change support this request.
V. PUBLIC NOTICING
Prior to submittal of an application for a zone change, the applicant is required to hold a neighborhood input meeting in accordance with the requirements of Section 26-109.
A meeting for neighborhood input was held on July 28, 2021. This meeting was advertised and
conducted as a virtual meeting on Zoom. Three members of the public attended the virtual meeting in addition to the applicant and staff (see Exhibit 4, Neighborhood Meeting Notes). As of the date of distribution of this staff report, September 3, 2021, the City has not received
additional comments or inquiries from surrounding property owners. VI. AGENCY REFERRAL All affected service agencies were contacted for comment on the zone change request and regarding
the ability to serve the property. Specific referral responses follow:
Wheat Ridge Engineering Division: No comments.
Planning Commission 6
Case No. WZ-21-05 / 4535 Wadsworth Rezone
West Metro Fire Protection District: No comments or concerns. Xcel Energy: No objections. Century Link: No comments received.
Comcast Cable: No comments received. Wheat Ridge Water District: No objections.
Wheat Ridge Sanitation District: No comments received. VII. STAFF CONCLUSIONS AND RECOMMENDATION Staff concludes that the proposed zone change promotes the health, safety and general welfare of the
community and will not result in a significant adverse effect on the surrounding area. Staff further
concludes that utility infrastructure adequately serves the property, and the applicant will be responsible for upgrades, if needed in the future. Finally, staff concludes that the zone change is consistent with the goals and objectives of the Comprehensive Plan.
Because the zone change evaluation criteria support the zone change request, staff recommends
approval of Case No. WZ-21-05. VIII. SUGGESTED MOTIONS
Option A:
“I move to recommend APPROVAL of Case No. WZ-21-05, a request for approval of a zone change from Residential-Two (R-2) to Mixed-Use Neighborhood (MU-N) for property located at 4535 Wadsworth Boulevard, for the following reasons:
1. The proposed zone change will promote the public health, safety, or welfare of the community
and does not result in an adverse effect on the surrounding area. 2. Utility infrastructure adequately services the property. 3. The proposed zone change is consistent with the goals and objectives of the City’s Comprehensive Plan and consistent with the character of Wadsworth Boulevard.
4. The zone change will provide additional opportunity for reinvestment in the area.
5. The criteria used to evaluate a zone change supports the request.” Option B: “I move to recommend DENIAL of Case No. WZ-21-05, a request for approval of a zone change from
Residential-Two (R-2) to Mixed-Use Neighborhood (MU-N) for property located at 4535 Wadsworth
Boulevard, for the following reasons: 1. 2. …”
Planning Commission 7
Case No. WZ-21-05 / 4535 Wadsworth Rezone
EXHIBIT 1: AERIAL
Planning Commission 8
Case No. WZ-21-05 / 4535 Wadsworth Rezone
EXHIBIT 2: ZONING MAP
Planning Commission 9
Case No. WZ-21-05 / 4535 Wadsworth Rezone
EXHIBIT 3: APPLICANT LETTER
Planning Commission 10
Case No. WZ-21-05 / 4535 Wadsworth Rezone
NEIGHBORHOOD MEETING NOTES Meeting Date: July 28, 2021
Attending Staff: Scott Cutler, Senior Planner
Zareen Tasneem, Planner I
Location of Meeting: Virtual Zoom meeting
Property Address: 11700 W. 46th Avenue
Property Owner(s): Abundant Grace Fellowship
Property Owner(s) Present? No
Applicant: David Heller
Applicant Present? Yes
Existing Zoning: Residential-Two (R-2)
Existing Comp. Plan: Neighborhood Buffer Area, Primary Commercial Corridor, Wadsworth Corridor
Existing Site Conditions: The property is located at the west side of Wadsworth Boulevard between W. 44th Avenue and W. 47th
Avenue. Wadsworth Boulevard is one of Wheat Ridge’s main north-south arterials, with the
Wadsworth Improvement Project slated to start construction in fall 2021. Land for right-of-way dedication along the eastern property line was acquired from this property as part of the project. There is currently one access point into the site off Wadsworth Boulevard which will become right-in/right-out only after the Wadsworth Project in complete.
The property is currently zoned Residential-Two (R-2). According to the Jefferson County Assessor, the property is unplatted and the parcel area measures 49,223 square feet (1.13 acres) in size and contains a church built in 1952. The properties immediately to the north and across the street to the east are also zoned R-2 and contain a residential residence and a church, respectively. Most other
properties along Wadsworth Boulevard in this portion are in a commercial or mixed-use zone district
and primarily contain commercial uses. To the immediate west is a multifamily residential development on Yukon Court zoned Residential-Three (R-3). Further to the east and west are lower-density residential uses, also zoned R-2.
Applicant/Owner Preliminary Proposal:
The applicant has proposed to rezone the property from R-2 to MU-N in order to support a greater number of uses that are more characteristic of the Wadsworth Corridor, as well as provide greater
EXHIBIT 4: NEIGHBORHOOD MEETING
Planning Commission 11
Case No. WZ-21-05 / 4535 Wadsworth Rezone
benefit to the neighborhood. It is currently a well-maintained building. While a user post-rezoning has
not been identified, a long term goal for the site would be to have ground-floor retail use with apartments above.
The following is a summary of the neighborhood meeting:
• In addition to the applicant and staff, 3 members of the public attended the neighborhood meeting.
• Staff discussed the site, its zoning, and future land use.
• The applicant and members of the public were informed of the process for the rezone.
• The members of the public were informed of their opportunity to make comments during the
process and at the public hearings.
• The applicant made a brief presentation on wanting to rezone to allow for a “higher and better use” than a church, but had no plans for redeveloping the property. The following issues were discussed regarding the zone change:
• A resident expressed concerns about area traffic to and from Yukon Court. Will new development on this property cut through to the neighborhood? How will tenants have access? The property does not have access to Yukon Court and will be limited to an access point on
Wadsworth Blvd. There could not be cut-through traffic as part of redevelopment on this site.
• What are the allowed heights in MU-N? 35 feet for any building containing a residential use and up to 50 feet for a purely commercial
building. This is similar to other height limits in this area of Wadsworth Blvd. including the
commercial properties to the south. Staff added that the site is likely too small to support a
taller commercial building.
• What are the allowed uses in MU-N? There are concerns about who an end user of the property
could be.
Staff referred the public to the use chart for the MU-N zone district on the City’s website. They clarified that the zoning would allow for residential or commercial uses, but that MU-N does not allow more intensive commercial uses, places limits on auto-oriented uses, and prohibits industrial uses.
• What are the long-term plans for the property? The applicant said none for now but intends to hold the property for several years. Due to the upcoming Wadsworth Road Improvement Project, it is not the right time to work on
redevelopment. Prior to the neighborhood meeting, staff received one phone call from a neighboring property owner with a general inquiry on what uses are permitted in the MU-N zone district.
Planning Commission 12
Case No. WZ-21-05 / 4535 Wadsworth Rezone
In lieu of a sign-in sheet, provided below is a view of the Zoom participant list:
Planning Commission 13
Case No. WZ-21-05 / 4535 Wadsworth Rezone
The following in an excerpt from the Structure Map within the Comprehensive Plan.
EXHIBIT 5: COMPREHENSIVE PLAN
Subject Property
Primary Commercial Corridor
(Wadsworth Boulevard)
Planning Commission 14
Case No. WZ-21-05 / 4535 Wadsworth Rezone
EXHIBIT 6: SITE PHOTOS
View of the subject property from the southeast corner shows the front portion of the existing church, access
point off Wadsworth Boulevard, and existing signs.
View of the property from the southwest corner shows the back portion of the existing church and the extent of the parking lot.
��A .f ... � City of ?\VheatRi_dge
PLANNING COMMISSION Minutes of Meeting September 16, 2021
1.CALL THE MEETING TO ORDERThe meeting was called to order by Chair LARSON at 7:01 p.m. This meeting was heldin person and virtually, using Zoom video-teleconferencing technology. As dulyannounced and publicly noticed, the City previously approved this meeting format inorder to continue with normal business amid the COVID-19 pandemic and the relatedpublic emergency orders promulgated by the State of Colorado and the Wheat Ridge CityCouncil. Before calling the meeting to order, the Chair stated the rules and proceduresnecessitated by this virtual meeting format.
2.ROLL CALL OF MEMBERSCommission Members Present:Commission Members Absent: Staff Members Present:
3.PLEDGE OF ALLEGIANCE
Melissa Antol Kristine Disney Will Kerns Ari Krichiver Daniel Larson Janet Leo Scott Ohm Jahi Simbai Lauren Mikulak, Planning Manager Zareen Tasneem, Planner I Robin Eaton, Deputy City Clerk
4.APPROVE ORDER OF THE AGENDA
It was moved by Commissioner ANTOL and seconded by Commissioner LEO to
approve the order of the agenda as amended. Motion carried 7-0.
5.APPROVAL OF MINUTES -September 2, 2021Planning Commission Minutes September 16, 2021 -
1
-
ATTACHMENT 3
ITEM NO: 5
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: COUNCIL BILL NO. 19-2021 – AN ORDINANCE
APPROVING THE REZONING OF PROPERTY LOCATED AT 6011 W. 44th AVENUE FROM RESTRICTED COMMERCIAL (RC) TO MIXED USE-COMMERCIAL (MU-C) (CASE NO. WZ-21-07)
PUBLIC HEARING ORDINANCES FOR 1ST READING (10/25/2021) BIDS/MOTIONS ORDINANCES FOR 2ND READING (11/22/2021) RESOLUTIONS
QUASI-JUDICIAL: YES NO
_____________________________
Community Development Director City Manager ISSUE: The applicant is requesting approval of a zone change from Restricted Commercial (RC) to Mixed Use-Commercial (MU-C) for property located at 6011 W. 44th Avenue. The zone change
will result in a zoning that more accurately reflects surrounding conditions and other nearby zoning designations.
PRIOR ACTION: Planning Commission reviewed this request at a public hearing held on October 7, 2021, and
recommended approval. The staff report and a copy of the draft Planning Commission minutes
will be provided with the second reading materials.
FINANCIAL IMPACT: The proposed ordinance is not expected to have a direct financial impact on the City. Fees in the amount of $959 were collected for the review and processing of Case No. WZ-21-07. If the
rezoning is approved, the City may benefit from various fees collected depending on how the
property is repurposed in the future, such as building permit fees or sales tax.
Council Action Form – Proposed Rezoning at 6011 W. 44th Avenue October 25, 2021
Page 2
BACKGROUND: The property is located at the northwest corner of W. 44th Avenue and Harlan Street. Harlan
Street is a primary north-south street and is considered a collector street by the Engineering
Division. North of 44th Avenue, Harlan Street is a busy 4-lane street providing access to Interstate 70, Lakeside, and 44th Avenue. According to the Jefferson County Assessor, the property is unplatted, the parcel area measures 50,036 square feet (1.15 acres) in size, and it contains a single-story commercial building originally built in 1958 and remodeled in 1995 for a
drive-thru bank. The Town of Lakeside is located to the east across Harlan Street.
The property is currently zoned Restricted Commercial (RC). The property immediately to the north on Harlan Street is zoned RC but contains a two-story residential apartment building. Other properties north on Harlan are zoned Commercial-One (C-1), which is a more intensive
commercial zone, or Commercial-Two (C-2) which is the most intensive commercial zone that
also allows some light industrial uses. Properties to the west on 44th Avenue are zoned Commercial-One (C-1) and contain a mix of commercial uses including a three-story office building. There is a residential area to the northwest of the property which is zoned Residential-Three (R-3) and contains single-family and duplexes. Harlan Street south of the property
contains a variety of uses and zones, including Mixed Use-Neighborhood (MU-N) but is
primarily commercial in nature. Lastly, the Town of Lakeside to the east contains large-format commercial uses including the Walmart shopping center, drive-thru banks, and big box retail. Current Zoning
The current zone district, RC, is a legacy zone district and was established to provide light
commercial uses including office uses and limited retail uses. It was originally designed for and is more often seen on smaller properties with adjacency to lower density residential uses. The RC zoning dates back to the City’s original 1972 zoning map.
Proposed Zoning
The applicant is requesting the property be rezoned to MU-C, a zone district intended for
commercial corridors and at community and employment activity centers. It encourages medium- to high-density mixed-use development. In addition to residential and civic uses, it allows for a range of commercial and retail uses. The applicant intends to rezone the property to allow uses that are more consistent with the current land use patterns on this portion of the
Harlan Street corridor. The allowed uses in the RC zone district are limited which could make it
challenging to attract users for the building or someone interested in redeveloping the site.
The MU-C zone district is more appropriate than RC in terms of allowed land uses and will expand the permitted uses on the subject property. MU-C also has more strict requirements in terms of development standards. This area is not exempted from the City Charter’s height
limitations, so building height even under MU-C would be consistent with the other zones in the
area: 50-foot maximum for nonresidential uses and 35-foot maximum for any building containing a residential use. A full analysis of the zone change criteria will be provided at second reading.
Council Action Form – Proposed Rezoning at 6011 W. 44th Avenue October 25, 2021
Page 3
RECOMMENDATIONS: The application in this case is for the rezoning of property. This action is quasi-judicial, and as a
result, the applicant is entitled to a public hearing on the application.
As Council is aware, rezoning in Wheat Ridge is accomplished by ordinance (Charter Sec. 5.10; Code Section 26-112). Ordinances require two readings, and by Charter, the public hearing takes place on second reading.
First reading in these cases is a procedural action that merely sets the date for the (second reading) public hearing. No testimony is taken on first reading. Because it is important that the applicant and all interested parties have their due process rights to a hearing, the City Attorney advises Council to approve rezoning ordinances on first reading. This merely sets the date for the public
hearing, and for this reason, the packet materials provided on first reading are generally limited.
The Planning Commission packet and minutes will be included in the City Council packet for the public hearing. RECOMMENDED MOTION:
“I move to approve Council Bill No. 19-2021, an ordinance approving the rezoning of property
located at 6011 W. 44th Avenue from Restricted Commercial (RC) to Mixed Use-Commercial (MU-C) on first reading, order it published, public hearing set for Monday, November 22, 2021 at 7 p.m. as a virtual meeting and in City Council Chambers if allowed to meet in person on that date per COVID-19 restrictions, and that it take effect 15 days after final publication.”
REPORT PREPARED/REVIEWED BY: Scott Cutler, Senior Planner Lauren Mikulak, Planning Manager Kenneth Johnstone, Community Development Director
Patrick Goff, City Manager ATTACHMENTS: 1. Council Bill No. 19-2021
ATTACHMENT 1
CITY OF WHEAT RIDGE INTRODUCED BY COUNCIL MEMBER __________ COUNCIL BILL NO. 19
ORDINANCE NO. _________ Series of 2021 TITLE: AN ORDINANCE APPROVING THE REZONING OF PROPERTY LOCATED AT 6011 W. 44TH AVENUE FROM RESTRICTED
COMMERCIAL (RC) TO MIXED USE-COMMERCIAL (MU-C) (CASE NO. WZ-21-07) WHEREAS, Chapter 26 of the Wheat Ridge Code of Laws establishes procedures for the City’s review and approval of requests for land use cases; and
WHEREAS, P Street I, LLC has submitted a land use application for approval of a zone change to the Mixed Use-Commercial (MU-C) zone district for property located at 6011 W. 44th Avenue; and
WHEREAS, the City of Wheat Ridge has adopted a comprehensive plan—
Envision Wheat Ridge—which calls for a mix of land uses along Harlan Street and 44th Avenue and to encourage opportunities for reinvestment on those corridors; and
WHEREAS, the City of Wheat Ridge Planning Commission held a public hearing
on October 7, 2021 and voted to recommend approval of rezoning the property to Mixed
Use-Commercial (MU-C). NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF WHEAT RIDGE, COLORADO:
Section 1. Upon application by P Street I, LLC for approval of a zone change ordinance from Restricted Commercial (RC) to Mixed Use-Commercial (MU-C) for property located at 6011 W. 44th Avenue, and pursuant to the findings made based on testimony and evidence presented at a public hearing before the
Wheat Ridge City Council, a zone change is approved for the following described land: Beginning at a point 30 feet West and 30 feet North of the Southeast corner of the E ½ SE ¼ SE ¼ NW ¼, Section 24, Township 3 South, Range 69 West of
the 6th P.M.; thence North a distance of 280 feet to a point; thence West and parallel to the South line of the NW ¼ of said Section 24, Township 3 South, Range 69 West, a distance of 178.7 feet to a point; thence South and parallel to the East line of the NW ¼ of said Section 24, Township 3 South, Range 69 West a distance of 280 feet to a point; thence East and parallel to the South line of the
NW ¼ of said Section 24, Township 3 South, Range 69 West a distance of 178.7 feet to the point of beginning, Except the following Parcel for road purposes only as described in Book 2301, Page 417, Jefferson County Records,
Beginning at a point 30 feet West and 30 feet North of the Southeast corner of the East ½, Southeast ¼, Southeast ¼, Northwest ¼ of Section 24, Township 3 South, Range 69 West of the 6the P.M., in the City of Wheat Ridge, County of
Jefferson, State of Colorado,
1. Thence Northerly a distance of 20 feet; 2. Thence Diagonally Southwesterly a distance of 28.28 feet; 3. Thence Easterly a distance of 20 feet to a Point of Beginning,
County of Jefferson, State of Colorado. Section 2. Vested Property Rights. Approval of this zone change does not
create a vested property right. Vested property rights may only arise and accrue pursuant to the provisions of Section 26-121 of the Code of Laws of the City of Wheat Ridge. Section 3. Safety Clause. The City of Wheat Ridge hereby finds, determines,
and declares that this ordinance is promulgated under the general police power of the City of Wheat Ridge, that it is promulgated for the health, safety, and welfare of the public and that this ordinance is necessary for the preservation of health and safety and for the protection of public convenience and welfare. The City Council further determines that the ordinance bears a rational relation to the
proper legislative object sought to be attained. Section 4. Severability; Conflicting Ordinance Repealed. If any section, subsection or clause of the ordinance shall be deemed to be unconstitutional or otherwise invalid, the validity of the remaining sections, subsections and clauses
shall not be affected thereby. All other ordinances or parts of ordinances in conflict with the provisions of this Ordinance are hereby repealed. Section 5. Effective Date. This Ordinance shall take effect 15 days after final publication, as provided by Section 5.11 of the Charter.
INTRODUCED, READ, AND ADOPTED on first reading by a vote of __ to __ on this 25th day of October, 2021, ordered it published with Public Hearing and consideration on final passage set for Monday, November 22, 2021 at 7:00 o’clock p.m., as a virtual meeting and in the Council Chambers, 7500 West 29th Avenue, Wheat
Ridge, Colorado if allowed to meet in person on that date per COVID-19 restrictions,
and that it takes effect 15 days after final publication. READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by a vote of _____ to _____, this _____ day of ___________, 2021.
SIGNED by the Mayor on this _______ day of _______________, 2021.
______________________________________ Bud Starker, Mayor
ATTEST: _______________________________________
Stephen Kirkpatrick, City Clerk
Approved as to Form
_______________________________________ Gerald Dahl, City Attorney
1st publication: October 28, 2021 2nd publication: Jeffco Transcript: Effective Date:
ITEM NO: 6
DATE: October 25, 2021 REQUEST FOR CITY COUNCIL ACTION
TITLE: COUNCIL BILL NO. 20-2021 – AN ORDINANCE AMENDING CHAPTER 26 OF THE WHEAT RIDGE CODE OF LAWS CONCERNING LETTER NOTICE TO PROPERTY OWNERS AND OCCUPANTS FOR DEVELOPMENT APPLICATIONS (CASE NO. ZOA-21-03)
PUBLIC HEARING ORDINANCES FOR 1ST READING (10/25/2021) BIDS/MOTIONS ORDINANCES FOR 2ND READING (11/08/2021) RESOLUTIONS
QUASI-JUDICIAL: YES NO _______________________________ _____________________________________ Community Development Director City Manager ISSUE: The City’s zoning code has specific letter notice requirements for development applications including for neighborhood meetings, comment periods, and in advance of public hearings. For
most mailings, the code only requires that mailings are sent to property owners which excludes other stakeholders, such as renters or business tenants. This ordinance expands letter notice for development applications to include owners and occupants to provide more inclusive information sharing in the community. PRIOR ACTION: At the strategic planning retreat on February 20, 2021, City Council identified “new community engagement efforts and education” as a priority for the next two years. At a study session on May 3, 2021, staff proposed a workplan related to that priority. Among the ideas for new activities, staff proposed expanded notification requirements to specifically include tenants or occupants (in addition
to property owners) in the letter notice associated with land use applications. Letter notice practices were discussed at the August 9, 2021 study session, and City Council consensus was to modify the code to include owners and occupants in mailings.
Council Action Form – Letter Notice October 25, 2021
Page 2
Planning Commission reviewed the proposed ordinance at a public hearing on September 17, 2021, and recommended approval. Meeting minutes and public comment from the Planning Commission
hearing will be included with the ordinance for second reading. FINANCIAL IMPACT: Two costs are associated with this ordinance: the new cost associated with the purchase of address data and an increase in postage costs. Both are accounted for in the 2022 budget. Data purchase
is estimated to cost about $2000 annually. Postage costs will vary for each mailing. Applicants
have historically been charged a notice fee of $120 per public hearing which is meant to include the cost of postage and newspaper publication. This has been increased to a charge of $150 in the 2022 budget. Mailing volume and postage costs will be monitored over time to assess the financial impact.
BACKGROUND:
Current Code The City Charter and zoning code (Chapter 26) outline the rights of property owners and other stakeholders in relation to development applications. A review of the code reveals the many
different provisions distinguish between owners and occupants; these can be organized into three
different categories: development rights, objection rights, and a right to information. This code amendment relates to the right to information and mailing notifications that provide information related to pending and active development applications.
The zoning code has long required that owners and residents within 600 feet be notified of
neighborhood meetings for land use applications. Letter notice for public hearings, however, has historically only gone to property owners, though the radius was increased in 2020 from 300 to 600 feet. For certain other processes in the code, owners remain the only recipient of letter notice.
Best Practice
Based on a survey of peers, the code and practice in Wheat Ridge is not an outlier. In a review of 12 other Front Range communities, many had a similar approach. About half of communities surveyed include residents, occupants, or physical addresses in letter notice in addition to property owners.
Increasingly, however, the approach to public notice and engagement is shifting with many communities reexamining historical practice and expanding efforts to inform and engage. The American Planning Association (APA) periodically publishes policy guides representing the organization’s official position on critical planning issues. The APA’s 2019 Planning for Equity
Policy Guide acknowledges that “neighborhood power structures have been dominated by single-
family homeowners who are often predominantly white and above median income.”1 It does not specifically address a right to protest or right to information but notes that “inclusion acknowledges social impact and gives value to local knowledge.”
1 The Planning for Equity Policy Guide was published by the American Planning Association in 2019 and is available for download from the APA’s website: https://planning.org/publications/document/9178541/
Council Action Form – Letter Notice October 25, 2021
Page 3
Expanding notice for development applications to include occupants in addition to owners would be consistent with planning best practices. Additionally, it would be consistent with the City’s
Comprehensive Plan in which Community Services Goal #7 aspires to “make all aspects of City
government transparent, engaging, and accessible for all community members.” Proposed Code Amendment The attached ordinance modifies the code to include owners and occupants in the letter notice
associated with public hearings and certain comment periods for development applications. Several
code sections are updated for consistency to use the term “occupant.” This term was specifically selected over other options such as resident, tenant, and address. The term “resident” excludes non-residential occupants which is counter to the policy goal of inclusive notice. The term “address” does not provide sufficient clarity and is too impersonal—the goal is notify more people not more
addresses. Lastly, while the term “tenant” was used during prior study sessions, this term connotates
a leasehold interest and again is potentially more limiting than intended. The phrase “owners and occupants” reflects the policy goal of notifying all owners of properties and all current occupants of those properties.
This ordinance does not change any objection, appeal, or development rights associated with
development applications. The ordinance includes a few clean up items, including an update from certified mail to first-class mail which appears to have been overlooked in a 2014 code amendment (Ordinance 1548).
With this code amendment, staff will purchase address data, and mailings initiated after the
effective date of the ordinance will include all owners and occupants within a prescribed mailing radius. RECOMMENDATIONS:
Staff recommends approval of the ordinance. RECOMMENDED MOTION: “I move to approve Council Bill No. 20-2021, an ordinance amending Chapter 26 of the Wheat Ridge Code of Laws concerning letter notice to property owners and occupants for land use
applications, on first reading, order it published, public hearing set for Monday, November 8, 2021
at 7:00 p.m. as a virtual meeting and in City Council Chambers if allowed to meet in person on that date per COVID-19 restrictions, and that it take effect 15 days after final publication.” Or,
“I move to postpone indefinitely Council Bill No. 20-2021, an ordinance amending Chapter 26 of the Wheat Ridge Code of Laws concerning letter notice to property owners and occupants for development applications, for the following reason(s) _________________.”
Council Action Form – Letter Notice October 25, 2021
Page 4
REPORT PREPARED/REVIEWED BY: Lauren Mikulak, Planning Manager
Jeff Hirt, Senior Neighborhood Planner
Patrick Goff, City Manager ATTACHMENTS: 1. Council Bill No. 20-2021
ATTACHMENT 1
CITY OF WHEAT RIDGE, COLORADO INTRODUCED BY COUNCIL MEMBER _______ COUNCIL BILL NO. 20
ORDINANCE NO. ___ SERIES 2021
TITLE: AN ORDINANCE AMENDING CHAPTER 26 OF THE WHEAT RIDGE CODE OF LAWS CONCERNING LETTER NOTICE TO PROPERTY OWNERS AND OCCUPANTS FOR DEVELOPMENT
APPLICATIONS WHEREAS, the City of Wheat Ridge is a home rule municipality having all powers conferred by Article XX of the Colorado Constitution; and
WHEREAS, the City Council has exercised these powers by the adoption of
Chapter 26 of the Wheat Ridge Code of Laws (the “Code”) concerning zoning and development; and
WHEREAS, the City places a high value on notifying community members of development applications that may impact their neighborhoods; and
WHEREAS, the City Council wishes to improve public notice by requiring that
both property owners and occupants receive notification letters for pre-application neighborhood meetings, public hearings, and certain public comment periods for development applications.
NOW THEREFORE BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF WHEAT RIDGE, COLORADO:
Section 1. Section 26-109.A of the Code of Laws, regarding letter notice
procedures for pre-application neighborhood meetings, is amended to read:
A. Pre-application neighborhood meeting. Prior to submitting any application, for approval which requires a neighborhood meeting under the provisions of section 26-106, Review process chart, an applicant shall be required to do the following:
1. Applicant shall, by regular FIRST CLASS mail or by pamphlet or flyer personally delivered, notify all PROPERTY OWNERS AND OCCUPANTS residents within six hundred (600) feet of the area subject to the land use application of a meeting to be held, at a time and place selected by THE applicant but reasonably calculated to be convenient both to THE applicant and those PROPERTY
OWNERS AND OCCUPANTS residents notified, for the purpose of allowing the applicant to present to said PARTIES residents the nature, character and extent of the action requested by THE applicant, and further to allow SAID PARTIES the residents to give input to the applicant regarding said proposal. 2. The intent of THE NEIGHBORHOOD MEETING this proposal is to give adequate
opportunity for both applicants, PROPERTY OWNERS, and OCCUPANTS
residents to give and receive input regarding proposed projects prior to their
-2-
formal submission so that the projects are carefully designed and conceived to be compatible with surrounding neighborhoods. It is not the intent of the city council to require formal agreements between applicants and PROPERTY
OWNERS OR OCCUPANTS residents prior to submission of applications, nor is any applicant to be denied the right to proceed to any required or permitted hearings regarding such application because no agreement is reached. Rather, the city council by this subsection is encouraging reasonable, honest, good faith communication between residents PROPERTY OWNERS, OCCUPANTS and
applicants, and vice versa.
Section 2. Section 26-109.D of the Code of Laws, regarding general letter notice procedures for public hearings, is amended to read: D. Letter notice. At least fifteen (15) days prior to any public hearing which requires
notification by letter, the director of community development shall cause to be
sent, by first class mail, a letter to adjacent property owners AND OCCUPANTS within six hundred (600) feet of the property under consideration and to PROPERTY owners AND OCCUPANTS of property included within the area under consideration. The letters shall specify the kind of action requested; the
hearing authority; the time, date and location of hearing; and the location of the
parcel under consideration by address or approximate address. Failure of a property owner OR OCCUPANT to receive a mailed notice will not necessitate the delay of a hearing by the hearing authority and shall not be regarded as constituting inadequate notice.
Section 3. Section 26-113.B of the Code of Laws, regarding letter notice for
City-initiated rezoning public hearings, is amended to read:
B. Procedure and notice:
1. General. The city council may, at a regular or special meeting, initiate this
rezoning procedure by adoption of a resolution setting forth the general area of the proposed rezoning, stating the intended purpose and objectives to be achieved by the rezoning, and referring the matter to the planning commission for a public hearing and recommendation.
[…]
c. All other city-initiated rezonings: A city-initiated rezoning shall, in addition to the newspaper notice required by subsection b above, be noticed by FIRST CLASS certified mail notice sent to all PROPERTY owners of record of real property AND OCCUPANTS included within the
area to be rezoned at least fifteen (15) days prior to the date of public hearing.
-3-
Section 4. Section 26-114.C of the Code of Laws, regarding letter notice procedures for special use permits, is amended to read:
C. Application form and review procedures:
[…] 5. Upon receipt of a complete application packet, the community development department shall proceed with the following process:
[…]
b. After acceptance and review, the community development director shall notify adjacent property owners AND OCCUPANTS by letter notice and posting of the site for ten (10) days that a special use is requested for the
property.
Section 5. Section 26-115.C of the Code of Laws, regarding letter notice procedures for administrative variances, is amended to read:
C. Variances:
1. Administrative variances fifty (50) percent or less: The director of community
development is empowered to decide upon applications for administrative variances from the strict application of any of the "development standards" pertaining to zone districts in article II and sections 26-501 (Off-street parking) and 26-502 (Landscaping requirements), and 26-603 (Fencing) and Article VII
(Signage) of this chapter, which apply throughout the various zone district
regulations and in other situations which may be specifically authorized in the various sections, without requirement of a public hearing, under the following conditions:
[…]
c. The director of community development has notified adjacent
property owners AND OCCUPANTS by letter notice and posting of the site at least ten (10) days prior to rendering his decision, and that no objections have been received during such ten-day period. Any objections must be received in writing and be directly related to
concerns regarding the request. General objections regarding existing
land use conditions or issues not related to the request will not be considered grounds for objection.
-4-
Section 6. Section 26-115.D of the Code of Laws, regarding temporary permits, is amended to read:
A. Temporary permit for uses, buildings, signs and nonoperative vehicles.
[…]
2. One-month temporary permit: The director of community development is empowered to decide upon applications for temporary buildings, uses or signs which would not otherwise be permitted in a particular district, without
requirement of a public hearing, under the following conditions:
[…] d. The director of community development has notified adjacent property owners AND OCCUPANTS in a form and manner as required for minor
variances as set forth in section 26-109, and has received no objections. Any objections must be received in writing and be directly related to concerns regarding the request. General objections regarding existing land use conditions or issues not related to the request will not be considered grounds for objection; […]
Section 7. Section 26-119.E of the Code of Laws, regarding letter notice for zone district interpretations, is amended to read:
E. Administrative and minor adjustments to the official zoning map. Where the zoning district boundary cannot be interpreted in accordance with subsections B. through D.
above, the community development director may make an administrative adjustment in accordance with this subsection E.
1. Procedure for administrative adjustments. An application for an adjustment to the official zoning map may be made to or initiated by the community development director. The community development director may
administratively amend the official zoning map under the following conditions:
[…] d. The community development director has notified adjacent property owners AND OCCUPANTS by letter notice and posting of the site at
least ten (10) days prior to rendering his decision, and that no objections have been received during such ten day period. Any objections must be received in writing and be directly related to the proposed boundary adjustment. General objections regarding existing land use conditions or issues unrelated to the boundary
adjustment will not be considered valid objections for purposes of this provision.
-5-
Section 8. Section 26-1116.C of the Code of Laws, regarding notice of neighborhood meetings for large concept plans in mixed use zone districts, is amended to read:
C. For sites ten (10) acres in size or more, a neighborhood meeting shall be required prior to submittal of the concept plan application. The applicant shall notify all property owners within six hundred (600) feet of the development site and follow the neighborhood meeting requirements per section 26-109.A.1.
Section 9. Section 26-1116.F of the Code of Laws, regarding notice
procedures for public comment periods for large concept plans in mixed use zone districts, is amended to read: F. Public comment period. For sites ten (10) acres in size or more, upon submittal of the concept plan application, the applicant shall notify adjacent property owners
AND OCCUPANTS that the application is available on file at the community
development department for review, in a manner required for neighborhood meetings, subject to section 26-109.A.1. Public comments related to the proposed concept plan may be submitted to the community development department within fifteen (15) days of the original date of notification.
Section 10. Severability Conflicting Ordinances Repealed. If any section,
subsection or clause of this Ordinance shall be deemed to be unconstitutional or otherwise invalid, the validity of the remaining sections, subsections and clauses shall not be affected thereby. All other ordinances or parts of ordinances in conflict with the provisions of this Ordinance are hereby repealed.
Section 11. Effective Date. This Ordinance shall take effect fifteen (15) days after final publication, as provided by Section 5.11 of the Charter. Any mailing initiated after the effective date shall comply with this Ordinance.
INTRODUCED, READ, AND ADOPTED on first reading by a vote of __ to __ on
this 25th day of October 2021, ordered published in full in a newspaper of general
circulation in the City of Wheat Ridge and Public Hearing and consideration on final passage set for November 8, 2021, at 7:00 p.m., as a virtual meeting and in the Council Chambers, 7500 West 29th Avenue, Wheat Ridge, Colorado, if allowed to meet in person on that date per COVID-19 restrictions.
READ, ADOPTED AND ORDERED PUBLISHED on second and final reading by
a vote of ___ to ___, this ___ day of _____ , 2021.
SIGNED by the Mayor on this ____ day of _____ 2021.
______________________________
Bud Starker, Mayor
-6-
ATTEST:
_________________________
Steve Kirkpatrick, City Clerk
Approved as to Form _________________________
Gerald Dahl, City Attorney
1st publication: October 28, 2021 2nd publication: Jeffco Transcript: Effective Date: _______