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Home My WebLink AboutStudy Session Agenda Packet 09-20-21STUDY SESSION AGENDA CITY COUNCIL CITY OF WHEAT RIDGE, COLORADO September 20, 2021 6:30 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 the 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 September 20, 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: 874 1189 9383 Passcode: 596424 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. Public Comment on Agenda Items 1. 2022 Proposed Budget Presentation 2. Staff Report(s) 3. Elected Officials’ Report(s) ADJOURNMENT Memorandum TO: Mayor and City Council FROM: Patrick Goff, City Manager DATE: September 10, 2021 (for Study Session of September 20, 2021) SUBJECT: Proposed 2022 Budget On September 20, 2021, the proposed 2022 City Budget will be presented to City Council for review and discussion. This memorandum includes an outline of the public engagement steps that have occurred to date and the future actions required by City Charter to adopt the budget. In addition, the 2022 Budget Message is included which summarizes the various components of the proposed budget. Prior Action •July 19, 2021 – the Outside Agency Program Review Committee presented their recommendations to City Council •July 26, 2021 – first public meeting to provide opportunity for residents to comment onthe budget and the City Budget Process page launched on WhatsUpWheatRidge.com •August 23, 2021 – second public meeting to provide opportunity for residents to commenton the budget •August 16, 2021 – Carnation Festival Committee, Localworks and Wheat Ridge BusinessDistrict presented their 2022 budget requests to City Council •September 10, 2021 – proposed 2022 budget books were distributed to City Council andmade available in the City Clerk’s Office for public review •September 13, 2021 – proposed 2020 budget made available online for the public to review Future Action: •September 20, 2021 – City Manager and staff presents budget to City Council during thestudy session and City Council takes comment from the public •October 11, 2021 – as required by Section 10.7 of the Wheat Ridge City Charter a publichearing will be conducted to provide an additional opportunity for residents to commenton the proposed budget prior to its adoption. Notification of the public hearing will bemade on the City Website, City Facebook page, and in the Jeffco Transcript. •October 11. 2021 – as required by Section 10.9 of the Wheat Ridge City Charter, thebudget shall 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 Item No. 1 Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 2 The proposed 2021 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 Bonds Project Fund in the amount of $5,900,000 • Proposed 2E Fund in the total amount of $3,884,083 • Special Revenue Funds in the amount of $6,405,134 • Proposed budget (all funds) in the amount of $82,122,303 Staff is looking for City Council direction and consensus on the proposed budget. If you have any questions prior to the September 20 Study Session, please do not hesitate to ask. The 2022 proposed budget message, found on page 10 – 21 of the budget book, is included below: WHEAT RIDGE 2035 VISION TOPICS AND SMART GOALS The Mayor, City Council, and staff work together periodically to develop and update a strategic plan that includes a vision, goals, and priorities. City Council met in the spring of 2017 and developed an updated Vision 2035 to include Vision Topics and Smart Goals. In addition, City Council met in early 2021 and agreed upon the following eight strategic priorities for staff to focus their efforts in 2021 and 2022. Staff used the vision topics and strategic priorities to guide the development of and prioritize projects for the 2022 Budget. Vision Topics: 1. Wheat Ridge is an attractive and inviting City 2. Wheat Ridge is a community for families 3. Wheat Ridge has great neighborhoods 4. Wheat Ridge has a choice of economically viable commercial areas 5. Wheat Ridge has diverse transportation 6. Wheat Ridge is committed to environmental stewardship 7. Wheat Ridge residents enjoy an active, healthy lifestyle 8. Wheat Ridge residents are proud of their hometown Strategic Priorities: 1. New efforts of engagement in government 2. Implement bulk plane in all residential zone districts 3. Re-examine/advance sidewalks on 38th Avenue 4. Review the vision, mission, and funding of Localworks 5. Streamline permit processes 6. Commercial corridor code review 7. Policy on non-conforming accessory dwelling units (ADUs) 8. Develop solutions and work with partners to address homelessness Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 3 OVERALL SUMMARY The total 2022 Proposed Budget, including the General Fund, two capital funds, seven special revenue funds, and the 2E Investing 4, the Future Bond Fund, is $82,122,303. The Budget is based on projected revenues of $78,659,532. The beginning fund balance for 2022 is projected at $30,052,883, which brings the total available funds to $108,712,415. This will provide for a projected ending fund balance of $26,590,112. General Fund $44,169,781 Capital Improvement Program (CIP) Fund $21,763,305 RWR Bond Projects Fund $5,900,000 Special Revenue Funds $6,405,134 2E Investing 4 the Future Bond Fund $3,884,083 Total $82,122,303 General Fund General Fund revenue is projected at $48,069,108, which is a 4.8% increase compared to 2021 year-end estimated revenues and a 26.4% increase compared to the original 2021 budget. In addition, the beginning fund balance for 2022 is projected at $17,271,544, which brings the total available funds for the General Fund to $65,340,652. General Fund expenditures total $44,169,781, excluding transfers. General Fund expenditures represent an 8.0% increase compared to the adjusted 2021 Budget. The ending fund balance for the General Fund is projected at $13,675,426, of which $11,042,057 (25% of operating expenditures) is considered unrestricted. The City's financial policies require that the City maintain a minimum unrestricted fund balance of at least two months or approximately 17% of its General Fund operating expenditures, as recommended by the Government Finance Officers Association and that the City will annually target to maintain a 25% unrestricted fund balance percentage level as part of its annual budget process. Capital Improvement Program (CIP) Fund CIP Fund revenue is projected at $20,871,343 ($6,995,445 transferred from the General Fund), which is a 46.6% increase compared to 2021 estimated revenue, mostly due to an increase in transfers from the General Fund, which can be attributed to the building use tax received from the SCL Lutheran campus development. In addition, the beginning fund balance for 2022 is projected at $3,314,369, which brings the total available funds for the CIP Fund to $24,185,712. CIP expenditures total $21,763,305, which is a 46.1% increase compared to the adjusted 2021 Budget. This will provide for a projected ending fund balance of $2,422,407. The Proposed 2022 CIP budget includes the following projects: • $15.6 million for construction of the first phase of the Improve Wadsworth project • $3 million for street preventative maintenance, primarily on 29th Avenue and Youngfield Street • $1.2 million for reconstruction and repavement of Recreation Center parking lot • $500,000 for maintenance to the 44th Avenue bridge over Clear Creek Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 4 • $248,189 for City Hall improvements • $200,000 for storm sewer improvements • $175,000 for Parks and Forestry building improvements • $150,000 for City-wide roadway striping maintenance • $150,000 for replacement of the Recreation Center roof • $100,000 for the City's Neighborhood Traffic Management Program (NTMP) • $100,000 for a traffic signal master plan • $85,000 for master gateway signage plan and new signage • $80,000 to construct a sidewalk in a gap along Marshall Street to Clear Creek Trail • $50,000 for City-wide ADA infrastructure improvements • $40,000 for bicycle lanes on Harlan Street between 32nd and 38th Avenues • $30,000 to update the Lena Gulch Master Plan • $25,000 to update the Clear Creek Master Plan • $25,000 for street lighting at Ridge Road and Quail Street Renewal Wheat Ridge Bond Projects Fund In June 2021, Renewal Wheat Ridge (RWR) adopted Resolution 17-2021, authorizing the issuance of bonds to be used for public improvements within the I-70/Kipling Corridor Urban Renewal Plan Area. RWR anticipates issuing the bonds in November 2021 in the net amount of approximately $35 million for public improvements and $6.375 million to retire a RWR bank loan for the Clear Creek Crossing project. This Budget establishes a new fund for the City's project expenditures associated with the bonds. Funds will be transferred into the Fund from RWR as contracts are awarded. Please see the Renewal Wheat Ridge Bonds Project section of the Budget for detailed information. The proposed 2022 Budget includes $5.9 million in revenues from the bonds and $5.9 million in expenditures for the following projects: • $750,000 for professional design and engineering services for enhancements to the I- 70/32nd Avenue interchange and the Youngfield Street corridor • $1.0 million to reconstruct the 38th Avenue/Kipling Street intersection for vehicular and pedestrian safety improvements • $4.15 million for the reconstruction of 52nd Avenue, Tabor Street, and Ridge Road surrounding the G-Line commuter rail station; final design for a pedestrian bridge over the commuter rail tracks and final design for a multi-use trail from the bridge to the I-70 Frontage Road The future RWR Bond Projects Fund includes the construction of enhancements to the I-70/32nd Avenue interchange and Youngfield Street corridor; maintenance improvements to the Youngfield Street over Clear Creek; final design, engineering, and construction of enhancements to the I-70/Kipling Street interchange; and construction of the pedestrian bridge and multi-use trail at the G-Line commuter rail station. RWR will use the remaining project funds for public improvements at the Golds Market at 26th and Kipling and for other miscellaneous urban renewal projects in the Plan Area. Special Revenue Fund – Open Space Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 5 Open Space revenue is projected at $3,812,006, which is a 63% increase compared to the 2021 estimated revenue. The large increase is primarily due to a future reimbursement from the Jefferson Council School District for their portion of The Green project. The beginning fund balance for 2022 is projected at $2,914,579, which brings the total available funds for the Open Space Fund to $6,726,585. Open Space projects for 2022 include: • The Green project on 38th Avenue • Reconstruction of Panorama Park tennis courts • Clear Creek Trail improvements • Outdoor fitness court • Open space and park maintenance projects • Peaks to Plains strategic plan Funding is also appropriated for seven parks maintenance and two forestry employees. Open Space expenditures total $5,375,079, which is a 34% increase compared to the adjusted 2021 Budget. This will provide a projected ending fund balance of $1,351,506, of which $1,043,161 is restricted to park and trail improvements at the Wheat Ridge Ward station area. The future five-year Open Space Budget proposes the continuation of miscellaneous open space improvements, Stites Park irrigation improvements, Anderson Park playground replacement, Phase III of Prospect Park improvements, and funding for Parks employees. Special Revenue Fund – Conservation Trust Conservation Trust revenue is projected at $351,111, which is a very slight decrease compared to the 2021 estimated revenue. In addition, the beginning fund balance for 2022 is projected at $380,771, which brings the total available funds for the Conservation Trust Fund to $731,882. Conservation Trust projects for 2022 include: • Recreation facilities maintenance projects • Resurface of tennis and basketball courts • Improvements to the median at 50th and Kipling • Replacement of playground at Apel Bacher Park Conservation Trust expenditures total $367,500, which is a 59% decrease compared to the adjusted 2021 Budget. This will provide for a projected ending fund balance of $364,382. The future five-year Conservation Trust Budget proposes to provide funds for recreation facilities maintenance needs, parks maintenance projects, resurfacing of tennis/basketball courts, and other facility improvements. Special Revenue Funds – Other Several other Special Revenue Funds are also included in this Budget to track revenues and expenditures that are designated by law to be used for specific purposes or are used to simplify Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 6 the budgeting process. Those funds include Public Art, Police Investigation, Municipal Court, Equipment Replacement, and Crime Prevention/Code Enforcement. Detailed revenue and expenditure information for these funds can be found in the Special Revenue Funds, and the Line Item Accounts sections of the Budget. 2E Investing 4 the Future Fund The 2E Investing 4 the Future Fund was created in 2017 as a special fund to account for the 2E bond and debt activity. 2022 revenues from the temporary 0.5% sales and use tax and interest are projected at $5,672,366. In addition, the beginning fund balance for 2022 is projected at $5,455,875, which brings the total available funds for the 2E Fund to $11,128,241. 2E Fund expenditures total $3,884,083, of which, $3,499,300 is designated for debt service on the 2E bonds. This will provide for a projected ending fund balance of $7,244,158. The only project expense budgeted for 2022 is $384,783 for public art for the Improve Wadsworth project. A detailed explanation of the status of each project is included in the 2E section of this Budget. SHORT-TERM FISCAL CHALLENGES/OPPORTUNITIES Sales Tax and General Fund Revenue The 2021 estimated and 2022 proposed budgets project significant increases in revenue growth. Sales tax, the City's largest revenue source, is projected to increase by 8.0% in 2021 compared to 2020 year-end sales tax revenues and increase by 9.3% compared to the 2021 adopted budget. The 2022 sales tax revenues are projected to increase by 4.5% compared to the 2021 year-end estimate and increase by 14.2% compared to the 2021 adopted budget. Overall, total General Fund revenue for 2022 is projected to increase by 4.8% compared to 2021 year-end estimated revenue and increase by 32.5% compared to the original 2021 budget. The increase in 2022 revenues compared to the 2021 year-end estimates is largely due to an increase in revenue from sales tax, Recreation Center fees, lodgers' tax, and American Rescue Plan Act funding. Parks and Recreation fee revenue took the biggest hit due to the COVID-19 pandemic and the public health restrictions imposed upon the City. Because of social distancing requirements, many normal recreation activities had to be significantly curtailed or outright canceled in 2020 and 2021, including the opening of the outdoor pool in 2020. Staff is projecting a near full return to normal activities in 2022. Total Parks and Recreation fee revenue in 2021 is estimated to increase only slightly by 12% compared to 2020 year-end revenue. 2022 revenue is projected to rebound by about 146%, compared to 2021, back to pre-pandemic revenue levels. American Rescue Plan Act President Biden signed into law the American Rescue Plan Act (ARPA) on March 11, 2021. ARPA provides $1.9 trillion in additional relief to respond to the impacts of COVID-19. The City of Wheat Ridge will receive a total of $7,873,279.72, half of which has already been received, and the other half will be received in 2022. All funds must be encumbered by December 31, 2024, and spent by December 31, 2026, which gives the City ample time to strategically develop a spending plan. The United States Department of Treasury has determined Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 7 eligible uses of the ARPA funding, which include the following broad categories: • Support public health expenditures • Address negative economic impacts caused by the public health emergency • Replace lost public sector revenue • Provide premium pay for essential workers • Invest in water, sewer, and broadband infrastructure The City has hired CliftonLarsonAllen (CLA) LLP to assist staff with interpreting the Department of Treasury's Interim Final Rules and guidance for spending the ARPA funds. Therefore, minimal ARPA funding has been expended in 2021 and is proposed for appropriation in the 2002 Budget. The City's spending plan for these funds is as follows: This ARPA funding will be recognized as revenue as it is expended. Therefore, the 2021 Budget will include $178,915 in revenue, and the 2022 Budget will include $308,596 in revenue from ARPA. The remaining funding received from the Federal Government will remain on a balance sheet until it is expended and therefore will not be included in General Fund reserves. Redevelopment Projects The Clear Creek Crossing project experienced some delays in 2020 due to the COVID-19 pandemic. However, a 300-unit residential development and a fueling station/convenience store have both been completed, and the Foothills Credit Union corporate offices are under construction. The developer is well underway in 2021 with a leasing plan for additional tenants, including residential, fitness, retail, hospitality, and entertainment. SCL Health broke ground in the summer of 2021, and construction has started on a state-of-the-art hospital with an anticipated opening date in the fall of 2024. Building use tax revenue from the construction of the new hospital is estimated at approximately $8.0 million in 2021 and 2022. This one-time revenue will allow the 2022 Budget to maintain a 25% undesignated fund balance, to transfer $500,000 to the Equipment Replacement Fund for the future purchase of police radios and an enterprise financial management system, and transfer approximately $7.0 million to the CIP Fund for capital projects. Other than minor revenue estimates for Kum & Go, no new sales tax revenue from this project is included in the 2022 budget. The Longs Peak Metropolitan District (LPMD) anticipates it will reimburse the City $507,038 ARPA Eligible Expenditures 2021 2022 Address negative economic impacts caused by the public health emergency $178,915 $308,596 COVID-related sanitation, PPE, employee vaccine incentives, teleworking technology, CLA consulting COVID-related sanitation, PPE, teleworking technology, CLA consulting, homeless navigation activities Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 8 for the environmental assessment expense the City incurred over the last several years, as well as approximately $10 million in construction costs for the I-70 hook ramp project in November 2021. Once the project is fully built out, sales tax, lodging, admissions, and use tax revenue is projected to total $1.8 million annually. None of these reimbursements or new revenues have been included in the 2022 Budget. The anchor tenant at the Corners at Wheat Ridge, Lucky's Market, opened on August 6, 2018, but filed for bankruptcy and closed in early 2020. The owner and developer of The Corners are actively working with prospective tenants to backfill the Lucky's Market site. The City could potentially see new tenants in 2022, which would generate a significant amount of tax revenue. These new potential revenues have not been included in the 2022 Budget. OUTSIDE AGENCY CONTRIBUTIONS In 2016, City Council appointed a Citizen Review Committee to make recommendations for contributions to outside agencies. The following are the Committee's recommendations for 2022: The Action Center $6,000 Active Transportation Advisory Committee $1,000 Applewood Community Foundation $500 Court Appointed Special Advocates $6,200 Community Table $13,000 Family Tree $10,000 Feed the Future $5,400 Friends of Paha $1,900 Friends of Stevens $1,000 Institute for Environmental Solutions (IES) $3,100 Jefferson Center for Mental Health $10,600 Jefferson County Library Foundation $1,400 Jewish Family Services-Colorado Senior Connections $3,700 Lutheran Foundation – Heroes of Hope $3,200 Outdoor Lab Foundation $13,800 Regional Air Quality Council $3,400 Robbie’s Hope $2,000 Seniors’ Resource Center $18,500 Sunshine Home Share $2,200 Wheat Ridge Community Foundation $6,200 Wheat Ridge Grange $2,900 Wheat Ridge High School Farmer's 5000 $5,000 Wheat Ridge High School STEM/STEAM $10,000 Wheat Ridge Kiwanis $1,300 Wheat Ridge Optimist Club $1,500 TOTAL $133,800 Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 9 DEBT At the regular general election held on November 8, 2016, the electorate of the City approved ballot question 2E, which temporarily increased the sales and use tax levied by the City by one- half of one percent (3% to 3.5%) for up to 12 years or when $38.5 million is raised, whichever occurs first. It also authorized the issuance of debt to finance City investment in public infrastructure to facilitate economic development opportunities. Sales and use tax revenue bonds were issued on May 2, 2017, to finance four specific City investments, including Anderson Park, Wadsworth Boulevard, Wheat Ridge Ward Station development, and the Clear Creek Crossing development. The par amount of the bond issue was $30,595,000 with a net premium of $2,687,079 for a total of $33,282,079. Of this amount, $33 million was deposited into Fund 31 for the four specific City investments, $152,975 was allocated for the underwriter's discount, and $129,104 for costs associated with the bond issue. The maximum repayment cost of the bonds will not exceed $38,500,000, and the maximum annual repayment cost will not exceed $3,700,000. In the Budget, $3,499,300 is budgeted for the 2022 debt service. The balance of the debt as of December 31, 2022, will be $17,598,400. Based on current revenue estimates, the temporary sales and use tax rate will expire in 2024, after 8 years. Additionally, the City has the following long-term financial obligations: Renewal Wheat Ridge The City's Urban Renewal Authority (Renewal Wheat Ridge) is a component unit of the City. Renewal Wheat Ridge acquired a loan in the amount of $2.455 million, accruing interest at 3.16% per annum, for the Kipling Ridge commercial center development at 38th and Kipling. The term of this loan expires in 2023 and will be paid from sales and property tax incremental revenue from the Kipling Ridge project. The balance of the loan as of December 31, 2022, will be $335,270. Once this loan is retired, the City's General fund will see a net decrease of approximately $500,000 in expenditures. Renewal Wheat Ridge acquired a loan in the amount of $6.375 million, accruing interest at 4.65% per annum, for the Clear Creek Crossing mixed-used development at I-70 and Highway 58. The term of the loan expires in 2028 and was to be repaid from property tax incremental revenue from the Clear Creek Crossing project. However, Renewal Wheat Ridge anticipates to issue bonds in the amount of approximately $35 million in November 2021 for various infrastructure projects and $6.375 million to pay off this loan at a significantly lower interest rate. Community Solar Garden On March 23, 2015, the City entered into an agreement to purchase electric generating capacity in a solar garden. The agreement was funded on April 13, 2015, with a lease agreement for $800,000. As of December 31, 2020, the solar power capacity was recorded as capital assets in the amount of $553,349. Annual payments of $80,167, including principal and interest accruing at 5.75%, are due through May 1, 2030. As of December 31, 2022, the City will have a capital lease outstanding amount of $499,706. For its participation, it is estimated the City will receive $50,000 in energy Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 10 credits from Xcel in 2020 to be used to pay this lease and against energy consumption at various facilities. Fruitdale School Lofts In 2016, the City Council approved a loan in the amount of $2.585 million from General Fund reserves to the Fruitdale School Partners. The loan was for the redevelopment of the Fruitdale School property into a mix of 16 market-rate and income-restricted rental housing units. Fruitdale School Partners repaid $1.5 million of the loan in 2018. The remaining $1,085,000 will be paid over a 40-year period and, until that time, will remain as a restricted balance in the General Fund reserves. COMPENSATION, BENEFITS, AND STAFFING Compensation Personnel-related expenses account for the largest portion of the City's Budget. Remaining competitive to attract the best talent for the City and maintaining its investment in its team members is a high priority. In 2013, the City launched a compensation plan for full-time/part-time benefited employees that is financially sustainable and will help the City recruit and retain top talent. The City's pay-for-performance model is consistent with the culture and commitment to A.C.T.I.O.N! - the City's core values of Accountability – Change – Teamwork – Integrity – Opportunity – Now! It is important for the City to reward employees who exemplify these core values and who help achieve the City's strategic results. The market-based compensation plan, typically updated biennially, consists of three sub-plans 1) a pay-for-performance open range plan, which includes civilian and police sergeants and higher ranks; 2) a sworn seven-step plan, which includes police officer I and II positions; and 3) a part-time employee plan which includes variable non-benefited positions such as lifeguards and seasonal parks workers. Due to the pandemic and consistent with peer communities, the City delayed the scheduled compensation plan update in 2020 and completed it in 2021 with an effective date of January 1, 2022. The 2021 update involved a consultant-led review of the compensation plan using market data from the Denver Front Range. Each position was reviewed to ensure proper classification against job matches in the area, and all pay grades are proposed to increase in 2022 in order to be competitive in this challenging labor market. Employees will be eligible for a performance increase on January 1, 2022, based on how well they meet the core values and competencies of the performance management program. Additionally, police officers in the step plan and a number of other sworn and civilian employees will receive market and equity pay adjustments to either bring them to the new minimum of a given pay grade or move them further into the grade based on their tenure and performance. Most market and equity adjustments will occur with lower-wage and front-line employees, police officers, and sergeants. The 2022 proposed budget includes approximately $1 million in pay for performance, annual police department step increases, market and equity increases, an increase of 56% from the conservative and reduced 2021 budget. This investment in personnel is essential to the provision of services and delivery of the City Council's priorities. Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 11 Benefits The City continues to provide a competitive benefits package to employees that include medical, dental, life, and disability benefits. Throughout the year, staff works closely with the City's benefits broker, IMA, to ensure that the City is controlling benefit costs while still providing a competitive benefits package to its employees, which is a vital part of the City's total compensation approach to pay. The City currently provides Kaiser Permanente plans for employee medical benefits. Medical premiums will experience an increase in 2022, currently estimated at 3%. Several key factors play a role in calculating the City's health care premium renewal, including the City's Wellness Program as a positive contributing factor. In 2022, the City will continue to offer the High Deductible Health Plan (HDHP), and the Deductible HMO (DHMO) added in 2017. The HDHP plan was added in 2013 and is a consumer model of health care paired with a Health Savings Account (HSA). The goal of the consumer-driven HDHP and DHMO is to encourage employees to manage costs through the effective use of health care. There will be no increases to dental insurance, life insurance, or long-term and short-term disability premiums. The City currently contributes to a 401(a) retirement plan for nonsworn employees. Employees contribute 4% to the Plan, and the City matches 6%. For sworn employees, the City contributes 11%, and employees contribute 10% to the Plan (sworn employees do not contribute to Social Security). As part of the sworn market analysis in 2019, it was determined that the City was at the time approximately 1.5% below market in terms of sworn pension contribution match. The 2020 and 2021 budgets included a 0.5% increase to the City's contribution each year. An additional 0.5%, approximately $38,000, is included in the 2022 budget to bring the City's sworn pension contribution to 11.5%. Staffing The 2021 Adopted Budget did not include an increase in staffing due to the uncertainty of the COVID-19 pandemic on the City's financial situation. However, revenue growth in 2020 and during the first half of 2021 has been significantly higher than anticipated. Therefore, City Council approved a mid-year FTE (full-time equivalent) increase in 2021 of 6.25 FTEs bringing the total staffing level to 246.375 FTEs. The 2022 Proposed Budget includes an increase of 8.375 FTEs for a total staffing level of 254.750 FTEs. The City has typically operated with a very lean staff; however, as community expectations change, we must ensure the City has adequate staffing to meet those demands. General Fund 1.0 FTE GIS Technician – Administrative Services Department Staff has been requesting this position for the last 13 years, which was a recommendation from the GIS Master Plan. Due to other staffing priorities, the City has been utilizing interns over the past 13 years to assist the GIS Analyst with the workload. This position will replace the intern who was budgeted at approximately $22,000 annually. This position will help implement a significant portion of the City Council's strategic priority of "New efforts of engagement in government and understanding City processes" with the development of an interactive Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 12 development/construction map. In addition, GIS-related requests continue to increase and are more complicated, extensive, and consume more time. This position will ensure the City can continue to meet these demands for both internal and external customers. 1.0 FTE Accounting Supervisor – Administrative Services Department The workload of the Finance team has increased significantly. While the team added a new licensing technician to provide backup to the revenue technician and focus on new licensing programs, the cumulative workload on the Finance Manager's plate continues to be overwhelming. This position would oversee some of the current Finance staff to give the Manager additional time for financial reporting, auditing, and quality control. In addition, the City needs a new position to focus on project accounting for American Rescue Act Plan expenditures, the proposed Renewal Wheat Ridge bond projects, the Improve Wadsworth project, and a potential future extension of the City's 2E bond projects. The City budget currently includes $33,280 for part-time staffing assistance, which would be eliminated if this new position is approved. This position could be time-limited for approximately three years after many of these special projects have been completed. 1.0 FTE Horticultural Assistant – Parks and Recreation Department In 2002, the City had 7.0 FTE dedicated to forestry and horticultural services throughout the City. Staffing levels were reduced to 3.0 FTE since that time as were required by budget cuts and other restraints. Since 2002, four additional parks have been constructed, and additional right-of-way maintenance responsibilities (38th Ave streetscape, G Line TOD site, Kipling and I-70 entry, and exit ramp landscaping, 50th Avenue median, etc.) have increased the workload for the Forestry and Natural Resources programs. This new position will assist the City in addressing the 2035 Vision Topic "Wheat Ridge is an attractive and inviting City." 1.0 FTE Graphic Designer – Parks and Recreation Department Marketing, promotion, and communication are important aspects for successful parks and recreation programming. Having a full-time graphic designer provides more time to develop marketing assets that achieve these priorities. The City currently budgets approximately $34,000 annually for part-time, contractual graphic design services, which would be eliminated if this new position is approved. This position could assist with additional recruitment projects to attract talent, focus more on parks and trails and how signage, wayfinding, and kiosks can lead to safer open spaces and better-quality trails and parks for users, and assist with creating and promotion of new special events and programs to increase revenues and reach the community in new ways. This position could also assist with other City department graphic design needs saving the City from hiring more expensive free-lance designers. 0.375 FTE Recreation Coordinator – Parks and Recreation Department This position currently serves 25-hours (0.625 FTE) per week and programs outdoor recreation (hikes, downhill skiing, snowshoeing), Ramblers (walking non-elevated trails), and other trip activities for the Active Adult Center. In addition, this position manages the volunteer driver program, including extensive training and scheduling. It has been more difficult every year to find volunteer drivers. Increasing this position to full-time would allow for additional programming at the Active Adult Center to better serve older adults through recreational Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 13 programming and providing the resources necessary to drive the van while offering seamless operations of the travel program. This position increase will assist the City in addressing the 2035 Vision Topic "Wheat Ridge is a community for families" and "Wheat Ridge residents enjoy an active, healthy lifestyle." 2.0 FTE Police Officer – Police Department The Police Department anticipates an increase in calls for service related to the Clear Creek Crossing development. Based on the size of the property, projected uses, and housing options, the Department anticipates calls for service, including traffic, criminal and non-criminal events, quality of life issues, property, and economic crimes such as theft, fraud, and forgery and minimal person's crimes. With the addition of two police officers, the Department will have the ability to increase staff in this area of the City throughout the week, during the peak hours that businesses will be open. These new positions will assist the City in addressing the 2035 Vision Topic "Wheat Ridge offers a choice of economically viable commercial areas" and "Wheat Ridge is a community for families." 1.0 FTE Maintenance Worker II – Public Works Department This position will assist in the ever-growing demand for Public Works services, including city- wide graffiti removal, asphalt patching, snow and ice control, street sweeping, storm sewer cleaning, traffic sign and signal repair and maintenance, maintenance and repair of City-owned bus benches and shelters and the increasing number of City-owned LED street and pedestrian lights, maintenance of bicycle lane pavement markings, placement of speed trailers, installation of street banners and assistance at public events and festivals. Most importantly, this position will provide an additional staff member for snow and ice events which will provide for a safer three, 8-hour shift crew rotation. This new position will assist the City in addressing the 2035 Vision Topics "Wheat Ridge is an attractive and inviting City"; "Wheat Ridge has Great Neighborhoods" and "Wheat Ridge has a choice of economically viable commercial areas." 1.0 FTE Utility Locates Technician – Public Works Department This new position is needed to meet the ongoing and increasing utility locate requests and requirements of the Colorado utility locate system (Colorado811). Utility locate requests increased over 50% in 2020 from 4,148 requests in 2019 to 6,369 requests in 2020. Currently, these duties are completed by a Maintenance Worker II employee and have become a full-time job. The City is required to respond to utility locate requests in a timely manner to accurately locate City-owned utilities such as storm sewer and electrical conduits for traffic signals and street lighting. Without this new position, the City could be exposed to potential financial and legal liability for providing an ineffective utility locate response system. Conclusion and Acknowledgements The last couple of years have been a whirlwind, but Wheat Ridge has managed to come out the other side in an even better place before the start of the COVID-19 pandemic. The success of this organization and All- America City continues to see is attributed to the tremendous leadership and support from the Mayor and City Council, the spectacular team members from across all departments, and our tenacious business community and community members. Proposed 2022 Budget September 10, 2021 (for Study Session of September 20, 2021) Page 14 We've built a resilient local economy, developed prudent financial policies, and set aside adequate reserves, which has enabled the City to continue to thrive in uncertain economic times. Many exciting opportunities – the Clear Creek Crossing development, Lutheran Legacy Campus redevelopment, continued improvements to the Applewood Shopping Center, build-out of the Wheat Ridge-Ward TOD subarea, continued resurgence of 38th Avenue as a vibrant main street, and many other infill projects – are still before us. Attachments 2022 Proposed Budget ATTACHMENT 1 PRESENTED TO City of Wheat Ridge Colorado For the Fiscal Year Beginning January 01, 2021 Executive Director GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award From upper left to right: Mayor: Bud Starker; Treasurer: Christopher Miller; City Clerk: Steve Kirkpatrick District I: Judy Hutchinson, Janeece Hoppe; District II: Rachel Hultin, Zachary Urban District III: Korey Stites, Amanda Weaver; District IV: Valerie Nosler Beck, Leah Dozeman __________________________________________________________________________ CITY OF WHEAT RIDGE PROPOSED ANNUAL BUDGETJanuary 1 – December 31 Fiscal Year 2022 ELECTED OFFICIALS CITY OF WHEAT RIDGE, COLORADO ANNUAL BUDGET Prepared by the Budget Staff EXECUTIVE MANAGEMENT TEAM City Manager Patrick Goff Administrative Services Director Allison Scheck Police Chief Chris Murtha Director of Parks and Recreation Karen O’Donnell Director of Public Works Greg Knudson Director of Community Development Ken Johnstone Judge Christopher Randall CONTENTS AND PRODUCTION Patrick Goff Allison Scheck Marianne Schilling Mark Colvin Amber Garrett Allison Lewis PHOTO CREDITS Scott Dressel-Martin Justin LeVett Photography Blue Hartkopp Photography DEPARTMENT BUDGET CONTACTS City Treasurer Chris Miller City Clerk’s Office, Legislative Steve Kirkpatrick Robin Eaton Municipal Court Judge Randall Kersten Armstrong Community Development Ken Johnstone Tammy Odean Police Department Chris Murtha Michelle Stodden Public Works Greg Knudson Jodi Baros Parks and Recreation Karen O’Donnell Susan Anderson Brandon Altenburg Kelsey Carter Zach Lovato Administrative Services, City Manager, City Attorney Patrick Goff Allison Scheck Marianne Schilling CITY OF WHEAT RIDGE Residents of Wheat Ridge City Treasurer Chris Miller Judge Christopher Randall Boards and Commissions Administrative Services Director Allison Scheck Mayor Bud Starker and City Council City Clerk Steve Kirkpatrick City Manager Patrick Goff Parks and Recreation Director Karen O’Donnell Community Development Director Ken Johnstone City Attorney Gerald Dahl Public Works Director Greg Knudson Chief of PoliceChris Murtha TABLE OF CONTENTS Budget Message ............................................................................................................................ 10 Vision and Goals ............................................................................................................................ 22 Strategic Priorities ......................................................................................................................... 25 Budget in Brief .............................................................................................................................. 27 Revenues & Expenditures Summary ............................................................................................. 42 Budget Summary by Fund ................................................................................................. 42 General Fund Revenues .................................................................................................... 43 General Fund Expenditures .............................................................................................. 46 General Government .................................................................................................................... 48 Legislative .......................................................................................................................... 49 City Attorney ..................................................................................................................... 51 Central Charges ................................................................................................................. 53 City Treasurer ................................................................................................................................ 54 City Clerk ....................................................................................................................................... 57 City Manager ................................................................................................................................. 60 City Manager’s Office ........................................................................................................ 62 Economic Development .................................................................................................... 64 Municipal Court ............................................................................................................................ 66 Administrative Services ................................................................................................................. 70 Administrative Services ..................................................................................................... 75 Financial Services .............................................................................................................. 77 Human Resources ............................................................................................................. 79 Public Information ............................................................................................................ 81 Procurement ..................................................................................................................... 83 Information Technology.................................................................................................... 85 Community Development ............................................................................................................. 87 Administration .................................................................................................................. 92 Planning............................................................................................................................. 94 Building ............................................................................................................................. 96 Engineering…………………………………………………………………………………………………………….…….98 Police Department ...................................................................................................................... 100 Administration ................................................................................................................ 105 Grants .............................................................................................................................. 107 Community Services Team .............................................................................................. 109 Crime Prevention Team (SRO) ........................................................................................ 111 Records ........................................................................................................................... 113 Accreditation & Training ................................................................................................. 115 Patrol Operations ............................................................................................................ 117 Investigations Bureau ..................................................................................................... 119 Crash & Traffic Team (CATT) ........................................................................................... 121 Public Works ............................................................................................................................... 123 TABLE OF CONTENTS Operations ...................................................................................................................... 127 Parks & Recreation ...................................................................................................................... 129 Administration ................................................................................................................ 134 Recreation ....................................................................................................................... 136 Parks Maintenance ......................................................................................................... 138 Forestry and Horticulture ............................................................................................... 140 Natural Resources ........................................................................................................... 142 Anderson Building ........................................................................................................... 144 Athletics .......................................................................................................................... 146 General Programs ........................................................................................................... 148 Outdoor Pool ................................................................................................................... 150 Active Adult Center ......................................................................................................... 152 Historic Buildings............................................................................................................. 154 Recreation Center Facilities Operations ......................................................................... 156 Recreation Center Aquatics ............................................................................................ 158 Recreation Center Fitness Center ................................................................................... 160 Facilities Maintenance .................................................................................................... 162 Special Revenue Funds Public Art Fund ................................................................................................................ 164 Police Investigation Fund ................................................................................................ 165 Open Space Fund ............................................................................................................ 166 Municipal Court Fund ..................................................................................................... 168 Conservation Trust Fund ................................................................................................. 170 Equipment Replacement Fund ....................................................................................... 172 Crime Prevention/Code Enforcement Fund ................................................................... 173 Capital Improvement Program ................................................................................................... 175 CIP Project Pages............................................................................................................. 177 CIP 2020-2029 ................................................................................................................. 195 Investing 4 the Future – Projects Funded By 2E ......................................................................... 196 2E 2017-2027 .................................................................................................................. 198 Renewal Wheat Ridge Bond Projects Fund ................................................................................ 200 Staffing Pay Plan ........................................................................................................................... 206 Staffing Table .................................................................................................................. 215 5-year Staffing Plan ......................................................................................................... 222 2022 Fee Schedule ...................................................................................................................... 223 Line-Item Accounts City Treasurer (01-101) ................................................................................................... 242 Legislative (01-102) ......................................................................................................... 243 Finance (01-103) ............................................................................................................. 244 Economic Development (01-105) ................................................................................... 245 TABLE OF CONTENTS City Manager (01-106) .................................................................................................... 246 City Attorney (01-107) .................................................................................................... 247 City Clerk (01-108) .......................................................................................................... 248 Municipal Court (01-109) ................................................................................................ 249 Administrative Services-Administration (01-111) .......................................................... 250 Human Resources (01-112)............................................................................................. 251 Public Information (01-113) ............................................................................................ 252 Purchasing & Contracting (01-116) ................................................................................. 253 Information Technology (01-117) ................................................................................... 254 Facilities Maintenance (01-118) ..................................................................................... 255 Community Development – Administration (01-120) .................................................... 256 Planning (01-121) ............................................................................................................ 257 Building (01-122) ............................................................................................................. 258 Engineering (01-123) ………………………………………………………………………………………………… 259 Police – Administration (01-201) .................................................................................... 260 Grants (01-202) ............................................................................................................... 261 Community Services Team (01-203) ............................................................................... 262 Crime Prevention Team (SRO) (01-205).......................................................................... 263 Records (01-206) ............................................................................................................. 264 Accreditation & Training (01-207) .................................................................................. 265 Patrol Operations (01-211) ............................................................................................. 266 Investigations Bureau (01-212) ....................................................................................... 267 Crash & Traffic Team (01-213) ........................................................................................ 268 Public Works (01-303) ..................................................................................................... 269 Parks & Recreation – Administration (01-601) ............................................................... 270 Recreation (01-602) ........................................................................................................ 271 Parks Maintenance (01-603) ........................................................................................... 272 Forestry (01-604) ............................................................................................................ 273 Natural Resources (01-605) ............................................................................................ 274 Central Charges (01-610) ................................................................................................ 275 Anderson Building (01-620) ............................................................................................ 276 Athletics (01-621) ............................................................................................................ 277 General Programs (01-622) ............................................................................................. 278 Outdoor Pool (01-623) .................................................................................................... 279 Active Adult Center (01-624) .......................................................................................... 280 Historic Building (01-625) ............................................................................................... 281 Facilities (01-626) ............................................................................................................ 282 Aquatics (01-627) ............................................................................................................ 283 Fitness (01-628)............................................................................................................... 284 TABLE OF CONTENTS Special Revenue Funds Public Art Fund (12) ........................................................................................................ 285 Police Investigation Fund (17) ........................................................................................ 286 Open Space Fund (32) ..................................................................................................... 287 Municipal Court Fund (33) .............................................................................................. 288 Conservation Trust Fund (54) ......................................................................................... 289 Equipment Replacement Fund (57) ................................................................................ 290 Crime Prevention/Code Enforcement Team (63) ........................................................... 291 Financial Policies ......................................................................................................................... 292 Glossary ....................................................................................................................................... 302 Budget Message September 10, 2021 Dear Mayor and Councilmembers: I'm pleased to present to the Mayor and City Council the 2022 Proposed Budget. This Budget provides the framework for providing services and programs to the residents of Wheat Ridge for the year 2022, based on the delivery of core services and priorities identified in the City Council Strategic Plan. WHEAT RIDGE 2035 VISION TOPICS AND SMART GOALS The Mayor, City Council, and staff work together periodically to develop and update a strategic plan that includes a vision, goals, and priorities. City Council met in the spring of 2017 and developed an updated Vision 2035 to include Vision Topics and Smart Goals. In addition, City Council met in early 2021 and agreed upon the following eight strategic priorities for staff to focus their efforts in 2021 and 2022. Staff used the vision topics and strategic priorities to guide the development of and prioritize projects for the 2022 Budget. Vision Topics: 1. Wheat Ridge is an attractive and inviting City 2. Wheat Ridge is a community for families 3. Wheat Ridge has great neighborhoods 4. Wheat Ridge has a choice of economically viable commercial areas 5. Wheat Ridge has diverse transportation 6. Wheat Ridge is committed to environmental stewardship 7. Wheat Ridge residents enjoy an active, healthy lifestyle 8. Wheat Ridge residents are proud of their hometown Strategic Priorities: 1. New efforts of engagement in government 2. Implement bulk plane in all residential zone districts 3. Re-examine/advance sidewalks on 38th Avenue 4. Review the vision, mission, and funding of Localworks 5. Streamline permit processes 6. Commercial corridor code review 7. Policy on non-conforming accessory dwelling units (ADUs) 8. Develop solutions and work with partners to address homelessness OVERALL SUMMARY The total 2022 Proposed Budget, including the General Fund, two capital funds, seven special revenue funds, and the 2E Investing 4, the Future Bond Fund, is $82,122,303. The Budget is based on projected revenues of $78,659,532. The beginning fund balance for 2022 is projected at $30,052,883, which brings 10 2022 Proposed Budget the total available funds to $108,712,415. This will provide for a projected ending fund balance of $26,590,112. General Fund $44,169,781 Capital Improvement Program (CIP) Fund $21,763,305 RWR Bond Projects Fund $5,900,000 Special Revenue Funds $6,405,134 2E Investing 4 the Future Bond Fund $3,884,083 Total $82,122,303 General Fund General Fund revenue is projected at $48,069,108, which is a 4.8% increase compared to 2021 year-end estimated revenues and a 26.4% increase compared to the original 2021 budget. In addition, the beginning fund balance for 2022 is projected at $17,271,544, which brings the total available funds for the General Fund to $65,340,652. General Fund expenditures total $44,169,781, excluding transfers. General Fund expenditures represent an 8.0% increase compared to the adjusted 2021 Budget. The ending fund balance for the General Fund is projected at $13,675,426, of which $11,042,057 (25% of operating expenditures) is considered unrestricted. The City's financial policies require that the City maintain a minimum unrestricted fund balance of at least two months or approximately 17% of its General Fund operating expenditures, as recommended by the Government Finance Officers Association and that the City will annually target to maintain a 25% unrestricted fund balance percentage level as part of its annual budget process. Capital Improvement Program (CIP) Fund CIP Fund revenue is projected at $20,871,343 ($6,995,445 transferred from the General Fund), which is a 46.6% increase compared to 2021 estimated revenue, mostly due to an increase in transfers from the General Fund, which can be attributed to the building use tax received from the SCL Lutheran campus development. In addition, the beginning fund balance for 2022 is projected at $3,314,369, which brings the total available funds for the CIP Fund to $24,185,712. CIP expenditures total $21,763,305, which is a 46.1% increase compared to the adjusted 2021 Budget. This will provide for a projected ending fund balance of $2,422,407. The Proposed 2022 CIP budget includes the following projects: • $15.6 million for construction of the first phase of the Improve Wadsworth project • $3 million for street preventative maintenance, primarily on 29th Avenue and Youngfield Street • $1.2 million for reconstruction and repavement of Recreation Center parking lot • $500,000 for maintenance to the 44th Avenue bridge over Clear Creek • $248,189 for City Hall improvements • $200,000 for storm sewer improvements • $175,000 for Parks and Forestry building improvements • $150,000 for City-wide roadway striping maintenance • $150,000 for replacement of the Recreation Center roof • $100,000 for the City's Neighborhood Traffic Management Program (NTMP) 11 2022 Proposed Budget • $100,000 for a traffic signal master plan • $85,000 for master gateway signage plan and new signage • $80,000 to construct a sidewalk in a gap along Marshall Street to Clear Creek Trail • $50,000 for City-wide ADA infrastructure improvements • $40,000 for bicycle lanes on Harlan Street between 32nd and 38th Avenues • $30,000 to update the Lena Gulch Master Plan • $25,000 to update the Clear Creek Master Plan • $25,000 for street lighting at Ridge Road and Quail Street Renewal Wheat Ridge Bond Projects Fund In June 2021, Renewal Wheat Ridge (RWR) adopted Resolution 17-2021, authorizing the issuance of bonds to be used for public improvements within the I-70/Kipling Corridor Urban Renewal Plan Area. RWR anticipates issuing the bonds in November 2021 in the net amount of approximately $35 million for public improvements and $6.375 million to retire a RWR bank loan for the Clear Creek Crossing project. This Budget establishes a new fund for the City's project expenditures associated with the bonds. Funds will be transferred into the Fund from RWR as contracts are awarded. Please see the Renewal Wheat Ridge Bonds Project section of the Budget for detailed information. The proposed 2022 Budget includes $5.9 million in revenues from the bonds and $5.9 million in expenditures for the following projects: • $750,000 for professional design and engineering services for enhancements to the I-70/32nd Avenue interchange and the Youngfield Street corridor • $1.0 million to reconstruct the 38th Avenue/Kipling Street intersection for vehicular and pedestrian safety improvements • $4.15 million for the reconstruction of 52nd Avenue, Tabor Street, and Ridge Road surrounding the G-Line commuter rail station; final design for a pedestrian bridge over the commuter rail tracks and final design for a multi-use trail from the bridge to the I-70 Frontage Road The future RWR Bond Projects Fund includes the construction of enhancements to the I-70/32nd Avenue interchange and Youngfield Street corridor; maintenance improvements to the Youngfield Street over Clear Creek; final design, engineering, and construction of enhancements to the I-70/Kipling Street interchange; and construction of the pedestrian bridge and multi-use trail at the G-Line commuter rail station. RWR will use the remaining project funds for public improvements at the Golds Market at 26th and Kipling and for other miscellaneous urban renewal projects in the Plan Area. Special Revenue Fund – Open Space Open Space revenue is projected at $3,812,006, which is a 63% increase compared to the 2021 estimated revenue. The large increase is primarily due to a future reimbursement from the Jefferson Council School District for their portion of The Green project. The beginning fund balance for 2022 is projected at $2,914,579, which brings the total available funds for the Open Space Fund to $6,726,585. Open Space projects for 2022 include: • The Green project on 38th Avenue • Reconstruction of Panorama Park tennis courts • Clear Creek Trail improvements 12 2022 Proposed Budget • Outdoor fitness court • Open space and park maintenance projects • Peaks to Plains strategic plan Funding is also appropriated for seven parks maintenance and two forestry employees. Open Space expenditures total $5,375,079, which is a 34% increase compared to the adjusted 2021 Budget. This will provide a projected ending fund balance of $1,351,506, of which $1,043,161 is restricted to park and trail improvements at the Wheat Ridge Ward station area. The future five-year Open Space Budget proposes the continuation of miscellaneous open space improvements, Stites Park irrigation improvements, Anderson Park playground replacement, Phase III of Prospect Park improvements, and funding for Parks employees. Special Revenue Fund – Conservation Trust Conservation Trust revenue is projected at $351,111, which is a very slight decrease compared to the 2021 estimated revenue. In addition, the beginning fund balance for 2022 is projected at $380,771, which brings the total available funds for the Conservation Trust Fund to $731,882. Conservation Trust projects for 2022 include: • Recreation facilities maintenance projects • Resurface of tennis and basketball courts • Improvements to the median at 50th and Kipling • Replacement of playground at Apel Bacher Park Conservation Trust expenditures total $367,500, which is a 59% decrease compared to the adjusted 2021 Budget. This will provide for a projected ending fund balance of $364,382. The future five-year Conservation Trust Budget proposes to provide funds for recreation facilities maintenance needs, parks maintenance projects, resurfacing of tennis/basketball courts, and other facility improvements. Special Revenue Funds – Other Several other Special Revenue Funds are also included in this Budget to track revenues and expenditures that are designated by law to be used for specific purposes or are used to simplify the budgeting process. Those funds include Public Art, Police Investigation, Municipal Court, Equipment Replacement, and Crime Prevention/Code Enforcement. Detailed revenue and expenditure information for these funds can be found in the Special Revenue Funds, and the Line Item Accounts sections of the Budget. 2E Investing 4 the Future Fund The 2E Investing 4 the Future Fund was created in 2017 as a special fund to account for the 2E bond and debt activity. 2022 revenues from the temporary 0.5% sales and use tax and interest are projected at $5,672,366. In addition, the beginning fund balance for 2022 is projected at $5,455,875, which brings the total available funds for the 2E Fund to $11,128,241. 13 2022 Proposed Budget 2E Fund expenditures total $3,884,083, of which, $3,499,300 is designated for debt service on the 2E bonds. This will provide for a projected ending fund balance of $7,244,158. The only project expense budgeted for 2022 is $384,783 for public art for the Improve Wadsworth project. A detailed explanation of the status of each project is included in the 2E section of this Budget. SHORT-TERM FISCAL CHALLENGES/OPPORTUNITIES Sales Tax and General Fund Revenue The 2021 estimated and 2022 proposed budgets project significant increases in revenue growth. Sales tax, the City's largest revenue source, is projected to increase by 8.0% in 2021 compared to 2020 year- end sales tax revenues and increase by 9.3% compared to the 2021 adopted budget. The 2022 sales tax revenues are projected to increase by 4.5% compared to the 2021 year-end estimate and increase by 14.2% compared to the 2021 adopted budget. Overall, total General Fund revenue for 2022 is projected to increase by 4.8% compared to 2021 year- end estimated revenue and increase by 32.5% compared to the original 2021 budget. The increase in 2022 revenues compared to the 2021 year-end estimates is largely due to an increase in revenue from sales tax, Recreation Center fees, lodgers' tax, and American Rescue Plan Act funding. Parks and Recreation fee revenue took the biggest hit due to the COVID-19 pandemic and the public health restrictions imposed upon the City. Because of social distancing requirements, many normal recreation activities had to be significantly curtailed or outright canceled in 2020 and 2021, including the opening of the outdoor pool in 2020. Staff is projecting a near full return to normal activities in 2022. Total Parks and Recreation fee revenue in 2021 is estimated to increase only slightly by 12% compared to 2020 year-end revenue. 2022 revenue is projected to rebound by about 146%, compared to 2021, back to pre-pandemic revenue levels. American Rescue Plan Act President Biden signed into law the American Rescue Plan Act (ARPA) on March 11, 2021. ARPA provides $1.9 trillion in additional relief to respond to the impacts of COVID-19. The City of Wheat Ridge will receive a total of $7,873,279.72, half of which has already been received, and the other half will be received in 2022. All funds must be encumbered by December 31, 2024, and spent by December 31, 2026, which gives the City ample time to strategically develop a spending plan. The United States Department of Treasury has determined eligible uses of the ARPA funding, which include the following broad categories: • Support public health expenditures • Address negative economic impacts caused by the public health emergency • Replace lost public sector revenue • Provide premium pay for essential workers • Invest in water, sewer, and broadband infrastructure The City has hired CliftonLarsonAllen (CLA) LLP to assist staff with interpreting the Department of Treasury's Interim Final Rules and guidance for spending the ARPA funds. Therefore, minimal ARPA funding has been expended in 2021 and is proposed for appropriation in the 2002 Budget. The City's spending plan for these funds is as follows: 14 2022 Proposed Budget This ARPA funding will be recognized as revenue as it is expended. Therefore, the 2021 Budget will include $178,915 in revenue, and the 2022 Budget will include $308,596 in revenue from ARPA. The remaining funding received from the Federal Government will remain on a balance sheet until it is expended and therefore will not be included in General Fund reserves. Redevelopment Projects The Clear Creek Crossing project experienced some delays in 2020 due to the COVID-19 pandemic. However, a 300-unit residential development and a fueling station/convenience store have both been completed, and the Foothills Credit Union corporate offices are under construction. The developer is well underway in 2021 with a leasing plan for additional tenants, including residential, fitness, retail, hospitality, and entertainment. SCL Health broke ground in the summer of 2021, and construction has started on a state-of-the-art hospital with an anticipated opening date in the fall of 2024. Building use tax revenue from the construction of the new hospital is estimated at approximately $8.0 million in 2021 and 2022. This one-time revenue will allow the 2022 Budget to maintain a 25% undesignated fund balance, to transfer $500,000 to the Equipment Replacement Fund for the future purchase of police radios and an enterprise financial management system, and transfer approximately $7.0 million to the CIP Fund for capital projects. Other than minor revenue estimates for Kum & Go, no new sales tax revenue from this project is included in the 2022 budget. The Longs Peak Metropolitan District (LPMD) anticipates it will reimburse the City $507,038 for the environmental assessment expense the City incurred over the last several years, as well as approximately $10 million in construction costs for the I-70 hook ramp project in November 2021. Once the project is fully built out, sales tax, lodging, admissions, and use tax revenue is projected to total $1.8 million annually. None of these reimbursements or new revenues have been included in the 2022 Budget. The anchor tenant at the Corners at Wheat Ridge, Lucky's Market, opened on August 6, 2018, but filed for bankruptcy and closed in early 2020. The owner and developer of The Corners are actively working with prospective tenants to backfill the Lucky's Market site. The City could potentially see new tenants in 2022, which would generate a significant amount of tax revenue. These new potential revenues have not been included in the 2022 Budget. ARPA Eligible Expenditures 2021 2022 Address negative economic impacts caused by the public health emergency $178,915 $308,596 COVID-related sanitation, PPE, employee vaccine incentives, teleworking technology, CLA consulting COVID-related sanitation, PPE, teleworking technology, CLA consulting, homeless navigation activities 15 2022 Proposed Budget OUTSIDE AGENCY CONTRIBUTIONS In 2016, City Council appointed a Citizen Review Committee to make recommendations for contributions to outside agencies. The following are the Committee's recommendations for 2022: The Action Center $6,000 Active Transportation Advisory Committee $1,000 Applewood Community Foundation $500 Court Appointed Special Advocates $6,200 Community Table $13,000 Family Tree $10,000 Feed the Future $5,400 Friends of Paha $1,900 Friends of Stevens $1,000 Institute for Environmental Solutions (IES) $3,100 Jefferson Center for Mental Health $10,600 Jefferson County Library Foundation $1,400 Jewish Family Services-Colorado Senior Connections $3,700 Lutheran Foundation – Heroes of Hope $3,200 Outdoor Lab Foundation $13,800 Regional Air Quality Council $3,400 Robbie’s Hope $2,000 Seniors’ Resource Center $18,500 Sunshine Home Share $2,200 Wheat Ridge Community Foundation $6,200 Wheat Ridge Grange $2,900 Wheat Ridge High School Farmer's 5000 $5,000 Wheat Ridge High School STEM/STEAM $10,000 Wheat Ridge Kiwanis $1,300 Wheat Ridge Optimist Club $1,500 TOTAL $133,800 DEBT At the regular general election held on November 8, 2016, the electorate of the City approved ballot question 2E, which temporarily increased the sales and use tax levied by the City by one-half of one percent (3% to 3.5%) for up to 12 years or when $38.5 million is raised, whichever occurs first. It also authorized the issuance of debt to finance City investment in public infrastructure to facilitate economic development opportunities. Sales and use tax revenue bonds were issued on May 2, 2017, to finance four specific City investments, including Anderson Park, Wadsworth Boulevard, Wheat Ridge Ward Station development, and the Clear Creek Crossing development. The par amount of the bond issue was $30,595,000 with a net premium of $2,687,079 for a total of $33,282,079. Of this amount, $33 million was deposited into Fund 31 for the four specific City 16 2022 Proposed Budget investments, $152,975 was allocated for the underwriter's discount, and $129,104 for costs associated with the bond issue. The maximum repayment cost of the bonds will not exceed $38,500,000, and the maximum annual repayment cost will not exceed $3,700,000. In the Budget, $3,499,300 is budgeted for the 2022 debt service. The balance of the debt as of December 31, 2022, will be $17,598,400. Based on current revenue estimates, the temporary sales and use tax rate will expire in 2024, after 8 years. Additionally, the City has the following long-term financial obligations: Renewal Wheat Ridge The City's Urban Renewal Authority (Renewal Wheat Ridge) is a component unit of the City. Renewal Wheat Ridge acquired a loan in the amount of $2.455 million, accruing interest at 3.16% per annum, for the Kipling Ridge commercial center development at 38th and Kipling. The term of this loan expires in 2023 and will be paid from sales and property tax incremental revenue from the Kipling Ridge project. The balance of the loan as of December 31, 2022, will be $335,270. Once this loan is retired, the City's General fund will see a net decrease of approximately $500,000 in expenditures. Renewal Wheat Ridge acquired a loan in the amount of $6.375 million, accruing interest at 4.65% per annum, for the Clear Creek Crossing mixed-used development at I-70 and Highway 58. The term of the loan expires in 2028 and was to be repaid from property tax incremental revenue from the Clear Creek Crossing project. However, Renewal Wheat Ridge anticipates to issue bonds in the amount of approximately $35 million in November 2021 for various infrastructure projects and $6.375 million to pay off this loan at a significantly lower interest rate. Community Solar Garden On March 23, 2015, the City entered into an agreement to purchase electric generating capacity in a solar garden. The agreement was funded on April 13, 2015, with a lease agreement for $800,000. As of December 31, 2020, the solar power capacity was recorded as capital assets in the amount of $553,349. Annual payments of $80,167, including principal and interest accruing at 5.75%, are due through May 1, 2030. As of December 31, 2022, the City will have a capital lease outstanding amount of $499,706. For its participation, it is estimated the City will receive $50,000 in energy credits from Xcel in 2020 to be used to pay this lease and against energy consumption at various facilities. Fruitdale School Lofts In 2016, the City Council approved a loan in the amount of $2.585 million from General Fund reserves to the Fruitdale School Partners. The loan was for the redevelopment of the Fruitdale School property into a mix of 16 market-rate and income-restricted rental housing units. Fruitdale School Partners repaid $1.5 million of the loan in 2018. The remaining $1,085,000 will be paid over a 40-year period and, until that time, will remain as a restricted balance in the General Fund reserves. COMPENSATION, BENEFITS, AND STAFFING Compensation Personnel-related expenses account for the largest portion of the City's Budget. Remaining competitive to attract the best talent for the City and maintaining its investment in its team members is a high priority. In 2013, the City launched a compensation plan for full-time/part-time benefited employees that is financially sustainable and will help the City recruit and retain top talent. The City's pay-for- 17 2022 Proposed Budget performance model is consistent with the culture and commitment to A.C.T.I.O.N! - the City's core values of Accountability – Change – Teamwork – Integrity – Opportunity – Now! It is important for the City to reward employees who exemplify these core values and who help achieve the City's strategic results. The market-based compensation plan, typically updated biennially, consists of three sub-plans 1) a pay- for-performance open range plan, which includes civilian and police sergeants and higher ranks; 2) a sworn seven-step plan, which includes police officer I and II positions; and 3) a part-time employee plan which includes variable non-benefited positions such as lifeguards and seasonal parks workers. Due to the pandemic and consistent with peer communities, the City delayed the scheduled compensation plan update in 2020 and completed it in 2021 with an effective date of January 1, 2022. The 2021 update involved a consultant-led review of the compensation plan using market data from the Denver Front Range. Each position was reviewed to ensure proper classification against job matches in the area, and all pay grades are proposed to increase in 2022 in order to be competitive in this challenging labor market. Employees will be eligible for a performance increase on January 1, 2022, based on how well they meet the core values and competencies of the performance management program. Additionally, police officers in the step plan and a number of other sworn and civilian employees will receive market and equity pay adjustments to either bring them to the new minimum of a given pay grade or move them further into the grade based on their tenure and performance. Most market and equity adjustments will occur with lower-wage and front-line employees, police officers, and sergeants. The 2022 proposed budget includes approximately $1 million in pay for performance, annual police department step increases, market and equity increases, an increase of 56% from the conservative and reduced 2021 budget. This investment in personnel is essential to the provision of services and delivery of the City Council's priorities. Benefits The City continues to provide a competitive benefits package to employees that include medical, dental, life, and disability benefits. Throughout the year, staff works closely with the City's benefits broker, IMA, to ensure that the City is controlling benefit costs while still providing a competitive benefits package to its employees, which is a vital part of the City's total compensation approach to pay. The City currently provides Kaiser Permanente plans for employee medical benefits. Medical premiums will experience an increase in 2022, currently estimated at 3%. Several key factors play a role in calculating the City's health care premium renewal, including the City's Wellness Program as a positive contributing factor. In 2022, the City will continue to offer the High Deductible Health Plan (HDHP), and the Deductible HMO (DHMO) added in 2017. The HDHP plan was added in 2013 and is a consumer model of health care paired with a Health Savings Account (HSA). The goal of the consumer-driven HDHP and DHMO is to encourage employees to manage costs through the effective use of health care. There will be no increases to dental insurance, life insurance, or long-term and short-term disability premiums. The City currently contributes to a 401(a) retirement plan for nonsworn employees. Employees contribute 4% to the Plan, and the City matches 6%. For sworn employees, the City contributes 11%, and employees contribute 10% to the Plan (sworn employees do not contribute to Social Security). As part of 18 2022 Proposed Budget the sworn market analysis in 2019, it was determined that the City was at the time approximately 1.5% below market in terms of sworn pension contribution match. The 2020 and 2021 budgets included a 0.5% increase to the City's contribution each year. An additional 0.5%, approximately $38,000, is included in the 2022 budget to bring the City's sworn pension contribution to 11.5%. Staffing The 2021 Adopted Budget did not include an increase in staffing due to the uncertainty of the COVID-19 pandemic on the City's financial situation. However, revenue growth in 2020 and during the first half of 2021 has been significantly higher than anticipated. Therefore, City Council approved a mid-year FTE (full-time equivalent) increase in 2021 of 6.25 FTEs bringing the total staffing level to 246.375 FTEs. The 2022 Proposed Budget includes an increase of 8.375 FTEs for a total staffing level of 254.750 FTEs. The City has typically operated with a very lean staff; however, as community expectations change, we must ensure the City has adequate staffing to meet those demands. General Fund 1.0 FTE GIS Technician – Administrative Services Department Staff has been requesting this position for the last 13 years, which was a recommendation from the GIS Master Plan. Due to other staffing priorities, the City has been utilizing interns over the past 13 years to assist the GIS Analyst with the workload. This position will replace the intern who was budgeted at approximately $22,000 annually. This position will help implement a significant portion of the City Council's strategic priority of "New efforts of engagement in government and understanding City processes" with the development of an interactive development/construction map. In addition, GIS-related requests continue to increase and are more complicated, extensive, and consume more time. This position will ensure the City can continue to meet these demands for both internal and external customers. 1.0 FTE Accounting Supervisor – Administrative Services Department The workload of the Finance team has increased significantly. While the team added a new licensing technician to provide backup to the revenue technician and focus on new licensing programs, the cumulative workload on the Finance Manager's plate continues to be overwhelming. This position would oversee some of the current Finance staff to give the Manager additional time for financial reporting, auditing, and quality control. In addition, the City needs a new position to focus on project accounting for American Rescue Act Plan expenditures, the proposed Renewal Wheat Ridge bond projects, the Improve Wadsworth project, and a potential future extension of the City's 2E bond projects. The City budget currently includes $33,280 for part-time staffing assistance, which would be eliminated if this new position is approved. This position could be time-limited for approximately three years after many of these special projects have been completed. 1.0 FTE Horticultural Assistant – Parks and Recreation Department In 2002, the City had 7.0 FTE dedicated to forestry and horticultural services throughout the City. Staffing levels were reduced to 3.0 FTE since that time as were required by budget cuts and other restraints. Since 2002, four additional parks have been constructed, and additional right-of-way maintenance responsibilities (38th Ave streetscape, G Line TOD site, Kipling and I-70 entry, and exit ramp 19 2022 Proposed Budget landscaping, 50th Avenue median, etc.) have increased the workload for the Forestry and Natural Resources programs. This new position will assist the City in addressing the 2035 Vision Topic "Wheat Ridge is an attractive and inviting City." 1.0 FTE Graphic Designer – Parks and Recreation Department Marketing, promotion, and communication are important aspects for successful parks and recreation programming. Having a full-time graphic designer provides more time to develop marketing assets that achieve these priorities. The City currently budgets approximately $34,000 annually for part-time, contractual graphic design services, which would be eliminated if this new position is approved. This position could assist with additional recruitment projects to attract talent, focus more on parks and trails and how signage, wayfinding, and kiosks can lead to safer open spaces and better-quality trails and parks for users, and assist with creating and promotion of new special events and programs to increase revenues and reach the community in new ways. This position could also assist with other City department graphic design needs saving the City from hiring more expensive free-lance designers. 0.375 FTE Recreation Coordinator – Parks and Recreation Department This position currently serves 25-hours (0.625 FTE) per week and programs outdoor recreation (hikes, downhill skiing, snowshoeing), Ramblers (walking non-elevated trails), and other trip activities for the Active Adult Center. In addition, this position manages the volunteer driver program, including extensive training and scheduling. It has been more difficult every year to find volunteer drivers. Increasing this position to full-time would allow for additional programming at the Active Adult Center to better serve older adults through recreational programming and providing the resources necessary to drive the van while offering seamless operations of the travel program. This position increase will assist the City in addressing the 2035 Vision Topic "Wheat Ridge is a community for families" and "Wheat Ridge residents enjoy an active, healthy lifestyle." 2.0 FTE Police Officer – Police Department The Police Department anticipates an increase in calls for service related to the Clear Creek Crossing development. Based on the size of the property, projected uses, and housing options, the Department anticipates calls for service, including traffic, criminal and non-criminal events, quality of life issues, property, and economic crimes such as theft, fraud, and forgery and minimal person's crimes. With the addition of two police officers, the Department will have the ability to increase staff in this area of the City throughout the week, during the peak hours that businesses will be open. These new positions will assist the City in addressing the 2035 Vision Topic "Wheat Ridge offers a choice of economically viable commercial areas" and "Wheat Ridge is a community for families." 1.0 FTE Maintenance Worker II – Public Works Department This position will assist in the ever-growing demand for Public Works services, including city-wide graffiti removal, asphalt patching, snow and ice control, street sweeping, storm sewer cleaning, traffic sign and signal repair and maintenance, maintenance and repair of City-owned bus benches and shelters and the increasing number of City-owned LED street and pedestrian lights, maintenance of bicycle lane pavement markings, placement of speed trailers, installation of street banners and assistance at public events and festivals. Most importantly, this position will provide an additional staff member for snow and ice events which will provide for a safer three, 8-hour shift crew rotation. This new position will assist the City in addressing the 2035 Vision Topics "Wheat Ridge is an attractive and inviting City"; 20 2022 Proposed Budget "Wheat Ridge has Great Neighborhoods" and "Wheat Ridge has a choice of economically viable commercial areas." 1.0 FTE Utility Locates Technician – Public Works Department This new position is needed to meet the ongoing and increasing utility locate requests and requirements of the Colorado utility locate system (Colorado811). Utility locate requests increased over 50% in 2020 from 4,148 requests in 2019 to 6,369 requests in 2020. Currently, these duties are completed by a Maintenance Worker II employee and have become a full-time job. The City is required to respond to utility locate requests in a timely manner to accurately locate City-owned utilities such as storm sewer and electrical conduits for traffic signals and street lighting. Without this new position, the City could be exposed to potential financial and legal liability for providing an ineffective utility locate response system. Conclusion and Acknowledgements The last couple of years have been a whirlwind, but Wheat Ridge has managed to come out the other side in an even better place before the start of the COVID-19 pandemic. The success of this organization and All- America City continues to see is attributed to the tremendous leadership and support from the Mayor and City Council, the spectacular team members from across all departments, and our tenacious business community and community members. We've built a resilient local economy, developed prudent financial policies, and set aside adequate reserves, which has enabled the City to continue to thrive in uncertain economic times. Many exciting opportunities – the Clear Creek Crossing development, Lutheran Legacy Campus redevelopment, continued improvements to the Applewood Shopping Center, build-out of the Wheat Ridge-Ward TOD subarea, continued resurgence of 38th Avenue as a vibrant main street, and many other infill projects – are still before us. Special thanks go out to Alli Scheck for taking the lead on the 2022 Budget and to her budget team, including Marianne Schilling, Mark Colvin, Amber Garrett, Allison Lewis, and all department budget staff. Patrick Goff City Manager 21 2022 Proposed Budget WHEAT RIDGE 2035 VISION AND GOALS 2035 VISION Wheat Ridge is an attractive and inviting city and community for families. Wheat Ridge has great neighborhoods, is a hub of commerce with a choice of economically viable commercial areas and has diverse transportation. Wheat Ridge is committed to environmental stewardship and its residents enjoy an active, healthy lifestyle, and are proud of their hometown. 22 2022 Proposed Budget 2035 VISION TOPICS AND SMART GOALS 1. WHEAT RIDGE IS AN ATTRACTIVE AND INVITING CITY 1. Develop a visual art presence in the City 2. Ensure that the City has attractive and inviting open space and parks 3. Underground utility lines in commercial corridors to improve streetscapes 4. Expand proactive code enforcement 2. WHEAT RIDGE IS A COMMUNITY FOR FAMILIES 1. Improve the quality of Wheat Ridge’s public schools 2. Provide options for seniors to age in place 3. Support residents in taking an active role in community policing 4. Build a new library in Wheat Ridge 3. WHEAT RIDGE HAS GREAT NEIGHBORHOODS 1. Set a clear policy to achieve diverse housing options 2. Facilitate neighbor-to-neighbor relations 4. WHEAT RIDGE HAS A CHOICE OF ECONOMICALLY VIABLE COMMERCIAL AREAS 1. Build out key development sites along I-70 corridor by 2025 2. Provide support to existing commercial areas 3. Proactively identify emerging redevelopment areas 4. Become a leader in technological infrastructure 23 2022 Proposed Budget 2035 VISION TOPICS AND SMART GOALS 5. WHEAT RIDGE HAS DIVERSE TRANSPORTATION 1. Improve and identify areas of need for public transportation 2. Implement top three priorities of bike/pedestrian plan 3. Increase connectivity to surrounding communities and local gathering centers 4. Maintain the level of existing RTD routes 5. Increase multi-modal access to G Line stations 6. WHEAT RIDGE IS COMMITTED TO ENVIRONMENTAL STEWARDSHIP 1. Create an Environmental Sustainability Committee to set priorities for the City for the next five years 7. WHEAT RIDGE RESIDENTS ARE PROUD OF THEIR HOMETOWN 1. Create a public survey that captures the quality of resident life, specifically in terms of the “live, work, play” metrics 2. Create five additional opportunities for meaningful public engagement 3. Increase public participation by 20% in all city-wide meetings 8. WHEAT RIDGE RESIDENTS ENJOY AN ACTIVE, HEALTHY LIFESTYLE 1. Increase young family participation in City-sponsored recreation programs 2. Develop an active relationship with Lutheran Medical Center (LMC) and plan and implement three programs that promote an active, healthy lifestyle 24 2022 Proposed Budget 2021-2022 STRATEGIC PRIORITIES City Council held a strategic planning retreat in February 2021. Eight priorities were established to be implemented over the next two years. A series of study sessions have been held where staff presented information, work plans, and ideas and sought feedback from City Council. 1. New Efforts of Engagement in Government; Understanding City Processes City Council seeks to de-mystify government for its constituents. This priority continues efforts to educate the community about how their local government works and broaden community engagement in City processes. 2. Implement Bulk Plane in all Residential Zone Districts City Council adopted residential bulk plane standards in 2016, which apply to single-family homes in the Residential-One C and Residential-Three zone districts. This priority would expand these standards to apply in more residential areas. 3. Re-examine and Advance Sidewalks on 38th Ave W. 38th Avenue has been identified as the City’s “Main Street” in various policy documents and through various community outreach processes. This priority improves safety, walkability, and connectivity along the full length of this primary Wheat Ridge corridor. 4. Review the Vision, Mission, and Funding of Localworks City Council authorized the formation of Wheat Ridge 2020, now Localworks, in 2005 as a non-profit corporation, for the purpose of assisting the City in bringing about community revitalization and setting the direction for and implementing the revitalization strategies. This priority involves a review of current Localworks activities and its vision for the future. 25 2022 Proposed Budget 5.Streamline Permit Processes This priority focuses on improving the permitting and licensing processes for businesses, with an emphasis on small businesses. This includes providing helpful educational materials to make expectations and processes clearer and more transparent and providing seamless internal handoffs. 6.Commercial Corridor Improvements City Council recognizes the crucial role that commercial corridors play in building healthy and vibrant communities. This priority includes a review of codes and programs that affect the vibrancy of commercial corridors. The goal of this priority is to support city businesses and enhance the look of Wheat Ridge by improving the conditions of these corridors. 7.Policy on non-conforming accessory dwelling units (ADUs) Accessory Dwelling Units (ADUs) are secondary, independent housing units with a separate entrance, kitchen, bath, and bed created within an existing home or on its lot. Non-conforming ADUs exist throughout the City. This priority considers the creation of policy to address new and existing ADUs. 8.Develop Solutions and Work with Partners to Address Homelessness The Homeless Navigation Program assists those experiencing homelessness. Along with outreach and community education, the program is connecting individuals to stable, permanent housing and seeking partnerships and opportunities to address these challenges on a larger scale. 26 2022 Proposed Budget 27 2022 Proposed Budget 2022 Total Expenditures $82,122,303 (excluding transfers) General $44,169,781 RWR Bond Project $5,900,000 CIP $21,763,305 2E Bond $3,884,083 Open Space $5,375,079 Other Special Funds $1,030,055 Other Special Funds Conservation Trust $367,500 Crime Prevention $621,305 Municipal Court $32,250 Police Investigation $9,000 2022 General Fund Expenditures $44,169,781 (excluding transfers) Police $13,138,640 Parks and Recreation $7,678,899 Central Charges $5,504,528 Administrative Services $4,713,179 General Government $4,002,472 Public Works $3,944,911 Community Development $4,080,397 Municipal Court $1,106,755 Ending Fund Balance $13,675,426 PROPOSED 2022 BUDGET IN BRIEF 2022 General Fund Expenditures Police 30% Parks and Recreation 17%Public Works 9% Administrative Services 11% Central Charges 12% General Government 9% Community Development 9% Municipal Court 3% 2022 Total Expenditures General 54% RWR Bond Project 7% CIP 26% 2E Bond 5% Open Space 7% Other Special … 28 2022 Proposed Budget Sales Tax Distribution Property Tax Distribution 2022 General Fund Revenues $48,069,108 Beginning Fund Balance $17,271,544 Sales Tax $24,559,850 Use Tax $9,069,192 Services $4,462,245 Other Taxes $2,804,000 Licenses $3,040,560 Intergovernmental $1,818,016 Property Tax $1,120,000 Other $848,396 Interest $21,849 Fines $325,000 Total Available Funds $65,340,652 Most people will be surprised to know that for every dollar Jefferson County receives in property taxes from Wheat Ridge residents, only 3 cents comes back to the City. The total sales tax rate in the City of Wheat Ridge is 8%. For every dollar you spend on retail purchases, you pay 8 cents in sales tax. Only 3.5 cents of this comes back to the City. GENERAL FUND REVENUES 2022 General Fund Revenues Sales Tax 51% Use Tax 19% Services 9% Other Taxes 6% Licenses 6% Intergov. 4% Property Tax 2%Other 2% Interest <1% Fines 1 % City of Wheat Ridge 3.0¢ Jefferson County 0.5¢ RTD 1.0¢ SCFD 0.1¢ State 2.9¢ Schools 53¢ City of Wheat Ridge 3¢ Special Districts 17¢ County 27¢ City 2E Fund 0.5¢ 29 2022 Proposed Budget 2022 CIP Revenues $20,871,343 Beginning Fund Balance $3,314,369 Sales Tax (General Fund Transfer) $6,995,445 Grants $13,575,773 Lodger’s Tax $300,000 Interest $125 Total Available Funds $24,185,712 2022 CIP Expenditures Streets 90% Municipal Projects 1% Drainage 1% Traffic 1% Econ Dev <1% Parks & Recreation 7% CAPITAL IMPROVEMENT PROGRAM (CIP) FUND 2022 CIP Revenues GF Transfer 34% Grants 65% Lodgers Tax 1% 2022 CIP Expenditures $21,763,305 Streets $19,483,716 Municipal projects $248,189 Drainage $255,000 Traffic $200,000 Parks & Recreation $1,491,400 Economic development $85,000 Ending Fund Balance $2,422,407 30 2022 Proposed Budget I-70/Kipling Corridor Urban Renewal Plan Area 2022 Renewal Wheat Ridge Bond Projects Revenues $5,900,000 Beginning Fund Balance $0 Transfer from Renewal Wheat Ridge $5,900,000 Total Available Funds $5,900,000 2022 Renewal Wheat Ridge Bond Projects Expenditures $5,900,000 Applewood Activities $750,000 Kipling Activities $1,000,000 Ward TOD Activities $4,150,000 Ending Fund Balance $0 RENEWAL WHEAT RIDGE BOND PROJECTS FUND Transfer from Renewal Wheat Ridge 100% 2022 Renewal Wheat Ridge Bond Projects Revenues Applewood Activites 13% Kipling Activities 17% Ward TOD Activities 70% 2022 Renewal Wheat Ridge Bond Projects Expenditures The Renewal Wheat Ridge Bond Projects Fund is newly established in 2022. Its purpose is to fund capital improvement projects on public property, paid for by a Renewal Wheat Ridge (RWR) bond issuance in 2021. Each year, for the duration of the fund, RWR will transfer a payment to the fund to be used for project expenditures in the I-70/Kipling Corridor Urban Renewal Plan Area. 31 2022 Proposed Budget 2022 Open Space Revenues $3,812,006 Beginning Fund Balance $2,914,579 Open Space Tax $1,550,000 Developer Fee/Interest/Misc. $1,199,106 Jefferson County Grants $200,000 GOCO Grants $862,900 Total Available Funds $6,726,585 2022 Open Space Expenditures $5,375,079 Development Projects $3,887,630 Personnel $532,449 Maintenance Projects $955,000 Ending Fund Balance $1,351,506 2022 Open Space Fund Expenditures Personnel 10% Development Projects 72% Maintenance Projects 18% Anderson Park pavilion opened in July of 2019 2022 Open Space Fund Revenue Open Space Tax 41% GoCo Grants 23% County Grants 5%Developer Fee/Interest /Misc. 31% OPEN SPACE FUND 32 2022 Proposed Budget 2022 Conservation Trust Revenues $351,111 Beginning Fund Balance $380,771 Colorado Lottery $350,000 Interest $1,111 Total Available Funds $731,882 2022 Conservation Trust Expenditures $367,500 Development Projects $25,000 Maintenance Projects $342,500 Ending Fund Balance $364,382 2022 Conservation Trust Expenditures Development Projects 7% Maintenance Projects 93% The City of Wheat Ridge has received more than $8 million in revenue from the Colorado Lottery since 1992. These funds have been and continue to be used for park and recreation construction, and maintenance projects, including playgrounds and many of the amenities Wheat Ridge residents use every day. CONSERVATION TRUST FUND 2022 Conservation Trust Revenues Lottery 99.7% Interest 0.3% 33 2022 Proposed Budget 2022 Crime Prevention/Code Enforcement Expenditures $621,305 Personnel Services $585,207 Materials & Supplies $19,300 Other Services & Charges $16,798 Ending Fund Balance $6,622 2022 Crime Prevention/ Code Enforcement Revenues $470,100 Beginning Fund Balance $157,827 Lodger’s Tax $450,000 No Proof of Insurance Fines $20,000 Interest $100 Total Available Funds $627,927 CRIME PREVENTION/CODE ENFORCEMENT FUND 2022 Crime Prevent/Code Enforce. Fund Revenues Lodger's Tax 96% NPOI Fines 4% Interest <1% Voters approved a 5% increase in the lodger’s tax in November 1998. Sixty percent of this tax is used for police and code enforcement activities in the City. 2022 Crime Prev/Code Enforce Fund Expenditures Personnel Services 94% Materials & Supplies 3% Other Services & Charges 3% 34 2022 Proposed Budget Sales Tax 74% Audit Proceeds <1% Building Use Tax19% Interest Income < 1% Auto Use Tax 4% Retail Use Tax 3% 2022 Investing 4 the Future Revenues2022 Investing 4 the Future Revenues $5,672,366 Beginning Fund Balance $5,455,875 Sales Tax $4,185,737 Audit Proceeds $41,667 Interest Income $6,060 Auto Use Tax $227,370 Building Use Tax $1,069,865 Use Tax $141,667 Total Available Funds $11,128,241 2022 Investing 4 the Future Expenditures $3,884,083 Bond Issue Costs $500 Debt Payment $3,498,800 Wadsworth $384,783 Ending Fund Balance $7,244,158 INVESTING 4 THE FUTURE 2E FUND In November 2016, voters approved a 0.5% increase in sales tax. This tax money is used for four specific capital projects; Clear Creek Crossing, G Line Station, Anderson Park, and Wadsworth Boulevard. Wadsworth 10% Bond Issuance Costs <1% Debt Payment 90% 2022 Investing 4 the Future Expenditures 35 2022 Proposed Budget Public Art Special Fund 12 Beginning Balance $360,386 Revenues $498,533 Expenditures $0 Ending Fund Balance $858,919 Police Investigation Special Fund 17 Beginning Balance $37,020 Revenues $10 Expenditures $9,000 Ending Fund Balance $28,030 Municipal Court Special Fund 33 Beginning Balance $83,116 Revenues $10,300 Expenditures $32,250 Ending Fund Balance $61,166 Equipment Replacement Special Fund 57 Beginning Balance $77,396 Revenues $500,100 Expenditures $0 Ending Fund Balance $577,496 OTHER SPECIAL REVENUE FUNDS Police Radios & Equipment Municipal Court Sweet Grass Dance at Anderson Park PD Property & Evidence Room 36 2022 Proposed Budget 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Open Space 8 9 9 9 Crime Prevention 7.5 7.5 7.5 7.5 Recreation Center 11 0 0 0 General 209.875 223.625 229.875 238.25 0 50 100 150 200 250 300 Staffing by Fund 2019 - 2022 6 27.5 17.75 107.5 25 53.125 12 General Government Administrative Services Community Development Police Public Works Parks & Recreation Municipal Court 2022 Staffing By Department STAFFING 246.375 240.125 254.750 236.375 37 2022 Proposed Budget Vital Statistics Date of Incorporation August 15, 1969 Form of Government Council - Manager Total Land Area 9.5 Square Miles Wheat Ridge Metro Denver Population 31,273 3,337,992 Employment 67% 72% Unemployment 4% 6.3% Median Age 41 37 Median Household Income $57,659 $80,233 Poverty Rate 12.9% 12.9% Population with Bachelor’s Degree or More 36% 44% Percent of Population with High School Diploma or More 91% 91% WHEAT RIDGE COMMUNITY PROFILE Population by Age of Residents Data provided by DRCOG Wheat Ridge Community Profile and American Community Survey 5-year estimates. Disclaimer: The data in this report are compiled from multiple sources and are intended for informational purposes only. DRCOG and Wheat Ridge assume no responsibility or legal liability for the accuracy, completeness or usefulness of any information in this report 38 2022 Proposed Budget Housing Statistics Wheat Ridge Metro Denver Households 14,080 1,337,281 Avg. Household Size 2 3 Percent of Multifamily 38% 32% Home Ownership 52% 64% Renter Occupied Housing 48% 36% City Government Statistics Resources Number of Employees Full-time/Part-time Benefited Seasonal 254.75 250 Police Protection Number of Sworn Employees 86 Number of Patrol Units 25 Facilities Public Works Shop 1 Recreation Centers 2 Active Adult Center 1 Pools 2 Parks 24 Lakes 5 Open Space 300 acres Multi-use Trails 7+ miles Sports Fields 46 Historic Properties 3 WHEAT RIDGE COMMUNITY PROFILE 36% 36% 14% 14% Household Types One-person household Two-person household Three-person household Four or more-person household 39 2022 Proposed Budget Community Statistics Fire Districts 3 Water Districts 6 Sanitation Districts 7 Cable Television Providers Comcast Direct TV Dish Network 3 Public Schools Elementary Schools Middle Schools High Schools Alternative and Charter Private Schools 8 1 1 4 3 Major Employers • SCL Health - Lutheran Medical Center • Rocky Mountain Bottle Co. • Lifeloc Technologies • Applejack Liquor • Source Office Products • Stride Community Health Center • Kaiser Permanente WHEAT RIDGE COMMUNITY PROFILE 0 50000 100000 150000 200000 250000 0 to 4 5 to 19 20 to 44 45 to 64 65 to 79 80 + Jefferson County Population Forecast By Age Group 2010-2050 2010 2020 2030 2040 2050 40 2022 Proposed Budget The annual budget process includes considerable staff participation from all departments and City Council direction concerning key policy areas. The public has the opportunity to participate with comments, concerns, or budget requests during two public meetings and a public hearing prior to adoption of the budget. The budget process spans a great portion of the year. The following summarizes the 2022 budget schedule: May • Distribute budget instructions to staff July • Deadline for submittal of 2022 department budget requests and 2021 budget estimates • Submit revenue estimates for 2021 and projections for 2022 • Outside Agency Program Committee presents recommendations to City Council • First opportunity for public input. Launch online feedback webpage • City manager/budget officer review budget August • Second opportunity for public input September • Distribute proposed budget to Council • Proposed Budget Presented to Council October • Public Hearing on the 2022 Budget • 2022 budget appropriation resolution adoption • Property tax mill certification November • Finalize adopted budget document and make available online December • Distribute final budget The City Council and staff adheres to the following legal requirements pursuant to the City Charter (Chapter 10). Section 10.1: The fiscal year of the City and all its agencies shall begin on the first day of January and end on the thirty-first day of December of each year. Section 10.2: Prior to the beginning of each fiscal year, the City administration shall prepare and submit to the Council a recommended budget for the next fiscal year and an accompanying message. Section 10.3: The City Manager’s budget message shall explain the budget in both fiscal terms and program. Section 10.4: The budget shall provide a complete financial plan of all municipal funds and activities for the next fiscal year and except as required by ordinance or this charter, shall be in such form as the City administration deems desirable or the Council may require. Section 10.5: The total of the proposed expenditures shall not exceed the total of estimated revenue. Section 10.6: The City administration, with such assistance as the Council may direct, shall prepare and submit to the Council a long-range capital program, simultaneously with the recommended budget. Section 10.7: A public hearing on the proposed budget and proposed capital program shall be held before its final adoption at such time and place as the Council may direct. Section 10.8: After the public hearing, the Council may adopt the budget with or without amendment. Section 10.9: The Council shall adopt the budget by resolution on or before the final day established by the statute for the certification of the next year’s tax levy to the county. Section 10.10: Adoption of the budget by Council shall constitute appropriations of the amounts specified therein as expenditures from the funds indicated and shall constitute a levy of the property tax therein proposed. Section 10.11: During the month of July, and as often as the Council may require, the administration shall present a budget status and forecast report to the Council with any recommendations for any remedial action. Section 10.12: Amendments after adoption Section 10.13: Every appropriation, except an appropriation for a capital expenditure fund or special fund, shall lapse at the close of the fiscal year to the extent that it has not been expended or encumbered. Section 10.14: Copies of the budget and capital program as adopted shall be public records and shall be made available to the public in the City Clerk’s office. Section 10.15: An independent certified audit shall be made of all City accounts annually, and more frequently if deemed necessary by the Council. 2022 BUDGET PROCESS 41 2022 Proposed Budget Beginning Balance (1/1/22) +Revenues =Funds Available -Expenses =Fund Balance (12/31/22) Operating Funds General $17,271,544 +$48,069,108 =$65,340,652 -$51,665,226 =$13,675,426 Total Operating Funds $17,271,544 +$48,069,108 =$65,340,652 -$51,665,226 =$13,675,426 Unrestricted Fund Balance $11,042,057 25.0% Capital Funds Capital Improvement Program $3,314,369 +$20,871,343 =$24,185,712 -$21,763,305 =$2,422,407 RWR Bond Projects Fund $0 +$5,900,000 =$5,900,000 -$5,900,000 =$0 Total Capital Funds $3,314,369 +$26,771,343 =$30,085,712 -$27,663,305 =$2,422,407 Special Revenue Funds Public Art Fund $360,386 +$498,533 =$858,919 -$0 =$858,919 Police Investigation $37,020 +$10 =$37,030 -$9,000 =$28,030 Open Space $2,914,579 +$3,812,006 =$6,726,585 -$5,375,079 =$1,351,506 Municipal Court $83,116 +$10,300 =$93,416 -$32,250 =$61,166 Conservation Trust $380,771 +$351,111 =$731,882 -$367,500 =$364,382 Equipment Replacement $77,396 +$500,100 =$577,496 -$0 =$577,496 Crime Prevention/Code Enforcement Fund $157,827 +$470,100 =$627,927 -$621,305 =$6,622 Total Special Revenue Funds $4,011,095 +$5,642,160 =$9,653,255 -$6,405,134 =$3,248,121 2E Investing 4 the Future 2E Bond Expenditures $5,455,875 +$5,672,366 =$11,128,241 -$384,783 2E Debt Service $0 +$0 =$0 -$3,499,300 Total 2E Investing 4 the Future $5,455,875 +$5,672,366 =$11,128,241 -$3,884,083 =$7,244,158 Total Operating Funds $17,271,544 +$48,069,108 =$65,340,652 -$51,665,226 =$13,675,426 Total Capital Funds $3,314,369 +$26,771,343 =$30,085,712 -$27,663,305 =$2,422,407 Total Special Revenue Funds $4,011,095 +$5,642,160 =$9,653,255 -$6,405,134 =$3,248,121 Total Investing 4 the Future $5,455,875 +$5,672,366 =$11,128,241 -$3,884,083 =$7,244,158 (Less Transfers) +($7,495,445) =($7,495,445) -($7,495,445) = GRAND TOTAL ALL FUNDS $30,052,883 +$78,659,532 =$108,712,415 -$82,122,303 =$26,590,112 GRAND TOTAL LESS BOND AND DEBT $24,597,008 +$72,987,166 =$97,584,174 -$78,238,220 =$19,345,954 Budget Summary by Fund 42 2022 Proposed Budget 2020 2021 2021 2022 Actual Adjusted Estimated Proposed SALES TAXES Sales Tax $20,609,676 $20,357,640 $22,258,450 $23,258,450 Sales Tax Audit Revenue $6,367 $200,000 $200,000 $250,000 ESTIP Applejack $0 $20,000 $2,500 $20,000 ESTIP Grammy's Goodies $0 $15,000 $2,500 $15,000TIF - Kipling Ridge $520,456 $467,248 $524,021 $516,000 TIF WR Corners $78,963 $55,323 $112,468 $114,000TIF - Swiss Flowers $21,968 $15,786 $24,187 $26,400 TIF - WestEnd 38 $0 $5,000 $0 $0TIF-Hacienda $27,465 $24,602 $48,142 $60,000 TIF-Applewood North Stores $203,333 $130,966 $255,417 $300,000 TOTAL SALES TAXES $21,468,228 $21,291,565 $23,427,685 $24,559,850 OTHER TAXESReal Property Tax $1,117,830 $1,200,000 $1,120,000 $1,120,000 Liquor Occupational Tax $57,466 $65,000 $50,000 $56,000Auto Ownership Tax $86,870 $90,000 $88,000 $88,000 Xcel Franchise Tax $1,181,365 $1,200,000 $1,300,000 $1,300,000 Telephone Occupation Tax $574,382 $580,000 $590,000 $590,000 Lodgers Tax $426,294 $500,000 $640,000 $750,000 Admissions Amusement Tax $22,946 $35,000 $20,000 $20,000TOTAL OTHER TAXES $3,467,153 $3,670,000 $3,808,000 $3,924,000 USE TAXES Use Tax - Retail/Professional $871,569 $765,284 $850,000 $850,000Use Tax - Building $2,379,632 $2,005,000 $6,600,253 $6,419,192 Use Tax - Auto $1,814,422 $1,421,844 $1,800,000 $1,800,000TOTAL USE TAXES $5,065,623 $4,192,128 $9,250,253 $9,069,192 LICENSEAmusement Machine License $1,250 $5,000 $600 $1,000 Arborist License $1,195 $1,500 $1,200 $1,200Contractors License $138,325 $130,000 $130,000 $130,000 Liquor License Fee $15,158 $17,000 $17,000 $17,000 Short-Term Rental License Fees $0 $0 $16,000 $18,000 Building Permits $1,244,748 $1,000,000 $2,340,447 $2,102,760 Street Cut Permits $265,203 $200,000 $250,000 $250,000 Cable TV Permits $367,982 $380,000 $360,000 $350,000 Business License Fees $123,932 $145,000 $160,000 $160,000Tobacco and Vaping License Fees $0 $0 $15,000 $600 Pawn Shop License Fees $10,000 $10,000 $10,000 $10,000TOTAL LICENSE $2,167,793 $1,888,500 $3,300,247 $3,040,560 General Fund Revenues 43 2022 Proposed Budget 2020 2021 2021 2022 Actual Adjusted Estimated Proposed General Fund Revenues INTERGOVERNMENTAL Cigarette Tax $76,024 $72,000 $70,000 $70,000 County Road and Bridge $327,044 $330,000 $333,455 $330,000 Arvada Ridge Redevelopment $100,000 $100,000 $100,000 $100,000Highway Users Tax $919,072 $907,229 $925,000 $1,000,000 Motor Vehicle Registration $114,477 $120,000 $118,000 $120,000Police - CATPA Auto Theft Grant $78,870 $88,000 $88,000 $88,000 Police - Seat Belt Grant/Click It or Ticket $1,669 $1,800 $1,500 $3,000 Police - HIDTA Drug Overtime Grant $32,511 $25,000 $20,000 $15,000Police - JAG/Byrne Grant $10,440 $0 $0 $0 Police - JAG/COVID Grant $0 $0 $12,000 $21,637 Police - Ballistic Vest Grant $4,069 $7,500 $7,500 $10,000 Police-HVIDE $6,900 $15,000 $15,000 $15,000 Police - POST Grant $2,000 $3,300 $3,200 $3,200Police -Pedestrian Safety Grant $0 $0 $0 $12,500 Police - Fatality Reduction Grant $0 $0 $0 $9,679Colorado Health Foundation Grant $7,500 $0 $0 $0 Court - Defense Council Grant $3,464 $12,000 $11,000 $12,000Homeless Navigator IGA $0 $38,276 $38,276 $8,000 TOTAL INTERGOVERNMENTAL $1,684,040 $1,720,105 $1,742,931 $1,818,016 SERVICESZoning Applications $36,852 $40,000 $45,000 $40,000 Planning Reimbursement Fees $1,500 $1,500 $2,500 $2,000Engineering Fees $81,865 $40,000 $65,000 $60,000 Misc. Zoning Fees $2,597 $1,500 $2,500 $2,000 Plan Review Fees $620,907 $300,000 $1,261,292 $986,794 Pavilion/Park Rental Revenue $9,277 $17,500 $42,000 $30,000 Athletics Revenue $59,974 $90,313 $78,580 $110,897Active Adult Center Revenue $71,152 $118,686 $75,000 $177,625 Parks Historic Facilities $7,780 $15,000 $15,000 $20,000Gen. Prog. Revenue $120,673 $143,425 $148,320 $180,056 Anderson Building Revenue $7,869 $6,195 $15,000 $15,000 Outdoor Swimming Fees $17 $154,000 $77,000 $134,000Recreation Center Fees $654,702 $1,020,750 $664,500 $1,833,500 Aquatics $37,703 $68,305 $54,819 $86,000 Fitness $88,863 $149,662 $157,135 $234,560 Retail Marijuana Fees $367,303 $325,000 $370,000 $370,000 Police Report Fees $13,792 $12,498 $14,210 $15,137 Pawn Shop Ticket Fees $11,932 $15,000 $10,804 $12,000 Sex Offender Registration $3,021 $3,909 $4,573 $4,866Police Drug Destruction Fees $20 $150 $20 $10 Police Fees $1,940 $2,018 $1,000 $1,800Police Duty Reimbursement $121,283 $160,000 $160,000 $146,000 TOTAL SERVICES $2,321,022 $2,685,411 $3,264,253 $4,462,245 FINES & FORFEITURESMunicipal Court Fines $32,715 $60,000 $38,000 $50,000 Nuisance Violations Fees $38,509 $23,000 $39,000 $39,000 Handicap Parking Fees $225 $900 $400 $500 Traffic $156,194 $200,000 $200,000 $200,000 General $8,586 $18,000 $12,000 $15,000Other$4,638 $7,000 $5,000 $5,000 Parking $385 $1,000 $500 $500No Proof of Insurance $10,909 $15,000 $14,000 $15,000 TOTAL FINE & FORFEITURES $252,161 $324,900 $308,900 $325,000 44 2022 Proposed Budget 2020 2021 2021 2022 Actual Adjusted Estimated Proposed General Fund Revenues INTEREST Interest Earnings $165,104 $45,000 $26,876 $21,849 TOTAL INTEREST $165,104 $45,000 $26,876 $21,849 OTHER Hail Storm Insurance Proceeds $139,743 $0 $0 $0Cable Peg Fees $37,212 $38,000 $35,208 $35,200 Xcel Solar Garden Credits $49,000 $50,000 $50,000 $50,000Miscellaneous Income $404,246 $378,270 $450,000 $425,000 CARES Earned Revenue $2,463,142 $0 $0 $0 ARPA Earned Revenue $0 $0 $178,915 $308,596 City Tree Sale Proceeds $0 $0 $0 $24,600 Sustainability Program $0 $0 $3,670 $5,000TOTAL OTHER $3,093,343 $466,270 $717,793 $848,396 .Total General Fund $39,684,467 $36,283,879 $45,846,938 $48,069,108 Transfers In $0 $0 $0 $0 Fund Balance Carryover $13,508,953 $9,683,913 $12,020,367 $17,271,544 Total Funds Available $53,193,420 $45,967,792 $57,867,305 $65,340,652 45 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Legislative Legislative Services $354,327 $396,723 $395,583 $520,507 Total $354,327 $396,723 $395,583 $520,507 City Manager's Office City Manager $404,001 $719,143 $690,521 $743,240 Economic Development $1,850,590 $1,764,472 $1,648,634 $2,084,018 Total $2,254,591 $2,483,615 $2,339,155 $2,827,258 City Attorney City Attorney $361,546 $374,200 $374,200 $430,000 Total $361,546 $374,200 $374,200 $430,000 City Clerk's Office City Clerk $143,696 $173,127 $183,127 $188,499 Total $143,696 $173,127 $183,127 $188,499 City Treasurer City Treasurer $33,186 $35,108 $35,108 $36,208 Total $33,186 $35,108 $35,108 $36,208 Central Charges Central Charges $5,387,934 $4,965,822 $4,931,705 $5,504,528 Total $5,387,934 $4,965,822 $4,931,705 $5,504,528 Municipal Court Municipal Court $839,299 $906,591 $811,944 $1,106,755 Total $839,299 $906,591 $811,944 $1,106,755 Administrative Services Administration $355,901 $369,411 $358,568 $398,393 Public Information $362,639 $372,687 $333,206 $362,342 Finance $625,190 $673,064 $645,369 $799,764 Human Resources $583,317 $692,406 $683,020 $731,240 Purchasing and Contracting $120,472 $142,702 $139,941 $185,422 Information Technology $1,800,571 $2,155,843 $2,115,574 $2,236,018 Total $3,848,090 $4,406,113 $4,275,678 $4,713,179 Community Development Administration $271,033 $275,957 $270,003 $290,983 Planning $532,940 $1,011,784 $1,027,528 $889,117 Building $1,133,965 $2,406,300 $2,554,800 $1,963,937 Engineering $883,830 $877,328 $847,480 $936,360 Total $2,821,768 $4,571,369 $4,699,811 $4,080,397 Police Administration $1,711,672 $1,994,868 $1,902,958 $2,122,720 Grants $102,207 $201,601 $133,531 $171,607 Community Services Team $277,827 $292,663 $271,800 $316,953 Crime Prevention Team $271,647 $313,050 $271,798 $343,242 Records Team $391,593 $415,404 $397,749 $516,092 Training and Accreditation $252,612 $302,001 $301,044 $420,266 Patrol $5,638,310 $5,426,031 $5,426,031 $5,862,773 Investigations Bureau $2,649,891 $2,766,065 $2,549,573 $2,813,495 Crime & Traffic Team $435,006 $533,181 $531,181 $571,492 Total $11,730,765 $12,244,864 $11,785,665 $13,138,640 General Fund Expenditures 46 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed General Fund Expenditures Public Works Operations $3,571,183 $3,704,706 $3,505,062 $3,944,911 Total $3,571,183 $3,704,706 $3,505,062 $3,944,911 Parks and Recreation Administration $256,953 $307,081 $280,086 $367,510 Recreation $255,633 $315,519 $282,515 $363,201 Parks Maintenance $1,664,010 $1,373,436 $1,235,255 $1,576,420 Forestry $408,658 $483,836 $391,160 $716,664 Natural Resources $100,434 $154,758 $147,451 $180,584 Anderson Building $84,178 $90,422 $66,161 $87,964 Athletics $181,510 $225,796 $193,068 $236,799 General Programs $289,880 $305,269 $292,177 $338,534 Outdoor Pool $53,924 $322,356 $242,974 $301,016 Active Adult Center $398,524 $392,610 $384,166 $463,183 Historic Buildings $55,899 $63,637 $41,004 $40,941 Facilities Maintenance $395,522 $852,390 $745,937 $1,103,659 Rec Center Facility Operations $1,110,340 $601,466 $541,846 $626,982 Aquatics $638,552 $815,978 $815,549 $914,497 Fitness $232,386 $334,112 $299,374 $360,945 Total $6,126,403 $6,638,666 $5,958,723 $7,678,899 Total General Fund $37,472,788 $40,900,904 $39,295,761 $44,169,781 Transfers $3,700,000 $1,300,000 $1,300,000 $7,495,445 Total With Transfers $41,172,788 $42,200,904 $40,595,761 $51,665,226 47 2022 Proposed Budget General Government About General Government Mayor Bud Starker (L-R) City Councilors Stites, Hultin, City Clerk Kirkpatrick and City Councilors Nosler Beck and Hutchinson at their swearing in ceremony in 2019 The City of Wheat Ridge is a home-rule City operating under a Council-Manager form of government. In this form of government, the Council is the governing body of the City elected by the public, and the Manager is hired by Council to carry out the policies it establishes. The Council consists of eight members, two from each Council District, and an at-large Mayor. The Council provides legislative direction while the Manager is responsible for preparing the budget, directing day-to-day operations, and personnel management. The Mayor and Council, as a collegial body, are responsible for setting policy and approving the budget. The Manager serves as the Council’s chief advisor and serves at the pleasure of the Council. General Government includes Legislative Services (Mayor and City Council), City Attorney services, and Central Charges. Central Charges encompasses overall City expenses, including medical, dental, life, and disability insurance for General Fund employees, Property/Casualty and Workers Compensation premiums, and expenditures of Citywide general operations, including utilities and janitorial. 2022 Budget Priorities Set policy and develop initiatives to further the City’s 2035 Vision… “Wheat Ridge is an attractive and inviting city and community for families. Wheat Ridge has great neighborhoods, is a hub of commerce with a choice of economically viable commercial areas, and has diverse transportation. Wheat Ridge is committed to environmental stewardship, and its residents enjoy an active, healthy lifestyle and are proud of their hometown.” 48 2022 Proposed Budget General Government Legislative Services 01-102 Core Business The Legislative Services division of the City is comprised of the Mayor and eight Council members; two Council members represent each geographic Council District. The duties of the elected Council include: •Serve as the legislative and policy-making body of the City in a Council-Managerform of government •Adopt laws, ordinances, and resolutions •Appoint City Manager, City Attorney, and Municipal Court Judge •Appoint members of the community to City boards and commissions andencourage community involvement •Conduct regular public Council meetings, study sessions, and special meetings •Sign official documents and agreements on behalf of the City 2021 Strategic Accomplishments •Created a resident-led Race and Equity Taskforce to address issues, policies, andpractices related to systemic racism in Wheat Ridge •Transitioned Council meetings to a hybrid platform, providing accessibility tomembers of the public •Developed a tree program to assist residents with the appropriate replacement oftrees on private property, improving the tree canopy •Updated City code regulating short-term rentals, retail tobacco, trafficimpediments, and noise •Determined eight strategic priorities to guide the City’s advancement •Adopted an amendment to the comprehensive plan and helped facilitate acommunity conversation for future redevelopment of the Lutheran LegacyCampus •Completed 2021/2022 Council priority: reviewed the missing vision and funding ofLocalworks 2022 Strategic Priorities •Continue work to further diversity, equity, and inclusion initiatives in Wheat Ridge •Prioritize work related to Council’s priorities, including broadening communityeducation and involvement, addressing accessory dwelling units, reexamining andaddressing sidewalks on 38th Avenue, improving permitting and licensing,implementing bulk plane in all residential districts, improving commercialcorridors, and addressing issues related to homelessness 49 2022 Proposed Budget 01-102 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Mayor - 1 position Elected Elected Elected Elected Council Member - 8 positions Elected Elected Elected Elected Elected Elected Elected Elected 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $72,173 $98,351 $98,351 $144,050 Materials and Supplies $366 $1,550 $1,250 $1,550 Other Services and Charges $281,787 $296,822 $295,982 $374,907 Capital Outlay $0 $0 $0 $0 $354,327 $396,723 $395,583 $520,507 Staffing and Financial Summary Total 2022 Budget by Object Legislative Services Personnel Services 28% Materials and Supplies 0.3% Other Services and Charges 72% 50 2022 Proposed Budget General GovernmentCity Attorney 01-107 Core Business •Counsel and advise the City Council, City Manager, boards and commissions, anddepartment directors on the legal implications of contemplated policy andadministrative decisions•Prepare and review City ordinances, contracts, and intergovernmental agreements•Provide legal advice to all City departments, to Human Resources on personnelmatters, and the Police Department on intergovernmental agreements and newlegislation•Represent the City in litigation in state and federal courts and before local and stateadministrative agencies.•Coordinate litigation defense provided by the City’s insurance carrier•Conduct legal training and other educational programs related to compliance with theCity Charter and Code of Laws•Supervise prosecution of City Code violations in Municipal Court•Prosecute enforcement of sales tax and Liquor Authority cases•Assist City Council in achieving its policy goals 2021 Strategic Accomplishments •Addressed changes to Code of Laws required by recent legislation•Participated in an interdepartmental team to develop massage business licensing andenforcement program•Managed litigation against the City by coordinating and directing the work of defenseattorneys assigned by the City’s insurance carrier•Represented the City in negotiations and court process to acquire needed right-of-wayfor Wadsworth improvement project•Advised Police Department on compliance with new statewide legislation on policeconduct 2022 Strategic Priorities •Supervise litigation and personal injury claims against the City to assist with insurancedefense and coverage•Assist City Clerk and Police Department in complying with increasingly expansive CORAlaw•Advise City council and staff as the Clear Creek Crossing and Lutheran campusredevelopment projects require City action•Conduct training for Board of Adjustment and Planning Commission members 51 2022 Proposed Budget 01-107 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Legal Services - Contracted 0 0 0 0 0 0 0 0 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $0 $0 $0 $0 Materials and Supplies $0 $0 $0 $0 Other Services and Charges $361,546 $374,200 $374,200 $430,000 Capital Outlay $0 $0 $0 $0 $361,546 $374,200 $374,200 $430,000 Staffing and Financial Summary Total 2022 Budget by Object City Attorney Other Services and Charges 100% 52 2022 Proposed Budget 01-610 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed No Staff Authorized 0 0 0 0 0 0 0 0 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $2,724,436 $2,596,143 $2,622,059 $2,841,201 Materials and Supplies $30,939 $35,300 $35,300 $37,300 Other Services and Charges $2,552,392 $2,251,212 $2,194,178 $2,545,859 Debt Service $80,167 $83,167 $80,168 $80,168 $5,387,934 $4,965,822 $4,931,705 $5,504,528 Staffing and Financial Summary Total 2022 Budget by Object Central Charges Personnel Services 52% Materials and Supplies 1% Other Services and Charges 46% Debt Service 1% 53 2022 Proposed Budget City Treasurer’s Office About the Office of the City Treasurer 01-101 Chris Miller, City Treasurer The Treasurer shall be elected by a majority vote of the electors of the City of Wheat Ridge at each general municipal election and shall have the same qualifications as members of the City Council. It shall be the Treasurer’s responsibility to establish a system of accounting and auditing for the City which shall reflect, in accordance with generally accepted accounting principles, the financial condition and operation of the City. The Treasurer shall be a custodian of all public monies belonging to or under the control of the City or any office, department, or agency of the City and shall deposit or invest all monies as directed by the Council. 2022 Budget Priorities •Pursue savings/revenue- enhancing opportunities •Pursue policies to move toward financial sustainability •Manage investments to maintain cash flow as needed •Maintain investment policy to reflect state law and best practices 54 2022 Proposed Budget City Treasurer01-101 Core Business •Manage the City’s cash flow •Manage the City’s banking agreements and services to conform with best practices •Manage City investments to maintain a stable, revenue-enhancing portfolio •Perform all other duties as may be required by ordinance •Work with City Council on tax code changes and enhancements through anordinance change 2021 Strategic Accomplishments •Managed and monitored the City’s investment portfolio yielding higher returnsprior to the economic downturn •Continued financial transparency efforts through City Treasurer Reports on theCity website and social media 2022 Strategic Priorities •Analyze cash flow to ensure maximum investment potential is realized •Improve fiscal transparency and financial reporting to Wheat Ridge residents •Review and update the City’s investment policy 55 2022 Proposed Budget 01-101 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed City Treasurer Elected Elected Elected Elected Elected Elected Elected Elected 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $33,186 $32,958 $32,958 $32,958 Materials and Supplies $0 $150 $150 $200 Other Services and Charges $0 $2,000 $2,000 $3,050 Capital Outlay $0 $0 $0 $0 $33,186 $35,108 $35,108 $36,208 Staffing and Financial Summary Total 2022 Budget by Object City Treasurer Personnel Services 91% Materials and Supplies 1% Other Services and Charges 8% 56 2022 Proposed Budget City Clerk’s Office About the City Clerk’s Office 01-108 Steve Kirkpatrick, City Clerk The City Clerk’s Office maintains and certifies records of all City business, including resolutions, ordinances, meeting minutes, official deeds, leases, contracts, and agreements. In addition, it is the duty of the City Clerk to administer all municipal elections, to act as chairperson of the election commission, is the clerk to the Police Pension Board, fulfills all public information requests, and provide and manage all petition forms for any purpose under the provisions of the City’s Charter. The City Clerk’s Office handles the posting of all public notices, the administration and maintenance of liquor and amusement licenses, and the fulfillment of public record requests. City Clerk Elected Deputy City Clerk 2022 Budget Priorities •Collaborate with the Police Department regarding liquor enforcement •Develop a program of continuing education for liquor and amusement licensees and special event holders •Produce and implement election and referendum procedures and policies •Assist Colorado Municipal Clerks Association in producing educational training seminars for a state-wide organization 57 2022 Proposed Budget City Clerk’s Office01-108 Core Business •Maintain records of City ordinances, resolutions, deeds, easements, and officialdocuments, including management of Municipal Code supplements•Administer fees, licenses, and requirements of the City’s liquor establishments•Serve as liaison to the Wheat Ridge Liquor License Authority Board•Coordinate with Jefferson County for all municipal, primary, and general elections•Record and maintain a permanent record of City Council proceedings•Oversee the publication of all notices, proceedings, and matters of public record•Administer the amusement license policies, procedures, and fees•Serve as Clerk to the Police Pension Board•Coordinate the application and appointment process for the City’s eleven boardsand commissions•Administer yearly destruction of records per the Colorado Model Municipal RecordsRetention Schedule•Coordinate fulfillment of Public Information Requests (CORA) 2021 Strategic Accomplishments •Continued digital archiving of City records to ensure permanent digital backup•Saved money with better management of public notice advertisements•Attended the Colorado Municipal Clerks Association (CMCA) Institute•Continued training and education classes at CMCA Academy•Presented class topics for CMCA Institute and Academy courses•Instructed both basic and advanced liquor classes to Colorado municipal clerks atCMCA Institute and Academy•Coordinated with the City Attorney’s office to update City Code to comply with newand existing state liquor statutes•Assisted the Colorado Municipal League to update their liquor licensing handbookfor municipal clerks•Reviewed and revised election forms, procedures and created a candidatesresources manual 2022 Strategic Priorities •Obtain Colorado Municipal Clerks Certificate•Improve communication with the Police Department regarding liquor enforcement•Continue to develop a certification program of education for liquor, amusementlicensees, and special event holders•Participate in Colorado Municipal Clerks Association Annual Institute as a trainer•Initiate referendum policies and procedures documents•Reform and update Election law in city code•Document procedures for all local election processes•Grow online service offerings 58 2022 Proposed Budget 01-108 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed City Clerk Elected Elected Elected Elected Deputy City Clerk 1 1 1 1 Total 1 1 1 1 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $101,103 $98,427 $100,239 $103,799 Materials and Supplies $508 $1,000 $500 $1,000 Other Services and Charges $42,086 $73,700 $82,388 $83,700 $143,696 $173,127 $183,127 $188,499 Staffing and Financial Summary Total 2022 Budget by Object City Clerk's Office Personnel Services 55% Materials and Supplies 1% Other Services and Charges 44% 59 2022 Proposed Budget City Manager’s Office About the City Manager’s Office 01-106 City Manager, Patrick Goff The City of Wheat Ridge functions within a Council-Manager form of government, which combines the strong political leadership of elected officials with the strong managerial experience of an appointed manager. The Council-Manager form of government was created to fight corruption and unethical behavior by fostering professionalism, transparency, responsiveness, and accountability. It promotes citizen representation and supports the political direction of an elected City Council through the administrative guidance of an appointed City Manager. The City Manager supervises the delivery of public services and implements public policy approved by the Council. The City Manager’s Office facilitates economic development activities to promote and market Wheat Ridge, retain and attract retail activity, rehabilitate underutilized commercial corridors, and increase primary job opportunities. In addition, this office manages the Sustainable Wheat Ridge programming and the local Homeless Navigator program in coordination with the Jeffco Regional Homeless Navigator effort. 2022 Budget Priorities •Engage development and redevelopment opportunities throughout the City of Wheat Ridge •Develop and implement strategies to address issues related to homelessness •Prioritize work related to Council’s strategic priorities •Implement the updated Neighborhood Revitalization Strategy •Complete projects associated with the Renewal Wheat Ridge bond Homeless Navigator creating move-in kits with Wheat Ridge Rotary Club 60 2022 Proposed Budget CITY MANAGER’S OFFICE City Manager Economic Development Manager Assistant to the City Manager Homeless Navigator Sustainability Coordinator 61 2022 Proposed Budget City Manager’s Office01-106 Core Business •Provide overall administration for the City in accordance with City Council goals andpolicies •Manage and supervise departments, agencies, and offices to achieve goals withavailable resources •Provide oversight in preparation and execution of the budget •Manage and direct economic development programs within the City of Wheat Ridge•Provide effective communication with City Council, employees, and members of thepublic•Ensure organizational expectations are incorporated into daily work processes •Manage Sustainable Wheat Ridge programming and Homeless Navigator efforts 2021 Strategic Accomplishments •Winner of NLC’s 2021 All-America City Award •Continued implementation of 2E projects •Continued to facilitate sustainable economic development opportunities •Implemented Council’s short-term housing regulations •Completed an amendment to the City’s comprehensive plan for the redevelopment ofthe Lutheran Legacy campus •Led development of Council’s Tobacco Retail Licensing ordinance •Determined and implemented strategies to support residents experiencinghomelessness •Installed first two electric vehicle charging stations on municipal property •Supported Council’s work related to diversity, inclusion, and antiracism, including theappointment of the resident-led Race and Equity Task Force •Continued Wheat Ridge 101 resident academy in collaboration with Localworks 2022 Strategic Priorities •Continue to facilitate sustainable economic development opportunities •Increase support for individuals experiencing homelessness through City’s HomelessNavigation program and community partnerships •Increase City’s resident sustainability impact through the Sustainable NeighborhoodProgram •Continue to support Council’s work related to diversity, inclusion, and antiracism •Prioritize work related to Council’s strategic priorities •Implement the projects associated with the Renewal Wheat Ridge Bond 62 2022 Proposed Budget 01-106 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed City Manager 1 1 1 1 Assistant to the City Manager 1 1 1 1 Sustainability Coordinator 0 0.5 1 1 Homeless Navigator 0 1 1 1 2 3.5 4 4 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $370,916 $463,091 $447,309 $501,420 Materials and Supplies $19 $16,750 $11,600 $45,100 Other Services and Charges $33,066 $239,302 $231,612 $196,720 Capital Outlay $0 $0 $0 $0 $404,001 $719,143 $690,521 $743,240 Staffing and Financial Summary Total 2022 Budget by Object City Manager's Office Personnel Services 67% Materials and Supplies 6.1% Other Services and Charges 27% 63 2022 Proposed Budget Economic Development01-105 Core Business •Retention, expansion, and attraction of business •Assist in site location, development, building requirements, and real estate transactions •Market Wheat Ridge and its economic development programs •Monitor and process accounting for TIF, ESTIP, and BDZ agreements •Serve as Executive Director of the Wheat Ridge Urban Renewal Authority 2021 Strategic Accomplishments •Supported business activities through COVID-19 by coordinating grant programs, enhancing “Shop Wheat Ridge” marketing initiatives, and delivering PPE •Led team to issue property tax increment bonds for Renewal Wheat Ridge (RWR) •Advanced the priorities of RWR through the redevelopment of key properties •Participated in the All-America City •Approved development agreements relating to TIF and Grant Agreements for RWR •Served as board president of Jefferson County Business Resource Center (JCBRC) and Downtown Colorado, Inc. Served on the Governance Committee for Jefferson County Economic Development (Jeffco EDC) •Worked with the Jeffco Assessor’s Office on the calculations of Urban Renewal tax increment base and increment •Coordinated with Wheat Ridge Business Association, Wheat Ridge Chamber, and West Metro Chamber of Commerce to strengthen the Wheat Ridge business environment 2022 Strategic Priorities •Implement projects and initiatives associated with the RWR bond issuance •Continue to work on strengthening business during and coming out of COVID-19 •Work with RWR to coordinate TIF agreements and obligations •Continue marketing the vision plan for the TOD station area and the adjoining Opportunity Zone •Assist with the development of key sites within the community •Work with JeffCo Economic Development Corporation and the Metro Denver Economic Development Corporation on attraction efforts •Market properties acquired by the City through the Wadsworth Improvement Project for future repurposing •Market and assist with in-fill sites throughout Wheat Ridge 64 2022 Proposed Budget 01-105 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed 1 1 1 1 1 1 1 1 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $128,852 $128,314 $128,314 $132,503 Materials and Supplies $99 $10,850 $10,850 $12,850 Other Services and Charges $1,721,639 $1,565,308 $1,509,470 $1,938,665 Capital Outlay $0 $60,000 $0 $0 $1,850,590 $1,764,472 $1,648,634 $2,084,018 Staffing and Financial Summary Total 2022 Budget by Object Economic Development Economic Development Manager Personnel Services 6% Materials and Supplies 0.6% Other Services and Charges 93% 65 2022 Proposed Budget Municipal Judge (Appointed) Court Administrator JudicialAssistant I (2) Court Marshal (3) Probation OfficerDeputy Court Administrator Judicial Assistant II (4) Municipal Court About Municipal Court 01-109 The Municipal Court is a limited jurisdiction court of record established to hear and resolve City Charter and ordinance violations for the City of Wheat Ridge. The Court has jurisdiction over traffic violations and local ordinances that include theft, assault, damage to property, harassment, trespassing, code, and animal violations. Most criminal matters carry up to a $2,650 fine and up to 364 days in jail. The Court Clerk’s Office is open full-time Monday through Friday, and Court is in session three days per week, and trials to a jury are in addition to regular Court days. The Court acts as a check and balance on the legislative and executive branches of government. The Court’s sentencing philosophy is to rehabilitate the defendant, protect the public, deter criminal conduct, and provide restitution to victims. 2022 Budget Priorities •Assess, monitor, andimplement security improvements in the Courtroom •Research alternativecompliance solutions •Establish an internal diversion program formunicipal alcohol and drug violations Judge Randall Municipal Courtroom New, COVID-Safe Consult Room 66 2022 Proposed Budget Municipal Court 01-109 Core Business • Create, maintain, and adjudicate case filings for criminal, traffic, juvenile, nuisance, property abatement, animal control, sales tax violations, administrative hearings, and business license matters. • Conduct Court sessions for various hearings, arraignments, pre-trials, trials by judge, trials by jury, probation compliance, restitution, contempt citations, and sentencing • Collect and process escrow funds for restitution, jury demands, and bonds; collect and account for revenue received for fines, fees, and costs • Process unbonded defendants by video, establish bonds, transport prisoners, monitor number of prisoners and length of sentence • Immediately appoint attorneys for in-custody defendants facing potential incarceration • Issue bench warrant and default judgments • Maintain a secure courtroom • Monitor sentencing compliance; establish payment plans and other alternative forms of sentence compliance. • Seal or expunge criminal records pursuant to legislative mandates • Comply with ordinances, statutes, and constitutions 2021 Strategic Accomplishments • Complied with legislation requiring oversight of Court Appointed Counsel through the Office of Alternative Defense Counsel (OADC) • Requested grant funds through Department of Local Affairs to offset expenses associated with legislatively mandated defense counsel for defendants in custody • Complied with state, county, and municipal COVID requirements; maintained return to work plan to address the safety and health of all parties appearing in Court; conducted cases by alternative means including audio-video conferencing, pleas by mails, and pre- trial conferences via phone • Established a Homeless Court in collaboration with Homeless Navigator. • Participated in CMJA legislative liaison committee providing input on legislation impacting Municipal Court 2022 Strategic Priorities • Establish a diversion program for defendants under age 21 for identified violations. • Assess, monitor, and implement security improvements in Courtroom • Research alternative compliance solutions in lieu of outstanding judgment/warrants • Collaborate with and incorporate race & equity task force recommendations 67 2022 Proposed Budget 01-109 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Municipal Judge 1 1 1 1 Court Administrator 1 1 1 1 Deputy Court Administrator 1 1 1 1 Judicial Assistant II 3 3 4 4 Judicial Assistant I 3 3 2 2 Probation Officer 1 1 1 1 Court Marshall 1.25 1.25 3 3 10.25 10.25 12 12 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $806,268 $844,351 $761,929 $1,035,945 Materials and Supplies $11,079 $18,100 $16,850 $20,000 Other Services and Charges $19,153 $44,140 $33,165 $47,810 Capital Outlay $2,798 $0 $0 $3,000 $839,299 $906,591 $811,944 $1,106,755 Staffing and Financial Summary Total 2022 Budget by Object Municipal Court Personnel Services 92% Materials and Supplies 1.8% Other Services and Charges 4.3% Capital Outlay 0.3% 68 2022 Proposed Budget 2020 Actual 2021 Estimated 2022 Goals 1,824 2,200 2,500 488 575 650 688 800 925 Cases continued beyond arraignment 416 490 575 301 350 400 Alternative methods of resolving cases 360 425 490 Failures to Appear Performance Measures Municipal Court Scheduled Court Appearances Reached Disposition/Resolved Paid prior to Court 69 2022 Proposed Budget Administrative Services About Administrative Services The Administrative Services Department oversees and directs the operations of Finance, Human Resources, Purchasing, Information Technology, Risk Management, Budget, the Public Information Office, Administration, and the Safety/Wellness Programs. 2022 Budget Priorities •Support work to advance Council’s priorities specifically, de-mystifying government and improving licensing and permitting processes •Determine a path forward for an enterprise-wide ERP system •Support diversity, equity, and inclusion initiatives in the organization and community •Successfully onboard and empower smart and forward-thinking employeesAllison Scheck Administrative Services Director 70 2022 Proposed Budget 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed 6 6.5 7.5 8.5 2 2 2 2 4 4 4 4 4 4 4 4 2 2 2 2 Financial Services Public Information Administrative Services Human Resources Procurement Information Technology 6 6 6 7 24 24.5 25.5 27.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $2,162,617 $2,263,301 $2,228,347 $2,622,374 Materials and Supplies $22,479 $27,615 $24,400 $26,125 Other Services and Charges $1,467,721 $1,731,922 $1,651,180 $1,706,161 Capital Outlay $195,273 $383,275 $371,751 $358,519 $3,848,090 $4,406,113 $4,275,678 $4,713,179 Staffing and Financial Summary Total 2022 Budget by Object Administrative Services Personnel Services 56% Materials and Supplies 0.6% Other Services and Charges 36% Capital Outlay 8% 71 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed $625,190 $673,064 $645,369 $799,764 $362,639 $372,687 $333,206 $362,342 $355,901 $369,411 $358,568 $398,393 $583,317 $692,406 $683,020 $731,240 $120,472 $142,702 $139,941 $185,422 $1,800,571 $2,155,843 $2,115,574 $2,236,018 $3,848,090 $4,406,113 $4,275,678 $4,713,179 Total 2022 Budget by Program Administrative Services Total Budget by Program Finance Public Information Administration Human Resources Procurement Information Technology Finance 17%Public Information 8% Administration 8% Human Resources 16% Information Technology 47% Procurement 3% 72 2022 Proposed Budget Administrative Services Director HR Manager Procurement ManagerExecutive Assistant IT Manager Senior HR Business Partner (2) Procurement Coordinator Accounting Tech Payroll Supervisor Revenue Auditor GIS Analyst IT Technician Network Administrator Sr. IT Support Tech (2) Revenue Tech Finance Manager Public Information Specialist Staff Accountant HR Business Partner Public Information Officer Payroll Tech (0.5) Administrative Specialist GIS Technician Accounting Supervisor Administrative Assistant ADMINISTRATIVE SERVICES 73 2022 Proposed Budget 2020 Actual 2021 Estimated 2022 Goals Network uptime annual percentage 99.0%99.5%99.0% 93.8%95.0%95% Yes Yes Yes Percentage of successful P-Card audits 99%99%100% 200 150 100 7 6 8 Yes Yes Yes 86 days 89 days 87.5 days 13.10%9.70%14% 10%10%10% Yes Yes Yes Time to fill positions (days) Turnover rate Growth in social media audience Produce WRPD Annual Report Administrative Services Employee Safety Committee Initiatives (of 10 possible programs) Score of 100 or higher on Property/Casualty Audit Security/cyber test pass rate annual percentage # of employees trained on purchasing processes Performance Measures Unqualified audit opinion 74 2022 Proposed Budget Administrative Services 01-111 Core Business • Perform complex administrative and supervisory work in managing, planning, coordinating, and directing operations of the department, including office support and support of the divisions of Finance, Human Resources, Purchasing and Contracting, Information Technology, and Public Information • Perform all duties related to budget preparation and administration • Organize and direct the City’s risk management program • Coordinate City Council meeting agendas and packets • Provide internal support for general City operations to include mail, supplies, and phones 2021 Strategic Accomplishments • Applied for and received American Rescue Plan funding • Implemented hybrid City Council meetings • Supported the City’s community engagement activities • Improved the Boards and Commissions recruitment and selection process • Continued work to implement the department’s vision and action plan • Received GFOA Distinguished Budget Award for the 2021 Annual Budget • Completed City Hall remodel and security improvements • Supported the City’s entry, and eventual designation, in the All-America City competition 2022 Strategic Priorities • Support council’s priorities specifically, broadening community engagement and education and improving licensing and permitting processes • Continue to improve boards and commissions processes • Increase Safety Committee initiatives to enhance safety awareness throughout the organization • Support diversity, inclusion, and equity initiatives within the organization and community • Research and evaluate a new Enterprise Resource Planning (ERP) system • Continue to lead pandemic related health and safety initiatives 75 2022 Proposed Budget 01-111 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Administrative Services Director 1 1 1 1 Executive Assistant 1 1 1 1 1 1 1 1 Administrative Specialist 0 0 1 1 1 1 0 0 4 4 4 4 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $346,030 $354,315 $344,627 $385,619 Materials and Supplies $810 $2,100 $1,850 $2,200 Other Services and Charges $9,061 $12,996 $12,091 $10,574 $355,901 $369,411 $358,568 $398,393 Staffing and Financial Summary Total 2022 Budget by Object Administrative Services Administrative Asst - Mayor and Council Operations Support Technician II Personnel Services 97% Materials and Supplies 0% Other Services and Charges 3% 76 2022 Proposed Budget Administrative Services Financial Services 01-103 Core Business • Process all revenue from all sources • Manage accounts payable and vendor relationships • Process bi-weekly payroll and maintain open channels of communication with Human Resources and key departmental personnel • Advise on, administer, and maintain licensing of all businesses • Assist and educate residents and taxpayers through a variety of media on tax form completion, information resources, and compliance methods and remedies • Maintain the general ledger, payroll, fixed asset, and tax revenue systems in ADG • Prepare annual audit work papers and liaise with external auditors to produce the annual Financial Statements • Implement, monitor, and enforce internal controls • Prepare accurate and timely monthly financial statements and reports • Provide strategic financial analysis to the Executive Management Team • Verify and remedy tax compliance through tax revenue audits • Enforce requirements of the law regarding delinquent taxes and licenses • Manage, reconcile, and safeguard cash • Provide first-class customer service to all City personnel and the community 2021 Strategic Accomplishments • Received an unqualified audit opinion from CliftonLarsonAllen for 2020 • Implemented three new licensing programs in response to changes to the City’s Code of Laws: massage, short-term rentals, and retail tobacco • Onboarded a license technician • Obtained City Council authorization to participate in the Sales and Use Tax Software System (SUTS) administered by the State of Colorado Department of Revenue • Processed over 4,000 business license renewals and issued over 250 new business licenses 2022 Strategic Priorities • Examine and rationalize business licensing processes • Examine and rationalize tax reporting and collections • Increase sales and use tax audits and related audit recovery revenue • Obtain an unqualified opinion on the 2021 financial audit • Obtain resources to meet the demands and challenges resulting from the commencement of construction on the Wadsworth Widening project and the receipt of public bond proceeds for the Kipling Corridor economic development initiative 77 2022 Proposed Budget 01-103 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Finance Manager 0 1 1 1 Accounting Manager 1 0 0 0 Accountant 1 1 1 1 Accounting Technician 1 1 1 1 Payroll Supervisor 1 1 1 1 Payroll Technician 0 0.5 0.5 0.5 Revenue Auditor 1 1 1 1 Revenue Technician 1 1 1 1 Licensing Technician 0 0 1 1 Accounting Supervisor (time limited)0 0 0 1 6 6.5 7.5 8.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $446,778 $511,871 $486,329 $663,266 Materials and Supplies $4,257 $7,015 $5,150 $5,675 Other Services and Charges $174,155 $154,178 $153,890 $130,823 Capital Outlay $0 $0 $0 $0 $625,190 $673,064 $645,369 $799,764 Staffing and Financial Summary Total 2022 Budget by Object Financial Services Personnel Services 83% Materials and Supplies 1% Other Services and Charges 16% 78 2022 Proposed Budget Administrative Services Human Resources 01-112 Core Business • Provide organizational guidance on people issues • Oversee people functions such as talent management, employee relations, job classification, and total rewards, HRIS systems, and organizational compliance • Guide personnel policy development, administration, and interpretation • Deliver organizational development systems including performance management tools, training and development, employee benefits, and employee engagement programs aligned with City values • Oversee two of three retirement plans, health, wellness, safety, educational and recognition programs, employee assistance programs, worker’s compensation, and unemployment • Serve as a strategic partner in organizational development planning, leadership, and cultural development, workforce and succession planning, training, performance, and change management 2021 Strategic Accomplishments • Conducted 2021 engagement survey, developed themes, and presented results to inform next steps • Responded to organizational needs regarding COVID. Developed policy and monitored compliance • Updated and continued to improve HRIS reporting, yielding time savings for payroll staff, and improved accuracy and consistency • Continued to use and promote HR Learning System • Delivered a supervisor training program and conducted video micro-trainings • Supported antiracism, equity, and inclusion supervisor training • Improved workers’ compensation program • Enhanced the performance management process 2022 Strategic Priorities • Ensure a productive and engaged workforce by implementing talent management and engagement tools, City-wide • Continue supervisor training program • Support diversity, equity, inclusion, and antiracism efforts directed by resident-led committee(s) • Support ERP analysis • Guide a wide evaluation of organizational philosophies around leaves, compensation, and employee total rewards 79 2022 Proposed Budget 01-112 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Human Resources Manager 1 1 1 1 SR Human Resources Business Partner 0 2 2 2 Human Resources Business Partner 2 1 1 1 Human Resources Technician 1 0 0 0 4 4 4 4 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $435,801 $434,489 $448,013 $453,713 Materials and Supplies $203 $2,700 $2,000 $2,500 Other Services and Charges $147,313 $255,217 $233,007 $275,027 Capital Outlay $0 $0 $0 $0 $583,317 $692,406 $683,020 $731,240 Staffing and Financial Summary Total 2022 Budget by Object Human Resources Personnel Services 62%Materials and Supplies 0.3% Other Services and Charges 38% 80 2022 Proposed Budget Administrative Services Public Information Officer (PIO) 01-113Core Business •Serve as the liaison between the City and the news media to coordinate the release ofinformation to the public and responses to inquiries•Promote the City and encourage community engagement through electronic, written,and verbal communications •Monitor and release information about public safety issues and criminal activity•Monitor social media sites for the City and WRPD (Twitter, Instagram, Facebook,Nextdoor)•Create and distribute newsletters to support community outreach, including Mayor’sMatters and Connections •Coordinate and promote events within the community•Plan, coordinate, and promote City programs, recognition, and events•Manage WRTV, channel 8 equipment, slide content, and related video projects •Manage media partnerships, contractors, and vendors•Monitor branding for the City and provide guidance on general style and usage of logoand images•Oversee web content updates, graphics, and provide training for web administrators •Support and advise the Mayor, elected officials, City Manager, and directors on publicaffairs, media interaction, and crisis communications•Serve on Emergency Response Team 2021 Strategic Accomplishments •Maintained the City and WRPD’s social media engagement on Facebook, Twitter, andNextdoor, Instagram•Increased overall media coverage for the City and WRPD•Managed ongoing COVID-related communications •Expanded transparency of police policies and procedures online•Supported increased community engagement activities•Supported introduction of Relationship-based policing philosophy •Supported the All-America City competition and worked on integrating the designationinto the City’s brand 2022 Strategic Priorities •Support council priorities, including demystifying government through an engagingvideo series and annual “get involved” mailer •Empower and mentor new staff supporting communications initiatives•Continue to grow social media presence and increase community engagement•Support efforts to raise awareness of and appreciation for diversity and equity in thecommunity 81 2022 Proposed Budget 01-113 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed PIO/Communications Manager 1 1 1 1 Digital Communications Specialist 1 1 0 0 Public Information Specialist 0 0 1 1 2 2 2 2 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $184,188 $187,546 $182,654 $218,326 Materials and Supplies $29 $1,000 $600 $1,000 Other Services and Charges $178,422 $184,141 $149,952 $143,016 Capital Outlay $0 $0 $0 $0 $362,639 $372,687 $333,206 $362,342 Staffing and Financial Summary Total 2022 Budget by Object Public Information Personnel Services 60% Materials and Supplies 0.3% Other Services and Charges 40% 82 2022 Proposed Budget Administrative Services Procurement 01-116 Core Business •Manage procurement transactions: supplier sourcing, contract, and purchase order content, purchasing card program, and surplus disposal •Determine the appropriate procurement method for the purchase of goods, professional services, and construction services •Work with departments to develop technical bid specifications or statements of work for bids and proposals, scheduling, interviews, negotiations, cost analysis, and delivery •Comply with purchasing and competitive bid proposal guidelines, payment methods, and signature approval levels and assist departments in attaining compliance •Foster effective relationships with internal and external customers to facilitate sound business transactions and enhance future acquisitions •Oversee renewal on-call and other multi-year service agreements •Assure accurate reporting of open POs for annual carry-over approval •Uphold the Universal Public Procurement Certification Council (UPPCC) code of ethics 2021 Strategic Accomplishments •Facilitated formal solicitation of a GC for the Wadsworth Improvement Project – Phase 1 Construction, resulting in August award to the apparent low bidder •Conducted monthly, consistent, manageable P-Card audits, achieving 99% compliance •Responded to changing needs of the City in terms of increased budgets and priorities •Prioritized Investing 4 The Future projects, invoice review, and payment processing, especially for Clear Creek Crossing – I-70 ramp project completed in 2021 •100% electronic formal bid submittals and virtual bid openings 2022 Strategic Priorities •Successfully onboard two new staff members, empowering them to deliver progressive procurement initiatives •Support Renewal Wheat Ridge bond initiative •Prioritize ERP consultant and other high-priority solicitations/projects •Revisit needs for on-call contractors, vendors, consultants with appropriate departments and issue formal solicitations as needed 83 2022 Proposed Budget 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed 0 0 1 1 1 1 0 0 0 0 1 1 1 1 0 0 2 2 2 2 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $119,026 $134,052 $134,291 $175,072 Materials and Supplies $391 $750 $750 $700 Other Services and Charges $1,055 $7,900 $4,900 $9,650 Capital Outlay $0 $0 $0 $0 $120,472 $142,702 $139,941 $185,422 Total 2022 Budget by Object Procurement Staffing and Financial Summary 01-116 Procurement Manager Procurement and Contracting Agent Procurement Coordinator Buyer II Personnel Services 94.4%Materials and Supplies 0.4% Other Services and Charges 5.2% 84 2022 Proposed Budget Administrative Services Information Technology 01-117 Core Business •Responsible for information technology to support the City’s Strategic Plan •Procure, install, and maintain City’s computers •Select and test software for City’s computers •Maintain inventory of computers and software •Negotiate technology contracts and service level agreements with providers •Assist departments with special software projects •Provide backup and disaster recovery for server and telephone system •Ensure security, reliability, and integrity of the technology system •Anticipate system needs and requirements 2021 Strategic Accomplishments •Responded to the COVID-19 emergency by supporting telework and virtual processescitywide •Reworked various telephone trees and navigation menus to better serve members ofthe public, visitors, and staff •Migrated all users to the latest version of Windows & Office 356 with Teams •Installed new security cameras for Recreation Center, Parks Forestry & Open Space,PD Evidence and Public Works •Upgraded VOIP Telecommunications System for remote access needs •Renegotiated new contracts for faster internet and connection the speeds at samecost •Performed upgrades to Computer-Aided Dispatch, Records Management System,wireless system, records management systems, sales tax web software, virtualizationof servers, video arraignment system, and various applications. 2022 Strategic Priorities •Prepare for major infrastructure upgrades and enhancements •Determine a path forward for a new enterprise resource planning solution anddetermine process improvements•Upgrade document imaging and archive system and deploy more widely •Focus on improving cyber-security preparedness •Enhance GIS platform and prioritize development map•Continue to enhance web platforms 85 2022 Proposed Budget 01-117 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed IT Manager 1 1 1 1 Network Administrator 1 1 1 1 Sr. IT Support Technician 2 2 2 2 GIS Analyst 1 1 1 1 IT Technician 1 1 1 1 GIS Technician 0 0 0 1 6 6 6 7 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $630,793 $641,028 $632,433 $726,378 Materials and Supplies $16,789 $14,050 $14,050 $14,050 Other Services and Charges $957,716 $1,117,490 $1,097,340 $1,137,071 Capital Outlay $195,273 $383,275 $371,751 $358,519 $1,800,571 $2,155,843 $2,115,574 $2,236,018 Staffing and Financial Summary Total 2022 Budget by Object Information Technology Personnel Services 32% Materials and Supplies 1% Other Services and Charges 51% Capital Outlay 16% 86 2022 Proposed Budget Community Development About Community Development Ken Johnstone Community Development Director The Community Development Department guides the physical development of the City with the goal of creating safe, attractive neighborhoods and strong commercial and mixed-use corridors. Our work is done in partnership with citizens and the business community. It includes long-range planning, current planning and zoning services, building permits/inspections, and hotel/motel and housing inspections. 2022 Budget Priorities •Continue to manage review and approval of ongoing phases of development in Clear Creek Crossing •Strategically manage the City’s capital improvement funding and provide project oversight •Implement priority recommendations from the 2019 NRS update, including the Let’s Talk neighborhood engagement program •Develop 44th Avenue Corridor Plan •Expand building division services that facilitate reinvestment in existing buildings •Expand the public’s web-based access to permitting, plan review and inspections Toll Brothers Development at the Wheat Ridge Ward Station Lutheran Medical Center groundbreaking at Clear Creek Crossing 87 2022 Proposed Budget 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Administration 2 3 2 2 Planning 5 6.75 7.75 7.75 Building Contracted Contracted Contracted Contracted Engineering 0 7 8 8 7 16.75 17.75 17.75 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $1,616,726 $1,721,401 $1,711,593 $1,903,290 Materials and Supplies $14,703 $42,253 $38,620 $52,370 Other Services and Charges $1,190,339 $2,804,440 $2,949,598 $2,109,437 Capital Outlay $0 $3,275 $0 $15,300 $2,821,768 $4,571,369 $4,699,811 $4,080,397 Staffing and Financial Summary Total 2022 Budget by Object Community Development Personnel Services 46.6% Materials and Supplies 1.3% Other Services and Charges 52% Capital Outlay 0.4% 88 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Administration $271,033 $275,957 $270,003 $290,983 Planning $532,940 $1,011,784 $1,027,528 $889,117 Building $1,133,965 $2,406,300 $2,554,800 $1,963,937 Engineering $883,830 $877,328 $847,480 $936,360 $2,821,768 $4,571,369 $4,699,811 $4,080,397 Total Budget by Program Total 2022 Budget by Object Community Development Administration 7% Planning 22% Building 48% Engineering 23% 89 2022 Proposed Budget Director of Community Development Chief Building Official Planning Manager Senior Planner Planner I Senior Planner Contracted Building Services Neighborhood Engagement Specialist Senior Neighborhood Planner Landscape Inspection Program Manager (0.75) Engineering Manager Stormwater Coordinator Engineering Tech III Engineering Tech III Civil Engineer II Dev. Review Civil Engineer II Project C.I.P. Civil Engineer II Administrative Assistant Plans Reviewer/ Inspector Civil Engineer I COMMUNITY DEVELOPMENT 90 2022 Proposed Budget 2020 Actual 2021 Estimated 2022 Goals 51 55 50 70 60 60 24.85 24 24 1,897 2,000 2,000 Number of inspections completed 12,051 14,221 18,000 Number of plan reviews completed 595 708 700 $148,840,474 $476,689,547 $455,344,927 5,835 9,320 2,060 8,533 11,265 4,837 Number of ADA ramps constructed 20 40 40 339 325 300 Linear feet of storm sewer designed/constructed Number of civil engineering plans/studies reviewed Performance Measures Community Development Average turnaround times for land use case referral comment letters (in days) Linear feet of roadway designed/constructed Number of active land use cases Number of permits issued Valuation of all permits Number of pre-application meetings held 91 2022 Proposed Budget Community Development Administration 01-120 Core Business • Provide leadership for long-range planning, development review, engineering, transportation planning/design, and building permitting functions • Manage administrative activities pertaining to budget, records retention, purchasing, public noticing, and meeting minutes for four City Council appointed members of the public boards and commissions • Direct preparation of special plans and studies • Represent the City in public outreach efforts and regional real estate and professional events and forums • Collaborate and coordinate with other departments, outside agencies, adjacent municipalities, and regional and state agencies • Provide staff support to City Manager and City Council 2021 Strategic Accomplishments • Led staff team implementing WR-Ward TOD Vision and 2E funded infrastructure • Managed all aspects of the contractual building permit/inspection functions of the City • Provided leadership and direction in the launching of the two new virtual neighborhood engagement tools: What’s Up Wheat Ridge and Wheat Ridge Speaks • Provided leadership in initiating the URA’s pursuit of a capital improvement bond in the I-70/Kipling Urban Renewal Area • Initiated hiring of a consultant to pursue aesthetic betterments of the I-70/32nd Avenue/Youngfield corridor • Provided leadership and strategic management of the City’s CIP, including rapid adjustments in response to COVID-related budget adjustments 2022 Strategic Priorities • Continue to manage the design and implementation of 2E funded public improvements for Clear Creek Crossing, Wheat Ridge-Ward station area, and Wadsworth Blvd. • Provide leadership in developing and managing URA bond capital projects • Provide leadership in making regulatory changes targeted toward improving the City’s hotel/motel district and Kipling corridor • Facilitate revitalization of and reinvestment along the City’s primary corridors through cross-departmental collaboration on development review • Provide leadership in identifying opportunities to improve operations across all divisions 92 2022 Proposed Budget 01-120 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Community Development Director 1 1 1 1 Administrative Assistant 1 1 1 1 Vacancy - to be determined based on need 0 1 0 0 2 3 2 2 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $269,292 $269,404 $265,228 $282,093 Materials and Supplies $481 $2,778 $1,000 $1,000 Other Services and Charges $1,260 $3,775 $3,775 $7,290 Capital Outlay $0 $0 $0 $600 $271,033 $275,957 $270,003 $290,983 Staffing and Financial Summary Total 2022 Budget by Object Administration Personnel Services 96.9% Materials and Supplies 0.3% Other Services and Charges 2.5%Capital Outlay 0.2% 93 2022 Proposed Budget Community Development Planning 01-121 Core Business • Review, analyze, process, and present various development and zoning applications such as private property rezoning requests, subdivisions, site plans, and variances • Review and approve building permits for compliance with zoning regulations • Serve as staff liaison to City Council, Planning Commission, Board of Adjustment, and the Wheat Ridge Housing Authority • Provide direct assistance to the public, businesses, developers, and other departments and agencies in all aspects of land use and development • Develop zoning code amendments, subarea plans, and comprehensive plan updates in response to City Council’s policy direction • Implement recommendations of the City’s adopted plans 2021 Strategic Accomplishments • Processed development entitlements throughout the City and in high-priority areas, including at Clear Creek Crossing and Wheat Ridge · Ward Station, Applewood Village Shopping Center, and 44th and Kipling • Engaged 6 neighborhoods through the Let’s Talk Resident Engagement Program • Completed the short-term rental code amendment and implemented STR licensing • Prepared updates to the zoning and development code, including related to the floodplain, outdoor recreation, bulk plane, and tenant notice • Kicked off and completed a community-wide master planning effort for the Lutheran Legacy Campus • Supported planning, design, and engagement efforts for the City’s Investing 4 the Future investments Wheat Ridge · Ward Station • Reviewed a record volume of building permits and recruited a dedicated staff person for zoning-related permit review and inspection 2022 Strategic Priorities • Implement recommendations from the Lutheran Master Plan • Manage the planning and engagement process for the 44th Avenue subarea plan • Continue processing development applications in and around the TOD area, Clear Creek Crossing, and other infill sites throughout the City • Oversee various amendments to the Code of Laws to implement Council policy direction, including related to accessory dwelling units • Recruit staff and restart the Landscape Inspection Program • Support planning, design, and engagement efforts for the URA bond projects • Launch online map showing public and private projects 94 2022 Proposed Budget 01-121 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Planning Manager 1 1 1 1 Senior Planner 1 1 2 2 Senior Neighborhood Planner 1 1 1 1 Planner II 1 1 0 0 Planner I 1 1 1 1 Neighborhood Engagement Specialist 0 1 1 1 Plan Reviewer/Inspector (time limited)0 0 1 1 Landscape Inspection Program Manager 0 0.75 0.75 0.75 5.00 6.75 7.75 7.75 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $493,077 $612,626 $632,185 $749,977 Materials and Supplies $11,370 $32,220 $32,220 $43,020 Other Services and Charges $28,494 $364,263 $363,123 $92,520 Capital Outlay $0 $2,675 $0 $3,600 $532,940 $1,011,784 $1,027,528 $889,117 Staffing and Financial Summary Total 2022 Budget by Object Planning Personnel Services 84.4% Materials and Supplies 4.8% Other Services and Charges 10.4%Capital Outlay 0.4% 95 2022 Proposed Budget Community Development Building 01-122 Core Business • License contractors and issue building permits for residential and commercial construction throughout the City • Review plans and documents to ensure compliance with adopted codes and life safety • Conduct construction field inspections for conformance with approved plans and codes • Process and respond to property maintenance code-related complaints. • Respond to calls from emergency services as it relates to buildings damaged from a fire or vehicle impact • Provide property-related information and consultation to current and proposed businesses related to alteration, expansion, and relocation throughout the City • Assist in administering hotel and motel inspection programs 2021 Strategic Accomplishments • Continued business model to contract with Charles Abbott Associates for full-time building division services • Opened permit counter for in-person customer service on June 1, 2021, while continuing to perform the majority of permit issuance and servicing online and over the phone • Used the building permit system’s web-based services to provide real-time status of building inspections scheduled and completed for contractors and homeowners. • Revamped the certificate of occupancy process to decrease lead time to issue certificates resulting in greater customer service • Continued use of the new online payment portal for building permits and contractor licenses • Implemented phased permitting process for a large construction project allowing for quicker review and increased control of the project • Continued all critical building permit issuance and inspection protocols through the pandemic 2022 Strategic Priorities • Expand building permit systems web-based contractor portal to allow contractors to apply, renew and update their license • Refine the process for “same day” permit issuance to make it more efficient for staff and applicants • Continue to implement more efficient processes for electronic plan review through training, software, and network utilization • Review all policies, procedures, and local code amendments for clarity and consistency and update as needed • Create a new program to provide quarterly informational meetings for contractors and/or home and business owners with timely relevant topics relating to building code and building permit processing 96 2022 Proposed Budget 01-122 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Contracted Staffing 0 0 0 0 0 0 0 0 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $0 $0 $0 $0 Materials and Supplies $1,714 $4,800 $4,800 $2,750 Other Services and Charges $1,132,251 $2,401,500 $2,550,000 $1,958,787 Capital Outlay $0 $0 $0 $2,400 $1,133,965 $2,406,300 $2,554,800 $1,963,937 Staffing and Financial Summary Building Total 2022 Budget by Object Materials and Supplies 0.1% Other Services and Charges 99.7% Capital Outlay 0.1% 97 2022 Proposed Budget Engineering 01-123 Core Business • Plan for and design the street, drainage, traffic, and other public improvement projects identified in the Capital Improvement Program (CIP) • Review and approve proposed development-related documents such as construction plans for street and site design, grading and drainage plans, final drainage reports, surveys and plats, legal agreements, easements, and other documents to assure compliance with City specifications and municipal code • Respond to service requests relating to traffic engineering, civil engineering, surveying, stormwater, and ADA access from the general public and other community stakeholders • Support all City departments on all matters requiring engineering, land surveying, and stormwater management expertise • Manage and support floodplain mapping, regulations, other related issues, and process floodplain permits • Manage Right-of-Way mapping & public infrastructure assets 2021 Strategic Accomplishments • Managed the implementation of essential 2E infrastructure improvement projects, including: o Completion of the construction of the Clear Creek Crossing street improvements o Completion of the Ward Road Station Area street and intersection designs o Restarted the Ward Road Station Area pedestrian bridge, plazas, and trail design and ROW acquisition o Completion of the Wadsworth Boulevard ROW acquisition and final design, including obtaining an additional $8 million in funding for construction • Worked with other City staff to secure I-70/Kipling URA bond funding that focuses on key transportation projects along the I-70 and Kipling Street corridors • Worked successfully with the Planning Division in the review of civil engineering documents, site plans, plat reviews, and inspection of infrastructure improvements for numerous redevelopment projects, including Foothills Credit Union, Outlook Clear Creek, Kum & Go, and SCL at Clear Creek Crossing, Hance Ranch, Yarrow Gardens, the Ridge at Ward Station, Parallel Apartments, Axis 70 West, Applewood Shopping Center Redevelopment, and for several residential subdivisions • Worked effectively with the Building Division to complete the engineering review of a record number of building permits 2022 Strategic Priorities • Manage the implementation of I-70/Kipling URA bond infrastructure improvement projects and finalize the design of Ward Road 2E bike/ped bridge and trail connection • Work with other City staff to develop a list of projects and implementation strategies in anticipation of short-term funding from Federal, State, and local sources • Perform civil, site, & plat reviews needed for various Land Use Cases and building permits for the Clear Creek Crossing Subdivision pad sites, Applewood Shopping Center Redevelopment, Ward TOD areas, and various residential subdivisions 98 2022 Proposed Budget 01-123 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Engineering Manager 0 1 1 1 Civil Engineer II 0 3 3 3 Stormwater Coordinator 0 1 1 1 Engineering Technician III 0 2 2 2 Civil Engineer I 0 0 1 1 0 7 8 8 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $854,356 $839,371 $814,180 $871,220 Materials and Supplies $1,139 $2,455 $600 $5,600 Other Services and Charges $28,334 $34,902 $32,700 $50,840 Capital Outlay $0 $600 $0 $8,700 $883,830 $877,328 $847,480 $936,360 Staffing and Financial Summary Total 2022 Budget by Object Engineering Personnel Services 93% Materials and Supplies 0.6%Other Services and Charges 5% Capital Outlay 0.9% 99 2022 Proposed Budget Police Department About the Police Department The Wheat Ridge Police Department is a full-service suburban police department organized under two major divisions: Patrol Operations and Support Services. The key public safety services provided to members of the public and visitors to the community include emergency and non-emergency response, criminal investigations, traffic safety, nuisance code, animal control, parks enforcement, crime prevention, school resource officers, and establishment of community partnerships to enhance problem-solving efforts. 2022 Budget Priorities • Develop strategies to mitigate the effects of COVID-19 on public safety, such as suspended court and limited jail space • Expand and enhance officer wellness initiatives • Focus officer and supervisor training on community engagement • Continue to build a department based on the pillars of Procedural Justice for the benefit of employees and the community VISION Exceptional people providing exceptional service! MISSION STATEMENT The Wheat Ridge Police Department is committed to providing the highest standards of service in partnership with the community. Division Chief Lorentz in Unit 1 – Wheat Ridge’s first police vehicle 100 2022 Proposed Budget 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Administration 5 5 5 5 Grants 1 1 1 1 Community Services Team 2 2 2 2 Crime Prevention Team 2.5 2.5 3.5 3.5 Records Team 8 8 8 8 Accreditation & Training 1 1 1 1 Patrol Operations 51 51 52 54 Investigations Bureau 24 24 24 24 Crash & Traffic Team 5 5 5 5 99.5 99.5 101.5 103.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $10,222,258 $10,222,881 $9,873,846 $10,954,091 Materials and Supplies $95,958 $123,099 $116,139 $139,882 Other Services and Charges $1,395,945 $1,779,645 $1,765,930 $2,022,000 Capital Outlay $16,605 $119,239 $29,750 $22,667 $11,730,766 $12,244,864 $11,785,665 $13,138,640 Staffing and Financial Summary Total 2022 Budget by Object Police Department 6.0 Community Service Officers; 1.0 Crime Prevention Officer and 0.5 Police Sergeant are funded in the Crime Prevention Fund. Personnel Services 83% Materials and Supplies 1% Other Services and Charges 16% Capital Outlay 0.2% 101 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Administration $1,711,672 $1,994,868 $1,902,958 $2,122,720 Grants $102,207 $201,601 $133,531 $171,607 Community Services Team $277,827 $292,663 $271,800 $316,953 Crime Prevention Team $271,647 $313,050 $271,798 $343,242 Records Team $391,593 $415,404 $397,749 $516,092 Accreditation & Training $252,612 $302,001 $301,044 $420,266 Patrol Operations $5,638,310 $5,426,031 $5,426,031 $5,862,773 Investigations Bureau $2,649,891 $2,766,065 $2,549,573 $2,813,495 Crime & Traffic Team $435,006 $533,181 $531,181 $571,492 $11,730,766 $12,244,864 $11,785,665 $13,138,640 Total Budget by Program Total 2022 Budget by Program Police Department Administration 16%Grants 1% Community Services Team 2% Crime Prevention Team 3% Records Team 4% Accreditation & Training 3% Patrol Operations 45% Investigations Bureau 22% Crime & Traffic Team 4% 102 2022 Proposed Budget *This Salary is accounted for under the Administrative Services Department Chief of Police Administrative Program Coordinator Division Chief Patrol Operations Community Services Team *Public InformationOfficer Professional Standards Division Chief Support Services Patrol Commander Watch 2 & 3 Patrol Commander Watch 1 & Special Teams SWAT Patrol Watch I Crash and Traffic Team Crime Prevention/School Resource Team VICE / Intelligence Sgt. Patrol Team A Sgt Patrol Team B Investigations Bureau Commander Metro Auto Theft Task Force (MATT) Police Support Technician Sgt. Property Crime Sgt Persons Crime Team Property & Evidence Training and Accreditation Crime Research Analyst Records Team West Metro Drug Task Force (WMDTF) Sex Offender Registration Police Support Technician SIU Sgt. Admin Sgt. Patrol Officers Patrol Officers Patrol Watch II Sgt. Patrol Team A Sgt Patrol Team B Patrol Officers Patrol Officers Patrol Watch III Sgt. Patrol Team A Sgt Patrol Team B Patrol Officers Patrol Officers F.T.O. Program P.O.S.T. Academy RecruitsSWAT Team Detectives Detectives Sgt. Crash and Traffic Sgt. Crime Prevention/ School Resource Administrative Analyst POLICE DEPARTMENT 103 2022 Proposed Budget 2020 Actual 2021 Estimated 2022 Goals 2817*5,680 6,000 0:04:31 0:04:21 0:04:15 5*15*40 257 296 300 Yes Yes Yes Yes Yes Yes *= low numbers due to Covid Police Achieve 98% Accuracy in the initial submission of accident reports to the Department of Revenue and 100% accuracy upon follow-up. Average response time to Priority 1 calls Maintain a position in the top 50% of all Jefferson County law enforcement agencies for case filings submitted per officer per year Total number of Crime Prevention presentations Performance Measures Total number of traffic contacts Total number of referrals to VOI 104 2022 Proposed Budget Police Department Administration 01-201 Core Business • Provide overall administration for the Police Department’s emergency and non-emergency delivery of services • Provide direction related to policy and procedure development, professional standard investigations, selection and training of police employees, public information and media relations, emergency management, adherence to state and national law enforcement accreditation standards, and community outreach efforts related to crime, traffic, and quality of life issues • Utilize department financial resources fairly, efficiently, and effectively to ensure quality core public safety services 2021 Strategic Accomplishments • Developed policies that encourage employee engagement and provided avenues for suggestions and input • Developed and oversaw the implementation of new ordinances surrounding noise, massage parlors, and pedestrian behaviors • Instituted Relationship Based Policing and advanced training and education instrumental to rolling out this new program • Worked extensively to institute legislative initiatives specifically directed towards police agencies and police operations. Created training and policies to be in compliance • Worked diligently to improve and resolve longstanding community issues such as the I-70 and Kipling corridor and other areas of community concern 2022 Strategic Priorities • Continually evaluate technology that will make the department more efficient and effective • Continue to evolve relationships with the community, leveraging the entire agency, and advance Relationship Based Policing • Advance training and leadership priorities to ensure that the agency continues to be a model for ethics and professionalism • Evaluate current and future staffing needs and review and adjust as required by operational needs 105 2022 Proposed Budget 01-201 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Chief of Police 1 1 1 1 Division Chief 1 1 1 1 Police Sergeant 1 1 1 1 Program Administrative Coordinator 0 0 1 1 Administrative Assistant 2 2 0 0 Administrative Analyst 0 0 1 1 5 5 5 5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $731,818 $804,690 $717,100 $838,668 Materials and Supplies $19,849 $30,670 $26,020 $32,260 Other Services and Charges $954,370 1,159,508.00 $1,159,838 $1,247,692 Capital Outlay $5,634 $0 $0 $4,100 $1,711,672 $1,994,868 $1,902,958 $2,122,720 Staffing and Financial Summary Total 2022 Budget by Object Administration Personnel Services 39%Materials and Supplies 2% Other Services and Charges 59% Capital Outlay 0.5% 106 2022 Proposed Budget Police Department Grants 01-202 Core Business The Wheat Ridge Police Department participates in a variety of federal and state grant programs that support a broad range of activities: • Preventing and controlling crime • Providing police training and resources • Improving the criminal justice system • Increasing law enforcement services to the community 2021 Strategic Accomplishments • Conducted strategic DUI and seatbelt enforcement projects throughout the City • Received funding from the Police Officer Standards and Training (POST) board for annual in-service and specialized training • Implemented online reporting through a Bureau of Justice Grant and established a workstation at Lutheran Medical Center • Received two CDOT grants regarding Pedestrian Safety, and Fatality Reduction • Received a grant to purchase License Plate Reader equipment (LPR) through the Colorado Metro Auto Theft Task Force (CMATT) 2022 Strategic Priorities • Conduct DUI and seatbelt enforcement projects throughout the City • Utilize funding from the POST board for annual in-service and specialized training • Utilize funding to increase pedestrian safety, and reduce fatalities through two CDOT grants • Utilize funding through a Bureau of Justice Grant to implement a driver’s license scanners project 107 2022 Proposed Budget 01-202 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Police Officer 1 1 1 1 1 1 1 1 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $94,900 $124,301 $122,231 $155,407 Materials and Supplies $0 $0 $0 $0 Other Services and Charges $7,307 $11,300 $11,300 $16,200 Capital Outlay $0 $66,000 $0 $0 $102,207 $201,601 $133,531 $171,607 Staffing and Financial Summary Total 2022 Budget by Object Grants Personnel Services 91% Other Services and Charges 9% 108 2022 Proposed Budget Police Department Community Services Team 01-203 Core Business • The Community Services Team (CST) engages citizen concerns regarding residential nuisance code violations including, outside storage, illegal dumping, and littering as well as assisting on abandoned vehicle concerns in private and public areas • CST provides proactive enforcement for concerns associated with exterior commercial property maintenance code violations such as the sign code, parking lot standards, dumpster enclosure issues, and derelict vehicle storage • Provides enforcement and education to its citizens on city ordinances and state laws related to domestic animals, dog licensing, wildlife management, and welfare • Supports education and enforcement of Wheat Ridge ordinances regarding the city’s numerous municipal parks and Clear Creek greenbelt supervision 2021 Strategic Accomplishments • Partnered with CDOT to address the I-70 and Kipling on and off-ramps. Periodic cleanup programs were conducted, and the department’s homeless navigator assisted with the relocation of the people experiencing homelessness • Supported neighborhood outreach programs using the TLC Program and local businesses to aid in the state’s emergency response during the COVID-19 pandemic • Offered online education services that help support the communities understanding of animal control, parks patrol, and code enforcement during COVID-19 restrictions • Partnered with Foothills Animal Shelter and the local veterinary community to provide remote online access to animal health and welfare services • Monthly CDOT cleanup project will be completed to address the I70 and Kipling corridor trespassing ordinances will be enforced using a combination of patrol and CST members • Proactive code enforcement assessments of business and residential locations around 44th Ave. and Harlan St neighborhoods • Increased parks patrols of city parks during the summer months at Clear Creek Greenbelt using seasonal park rangers • Promote and encourage dog licensing within the City of Wheat Ridge to comply with Jefferson County regulations 2022 Strategic Priorities 109 2022 Proposed Budget 01-203 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Community Service Team Supervisor 1 1 1 1 Community Service Officer - Lead 1 1 1 1 2 2 2 2 Six (6) Community Service Officers are funded out of the Crime Prevention Fund 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $171,360 $183,213 $166,350 $187,956 Materials and Supplies $1,129 $675 $675 $675 Other Services and Charges $105,338 $108,775 $104,775 $128,322 Capital Outlay $0 $0 $0 $0 $277,827 $292,663 $271,800 $316,953 Staffing and Financial Summary Total 2022 Budget by Object Community Services Team Personnel Services 59%Materials and Supplies 0.2% Other Services and Charges 41% 110 2022 Proposed Budget Police Department Crime Prevention Team (SRO) 01-205 Core Business • Respond to calls for service in public and private schools within the City of Wheat Ridge • Provide law enforcement education and programs for students of schools within the City of Wheat Ridge • Develop and maintain community and school partnerships and programs that deter and prevent crime, address quality of life issues and enhance community safety 2021 Strategic Accomplishments • Maintained relationships with school administrators during the COVID-19 pandemic to address crime and quality of life issues during on-site instruction • Supported Crime Prevention and Patrol objectives during COVID-19 pandemic • Engaged students, school staff, and parents when dealing with issues such as bullying, possession of alcohol/drugs, harassment, etc • Completed CALEA standards to address the roles of the SROs both in the schools and the community 2022 Strategic Priorities • Reintegrate SROs into schools post-COVID-19, as school will be 100% in person. • Work with school administration to involve the parents prior to the SRO taking police action • Ensure new CSO receives training to work with the administration to address continued issues such as bullying, possession of alcohol/drugs, harassment • Contribute to safe schools by ensuring a safe and secure campus, educating students about law-related topics, and mentoring students as informal advisers and role models 111 2022 Proposed Budget 01-205 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Police Sergeant 0.5 0.5 0.5 0.5 School Resource Officer 2 2 2 2 Crime Prevention Officer 0 0 1 1 2.5 2.5 3.5 3.5 1.5 Officers Funded out of Crime Prevention Fund 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $271,647 $313,050 $271,798 $343,242 Materials and Supplies $0 $0 $0 $0 Other Services and Charges $0 $0 $0 $0 Capital Outlay $0 $0 $0 $0 $271,647 $313,050 $271,798 $343,242 Staffing and Financial Summary Total 2022 Budget by Object Crime Prevention Team Personnel Services 100% 112 2022 Proposed Budget Police Department Records Team 01-206 Core Business Police Records is a public safety function required by Colorado Revised Statutes and City of Wheat Ridge Code of Laws whose purpose is to: • Collect, store, preserve and disseminate official actions and criminal justice records • Record technical and statistical data entry from police reports into department and state computer databases • Ensure the security and safe-keeping of police records, including body worn camera footage • Assist citizens who choose to report criminal and non-criminal incidents online, by phone, or in person that do not require a police officer’s assistance • Support sworn personnel by processing case records and maintaining accurate documentation of official police actions 2021 Strategic Accomplishments • Installed three new online options for record requests and case filing through LexisNexis with the addition of BuyCrash, Request-a-Report, and the Desk Officer Reporting System • Neared completion of a comprehensive and updated Standard Operating Procedures Manual for Records • Maintained Master Certification requirements for all Records staff through the Colorado Certified Records Network • Acquired unlimited storage of body worn camera footage with Axon • Safely established Records release hours and guidelines to keep citizens, staff, and officers safe during the COVID-19 pandemic 2022 Strategic Priorities • Complete the comprehensive Standard Operating Procedures manual for the Records Team • Promote comprehensive usage of the online options available to the public for Records services • Establish a records purge schedule for all paper, fingerprint, and digital files to better align with the Colorado Municipal Records Retention guidelines • Assist patrol in the employment of an eCitation system through the Niche RMS • Fully staff the Records team to further advance services to officers, administration, and the citizens of Wheat Ridge 113 2022 Proposed Budget 01-206 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Records Supervisor 1 1 1 1 Lead Records Management Specialist 1 1 1 1 Records Management Specialist 6 6 6 6 8 8 8 8 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $391,593 $415,154 $397,499 $515,842 Materials and Supplies $0 $250 $250 $250 Other Services and Charges $0 $0 $0 $0 Capital Outlay $0 $0 $0 $0 $391,593 $415,404 $397,749 $516,092 Staffing and Financial Summary Total 2022 Budget by Object Records Team Personnel Services 100% Materials and Supplies 0.0% 114 2022 Proposed Budget Police Department Accreditation and Training 01-207 Core Business • Coordinate training for Police Department personnel • Maintenance and updating of employee training files and certifications • Develop, plan and administer the annual in-service training program for department employees • Develop, plan and administer new employee orientation training • Manage the department Power Data Management System (DMS) policy, training, and accreditation modules • Manage the national and state accreditation processes, including preparing the department for re-accreditation 2021 Strategic Accomplishments • Maintained compliance with state and national law enforcement accreditation standards - successfully obtained 4th re-accreditation for CALEA Advanced Law Enforcement Accreditation • Coordinated training in compliance with mandatory Peace Officer Standards and Training (POST) and Colorado Intergovernmental Risk Sharing Agency (CIRSA) requirements • Delivered a hybrid annual in-service training to members, utilizing distance learning, virtual and in-person platforms due to COVID restrictions 2022 Strategic Priorities • Provide annual in-service training that surpasses police officer standards and training required by POST • Utilizing a centralized and coordinated effort, provide members with training opportunities to obtain both professional development and job skill training, as mandated by Colorado POST, CIRSA, and accreditation • Research and source training curricula that reflect the mission and vision of the department and are consistent with current, acceptable community expectations as it applies to diversity, equity, and inclusion • Continue to deliver members quarterly distance learning through multiple LMS platforms (CIRSA, NeoGov Learn, PowerDMS) 115 2022 Proposed Budget 01-207 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed 1 0 0 0 0 1 1 1 1 1 1 1 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $74,350 $75,247 $84,600 $96,159 Materials and Supplies $38,125 $52,004 $49,694 $64,697 Other Services and Charges $140,137 $174,750 $166,750 $259,410 Capital Outlay $0 $0 $0 $0 $252,612 $302,001 $301,044 $420,266 Staffing and Financial Summary Total 2022 Budget by Object Accreditation and Training Accreditation/Training Coordinator Accreditation/Training Manager Personnel Services 23% Materials and Supplies 15% Other Services and Charges 62% 116 2022 Proposed Budget Police Department Patrol Operations 01-211 Core Business • Respond to emergency and non-emergency public safety requests in a timely manner • Build community trust through fair and transparent enforcement of laws while maintaining constitutional rights • Promote positive and proactive partnerships by working with community groups and citizens to resolve crime and safety problems • Conduct directed patrol and targeted enforcement utilizing available statistics to respond efficiently to crime and traffic issues 2021 Strategic Accomplishments • The department mitigated the impact of COVID-19 using the state emergency management responses system • CSOs and Crime Prevention partnered with co-responders and homeless navigators to provide mental health assistance when responding to individuals needing assistance in dealing with a mental health crisis • Provided bicycle training for officers and CSOs to enhance the presence of officers in the Greenbelt and the business district • Assigned bike officers to monitor and patrol I-70 and Kipling to address camping and pedestrian safety 2022 Strategic Priorities • Provide targeted and saturation patrols in high crime areas to address criminal activity and quality of life issues • Provide increased visibility in Greenbelt using officers and CSOs that are assigned using grant funding • Generate greater understanding in the department and the community for Relationship Based Policing concept by partnering with businesses, citizens, and neighboring agencies • Promote team cooperation between Patrol Teams, Crime Prevention, and CATT to address mutual crime, traffic, and quality of life concerns in the community • Increase attendance of officers at CIT training in the post-COVID-19 environment 117 2022 Proposed Budget 01-211 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Division Chief 1 1 1 1 Police Commander 2 2 2 2 Police Sergeant 7 7 7 7 Police Officer 41 41 42 44 51 51 52 54 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $5,567,693 $5,232,410 $5,232,410 $5,637,176 Materials and Supplies $25,181 $29,350 $29,350 $29,050 Other Services and Charges $42,792 $142,816 $143,071 $179,230 Capital Outlay $2,643 $21,455 $21,200 $17,317 $5,638,310 $5,426,031 $5,426,031 $5,862,773 Staffing and Financial Summary Total 2022 Budget by Object Patrol Operations Personnel Services 96% Materials and Supplies 1% Other Services and Charges 3% Capital Outlay 0.3% 118 2022 Proposed Budget Police Department Investigations Bureau 01-212 Core Business • Investigate felony person crimes such as homicide, sexual assault, physical assault, and robbery • Investigate felony property crimes such as theft, burglary, financial crimes, and criminal trespassing • Investigate felony drug crimes as part of the West Metro Drug Task Force • Investigate motor vehicle thefts and related crimes as part of the Metropolitan Auto Theft Task Force • Investigate vice crimes and gather relevant criminal intelligence for dissemination • Provide crime trend information to department members and the community • Analyze crime scenes and collect relevant evidence • Store and maintain property and evidence associated with all police functions • Register and monitor sexual offenders in the community 2021 Strategic Accomplishments • Toured and established working relationships between Bureau members and partners of Porchlight, the County-wide Family Justice Center • Created in-house statistical gathering reports for improved monitoring on the status of active cases • Implemented cross-training and mentoring program providing members of both the Patrol and Investigations Bureau with opportunities to increase knowledge and share information 2022 Strategic Priorities • Develop an on-site technology lab in concert with our U.S.S.S. partnership and our membership within the C.E.C.T.F. • Continue to develop and refine statistics gathering techniques compatible with the Niche RMS in a manner that provides actionable information • Research and procure equipment to augment storage and maintenance of collected evidence • Train and regularly deploy upgraded 3Si Digital trackers to enhance the identification and arrest process of property crime offenders • Continue cross-training and mentorship program with members of both Patrol and Investigations bureau to boost workforce sustainability and strengthen relationships 119 2022 Proposed Budget 01-212 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Police Commander 1 1 1 1 Police Sergeant 3 3 3 3 Police Officer 15 15 14 14 Operations Support Tech III 2 0 0 0 Investigative Technician 0 2 2 2 Sr. Evidence Technician 1 1 1 1 Evidence Technician 1 1 1 1 Crime Analyst 1 1 1 1 Property Crimes Detective 0 0 1 1 24 24 24 24 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $2,484,889 $2,559,985 $2,369,027 $2,618,699 Materials and Supplies $11,673 $10,150 $10,150 $12,950 Other Services and Charges $145,001 $172,696 $170,396 $181,846 Capital Outlay $8,328 $23,234 $0 $0 $2,649,891 $2,766,065 $2,549,573 $2,813,495 Staffing and Financial Summary Total 2022 Budget by Object Investigations Bureau Personnel Services 93.1% Materials and Supplies 0.5% Other Services and Charges 6.5% 120 2022 Proposed Budget Police Department Crash and Traffic Team (CATT) 01-213 Core Business • Reduce accidents and increase traffic safety through directed enforcement, problem- oriented analysis, and community partnerships • Analyze accident data and implement appropriate methods to reduce accidents • Participate in CDOT impaired driving, seat belt, and overweight tractor/trailer enforcement programs • Work with the Colorado State Patrol conducting commercial vehicle safety inspections • Conduct both day to day accident investigations and respond to major accidents to conduct reconstructions 2021 Strategic Accomplishments • Enhanced investigative capabilities of the CATT by sending officers to advanced training of FARO Scene Scanners and Crash Data Recorder Downloads • Addressed community and neighborhood traffic safety concerns using CATT and patrol resources • Conducted commercial truck safety inspection in cooperation with the Colorado State Patrol • Increased the number of call-outs due to improved training and experience gained by members of the team 2022 Strategic Priorities • Identify training gaps for CATT members to enhance investigative capabilities for serious and fatal accident scenes • Continue working with Colorado State Patrol to increase the number of truck safety inspection details • Work with City stakeholders and the community to address neighborhood traffic safety concerns • Increase the percentage of accidents taken by CATT during hours where team members are working. The goal is to maintain over 90% of all accidents taken by CATT during work hours • Develop community traffic safety programs to further educate community members 121 2022 Proposed Budget 01-213 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Police Sergeant 1 1 1 1 Police Officer 4 4 4 4 5 5 5 5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $434,006 $514,831 $512,831 $560,942 Materials and Supplies $0 $0 $0 $0 Other Services and Charges $1,000 $9,800 $9,800 $9,300 Capital Outlay $0 $8,550 $8,550 $1,250 $435,006 $533,181 $531,181 $571,492 Staffing and Financial Summary Total 2022 Budget by Object Crash and Traffic Team Personnel Services 98.2% Other Services and Charges 1.6%Capital Outlay 0.2% 122 2022 Proposed Budget Public Works About Public Works 01-301 The Public Works Department is responsible for maintenance and improvements to the City’s infrastructure, which includes 133 miles of streets and 36 miles of storm sewers throughout the City. Public Works administers and monitors all construction activities within the street rights-of-way. The department also manages and delivers the Capital Improvement Program, as well as manages and maintains the City’s vehicles and equipment. Public Works also assists the Community Development Department in the review of commercial and residential development projects and building permits applications as related to public works. 2022 Budget Priorities • Continue construction services on infrastructure projects for Wadsworth Boulevard • Re-establish street maintenance and repair service levels to pre-Covid standards • Complete American Public Works Association accreditation process • Continue replacement of fleet vehicles in conformance with best practices 123 2022 Proposed Budget 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Administration 1 0 0 0 Engineering 12 0 0 0 Operations 18 23 23 25 31 23 23 25 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $1,658,062 $1,761,821 $1,747,899 $1,950,789 Materials and Supplies $423,669 $531,876 $502,000 $567,350 Other Services and Charges $883,578 $326,500 $299,600 $346,000 Capital Outlay $605,874 $1,084,509 $955,563 $1,080,772 $3,571,183 $3,704,706 $3,505,062 $3,944,911 Staffing and Financial Summary Total 2022 Budget by Object Public Works Personnel Services 50% Materials and Supplies 14% Other Services and Charges 9% Capital Outlay 27% 124 2022 Proposed Budget Director of Public Works Administrative Assistant(2) Traffic Operations Tech III Operations Supervisor Equipment Operator II (3) Equipment Operator I (3) Maintenance Worker II (6) Traffic Operations Tech II Lead Fleet Mechanic Fleet Mechanic Civil Engineer II Construction Engineering Tech III (3) Utility Locates Tech (1) PUBLIC WORKS 125 2022 Proposed Budget 2020 Actual 2021 Estimated 2022 Goals 56 100 110 359 400 450 15,303 19,000 14,000 Number of Street Cut Permits issued 548 450 500 0 5500 9000 Public Works Number of vehicle/equipment work orders completed Linear feet of asphalt overlay placed Performance Measures Number of internal & external Service Requests completed Total miles of priority 1 & 2 streets controlled for snow and ice 126 2022 Proposed Budget Public Works 01-303 Core Business • Monitor all construction activities within the public right-of-way • Maintain and provide preventive maintenance services for streets, alleys, storm sewers, walkways, bus benches, bus shelters, pedestrian lights, special events, traffic signal lights, and signs • Manage the City’s automotive and equipment fleet through maintenance and scheduled replacement • Provide snow removal and ice control on City streets • Provide utility locate services within the public right-of-way • Complete service requests for internal and external customers • Coordinate with risk management to provide estimates and quotes for recovery of damages to City vehicles and property 2021 Strategic Accomplishments • Completion of Clear Creek Crossing public improvements • Award of Wadsworth Blvd improvement project bid and project start-up in coordination with the Community Development Department • Continued to enhance traffic signal communications capabilities, including upgrading of obsolete traffic signal components and traffic signal battery backup systems • Successfully completed asphalt overlay, ADA/concrete replacement, and crack seal maintenance programs throughout various locations in the City • Purchased City’s first all-electric vehicle and 2 charging stations • Continued to implement applicable technology upgrades to enhance Operations’ response times, mobile technology, and accuracy of utility locate requirements • Completion of required documents input for subsequent review and approval by APWA Accreditation Board 2022 Strategic Priorities • Wadsworth Corridor – sustain timely project construction and coordination • Completion of construction 52nd Ave TOD public improvements • Continue to improve and build asset inventory, utility locate and reporting capabilities, and enhancement of the City’s Asset Management Program (VueWorks) • In coordination with the Engineering division, continue to develop a long-term capital plan for traffic signal upgrades and signal replacements, including upgrades to equipment that enhance overall safety, accessibility, and mobility 127 2022 Proposed Budget 01-303 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Public Works Director 0 1 1 1 Operations Manager 1 0 0 0 Operations Supervisor 1 1 1 1 Administrative Assistant 1 2 2 2 Equipment Operator II 3 3 3 3 Equipment Operator I 3 3 3 3 Maintenance Worker II 5 5 5 6 Lead Mechanic 1 1 1 1 Mechanic 1 1 1 1 Traffic Operations Tech III 1 1 1 1 Traffic Operations Tech II 1 1 1 1 Civil Engineer II 0 1 1 1 Engineering Technician III 0 3 3 3 Utility Locates Technician 0 0 0 1 18 23 23 25 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $1,658,062 $1,761,821 $1,747,899 $1,950,789 Materials and Supplies $423,669 $531,876 $502,000 $567,350 Other Services and Charges $883,578 $326,500 $299,600 $346,000 Capital Outlay $605,874 $1,084,509 $955,563 $1,080,772 $3,571,183 $3,704,706 $3,505,062 $3,944,911 Staffing and Financial Summary Total 2022 Budget by Object Operations Personnel Services 50% Materials and Supplies 14% Other Services and Charges 9% Capital Outlay 27% 128 2022 Proposed Budget Parks and Recreation About Parks and Recreation Karen O’Donnell Director of Parks & Recreation The Wheat Ridge Parks and Recreation Department oversees the operations of the Parks, Forestry and Open Space Division, the Recreation Division, Building Maintenance, and Administration. Department Mission: We are dedicated to serving our community by providing diverse programs, experiences, and spaces that enhance the quality of life. Department Vision: To be the first choice and trusted source for connecting with nature, living healthy, and having fun. Department core activities and service delivery values: • Excellent parks and open space system • Active social engagement opportunities • Preservation of cultural and historical assets • Exceptional recreation centers and facilities • Comprehensive and innovative programming 2022 Budget Priorities • Complete Prospect Park Phase II project • Complete “The Green at 38th” park development • Secure grant funding to assist with various maintenance projects along the Clear Creek Trail and beyond • Utilize the Public Art Management Plan to select and install public art associated with various City projects Regenerate Wheat Ridge program titled: Why Goats? Investigating Restorative Grazing 129 2022 Proposed Budget 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Administration 2 2 2 2 Recreation 2 2 2 3 Parks Maintenance 14 13 12 12 Forestry 4 4 4 5 Natural Resources 1 0 0 0 Anderson Building 0 0.5 0.5 0.5 Athletics 2.5 2 2 2 General Programs 2.5 2.5 2.5 2.5 Outdoor Pool 0.5 0.5 0.5 0.5 Active Adult Center 4.625 4.625 4.625 5 Historic Buildings 0 0 0 0 Recreation Center - Facility Operation 0 6.5 4.5 4.5 Recreation Center - Aquatics 0 3.5 3.5 3.5 Recreation Center - Fitness 0 1 1 1 Facilities Maintenance 1 2 5 5 34.125 44.125 44.125 46.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $4,241,718 $5,066,511 $4,628,220 $5,380,626 Materials and Supplies $299,975 $481,592 $404,564 $644,884 Other Services and Charges $1,555,638 $1,026,033 $913,600 $1,351,634 Capital Outlay $29,071 $64,530 $12,339 $301,755 $6,126,402 $6,638,666 $5,958,723 $7,678,899 Staffing and Financial Summary Total 2022 Budget by Object Parks and Recreation Personnel Services 70% Materials and Supplies 8% Other Services and Charges 18% Capital Outlay 4% 130 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Administration $256,953 $307,081 $280,086 $367,510 Recreation $255,633 $315,519 $282,515 $363,201 Parks Maintenance $1,664,010 $1,373,436 $1,235,255 $1,576,420 Forestry $408,658 $483,836 $391,160 $716,664 Natural Resources $100,434 $154,758 $147,451 $180,584 Anderson Building $84,178 $90,422 $66,161 $87,964 Athletics $181,510 $225,796 $193,068 $236,799 General Programs $289,880 $305,269 $292,177 $338,534 Outdoor Pool $53,924 $322,356 $242,974 $301,016 Active Adult Center $398,524 $392,610 $384,166 $463,183 Historic Buildings $55,899 $63,637 $41,004 $40,941 Recreation Center - Facilities $1,110,340 $601,466 $541,846 $626,982 Recreation Center - Aquatics $638,552 $815,978 $815,549 $914,497 Recreation Center - Fitness $232,386 $334,112 $299,374 $360,945 Facilities Maintenance $395,522 $852,390 $745,937 $1,103,659 $6,126,402 $6,638,666 $5,958,723 $7,678,899 Total Budget by Program Total 2022 Budget by Program Parks and Recreation Administration 5%Recreation 5% Parks Maintenance 21% Forestry 9% Natural Resources 2% Anderson Building 1% Athletics 3% General Programs 4% Outdoor Pool 4% Active Adult Center 6% Historic Buildings 2% Recreation Center -Facilities 8% Recreation Center - Aquatics 12% Recreation Center -Fitness 5% Facilities Maintenance 14% 131 2022 Proposed Budget Director of Parks and Recreation Parks, Forestry and Open Space Manager Forestry and Open Space Supervisor Parks Project Coordinator(1) Parks Operations Supervisor(1) Recreation Manager Recreation SupervisorSenior Programs Recreation SupervisorFacility & Fitness Recreation SupervisorGeneral/TR Programs Recreation SupervisorAquatics Recreation SupervisorAthletics (1) Crew Leader (2.0) Maintenance Worker II (5) Maintenance Worker I (5) Variable Employees Grant and Special Project Administrator(1) Landscape Project Tech (Variable) Marketing Specialist (1) Maintenance Worker II Maintenance Worker I Horticulture Technician Forestry Technician (1) Forestry Assistant (2) Recreation Leader (0.5) Variable Employees Recreation Coordinator(1) Recreation Coordinator (2) Variable Employees RecreationCoordinator Facility Assistant(1.5) Custodian Pool Manager (2) Variable Employees Variable Employees Variable Employees Variable Employees Recreation Coordinator Horticulture Assistant (2) Operations Support Technician II (1) Manager of Facilities Operations Recreation Coordinator FacilityCoordinator Facilities Maintenance Supervisor (2) Facilities Maintenance Tech Operations Support Tech III(1) Variable Employees Recreation Leader (0.5) Operations Support Technician I (1) RecTrac and Rental Coordinator Graphic Designer Parks and Recreation 132 2022 Proposed Budget 2020 Actual 2021 Estimated 2022 Goals 442,303 865,000 450,000 1,771 2,600 3,000 plus 42 plus 54 plus 50 0 0 3 552 591 642 109,300 123,569 135,000 NA 350 500 110,545 175,000 200,000 601 650 700 2,332 9,500 7,500 0%48%50% 48%42%48% * Numbers indicate the number of trees planted minus the number removed. In 2020 we planted 60 trees but removed 18. Number of new customers (per household) Percentage of residents visiting the Active Adult Center Percentage of residents visiting the outdoor pool Parks and Recreation Performance Measures Number of Trees planted trees removed* Recreation Center visits per YearNumber of recreation center annual pass holders Grant dollars received Number of volunteer hours Acres of parkland added or lost Number of Facebook followers Number of website visits Number of Intagram Followers 133 2022 Proposed Budget Parks and Recreation Administration 01-601 Core Business • Serve as the leisure, recreational, and informational resource for the residents of Wheat Ridge • Strive to meet the physical, social and cultural needs of the community • Acquire, design, and construct parks, trails, and open space areas • Maintain parks, trails, and open space sites and recreation facilities • Implement Parks and Recreation Master Plan • Manage recreation facilities, including the Recreation Center, Active Adult Center, Anderson Building, outdoor pool, and Richards-Hart Estate • Develop a departmental policy to ensure a positive and safe experience for all users • Supervise Parks, Forestry, Open Space Division, Recreation Division & Facility Maintenance Division 2021 Strategic Accomplishments • Responded to the COVID-19 pandemic with safe and innovative programming and facility operations • Completed demolition and began construction – Prospect Park Phase II • Completed national re-accreditation process; CAPRA accredited for another 5 years • Finished construction drawings and community engagement for the Green at 38th • Utilized Public Art Management Plan to select and install more public art in the city, Clear Creek Crossing selection complete • Completed an Open Space Master Plan • In collaboration with Jefferson County Open Space, facilitated a successful volunteer event on National Public Lands Day in September • Received significant grant funding for various projects and programs 2022 Strategic Priorities • Complete Prospect Park Phase II project • Begin construction of the Green at 38th • Fund & manage various deferred maintenance priorities throughout the City • Utilize Public Art Management Plan to select and install more public art in the city • Seek additional grant funding for various projects and programs 134 2022 Proposed Budget 01-601 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Parks & Recreation Director 1 1 1 1 Parks & Recreation Analyst 1 0 0 0 Grant & Special Project Administrator 0 1 1 1 2 2 2 2 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $240,172 $263,848 $247,166 $318,168 Materials and Supplies $3,014 $6,600 $5,200 $7,100 Other Services and Charges $13,766 $36,633 $27,720 $42,242 Capital Outlay $0 $0 $0 $0 $256,953 $307,081 $280,086 $367,510 Staffing and Financial Summary Total 2022 Budget by Object Administration Personnel Services 87% Materials and Supplies 2% Other Services and Charges 11% 135 2022 Proposed Budget Parks and Recreation Recreation 01-602 Core Business • Supervise, administer, and manage the Recreation Division, which includes operation and programming of the Recreation Center, Active Adult Center, Anderson Building and Pool, aquatics, athletics, fitness, general recreation programs, and marketing • Monitor Recreation Center, Active Adult Center, and Anderson Building facility maintenance in collaboration with the Manager of Facility Operations • Develop and monitor budget expenditures and revenues for the Recreation Division • Oversee marketing, promotions, and communication for Parks and Recreation programs and services 2021 Strategic Accomplishments • Launched a new format for the department’s Activity Guide, a Digital Interactive Guide, that gave the team the ability to respond to changes created by COVID-19 public health orders and provide great customer service • Prioritized social media by creating a new Instagram account for the department and implementing a social media content calendar, along with better use of Google Analytics • Made numerous updates to the department’s website to better communicate our offerings to the public and make the site more user friendly • Managed facility and program operation changes due to COVID-19 • Developed a new cost recovery strategy (Service Sustainability) • Developed variable and benefitted team member onboarding presentations • Contributed to the CAPRA reaccreditation process 2022 Strategic Priorities • Continue to grow advertisement and sponsorship efforts to Wheat Ridge businesses • Identify and implement various new external marketing programs such as pass promotions, new Wheat Ridge resident promotions, and customer appreciation events • Incorporate more video marketing on our social media channels and our website • Continue to implement facility security assessment recommendations • Continued analysis and implementation of Service Sustainability 136 2022 Proposed Budget 01-602 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Recreation & Facilities Manager 1 1 1 1 Marketing Generalist 1 1 1 1 Graphic Designer 0 0 0 1 2 2 2 3 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $219,706 $249,559 $235,004 $267,537 Materials and Supplies $29,926 $54,614 $40,134 $78,496 Other Services and Charges $6,001 $11,346 $7,377 $17,168 Capital Outlay $0 $0 $0 $0 $255,633 $315,519 $282,515 $363,201 Staffing and Financial Summary Total 2022 Budget by Object Recreation Personnel Services 74% Materials and Supplies 21% Other Services and Charges 5% 137 2022 Proposed Budget Parks and Recreation Parks Maintenance 01-603 Core Business • Provide a safe, inviting, and aesthetically pleasing outdoor environment for users of parkland and facilities • Maintain and improve the quality of all turf at City parks and facilities • Maintain irrigation systems in parks and continuous improvement in water conservation • Implement the Parks and Recreation Department strategic plan initiatives • Oversee and direct maintenance work of contractors within specified right-of-way areas 2021 Strategic Accomplishments • Continued work to improve field conditions through turf renovations and preventative maintenance • Baseball/softball infield improvements at Creekside Park (late summer 2021) • Enhanced staff capabilities with the addition of a PT landscape architect • Installation of 2 electric vehicle charging stations at City Hall and WRRC • Successful bid process and start to the Prospect Phase II park improvement project 2022 Strategic Priorities • Implement a business process to digitize and filing of old construction drawings and details • Enhance turf care and management capabilities through preventative maintenance and field renovation activities • Enhance irrigation water quality at Prospect Lake through the installation of aeration devices and other lake management techniques • Install fertilizer injection systems for at least one park location and monitor as a pilot project for future expansion • Improve athletic field playability through infield renovations, along with new grooming equipment and technologies 138 2022 Proposed Budget 01-603 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Parks, Forestry, and Open Space Manager 1 1 1 1 Operations Supervisor 2 2 2 2 Parks Project Coordinator 1 1 1 1 Crew Leader - Parks Maintenance 1 2 2 2 Parks Maintenance Worker II 6 3 3 3 Parks Maintenance Worker I 2 2 2 2 Facility Maintenance Technician 0 1 0 0 Operations Support Technician III 1 1 1 1 14 13 12 12 Nine (9) positions funded out of Open Space Fund 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $955,139 $942,741 $861,006 $921,097 Materials and Supplies $59,877 $72,475 $56,367 $78,450 Other Services and Charges $648,993 $334,888 $317,882 $426,873 Capital Outlay $0 $23,332 $0 $150,000 $1,664,010 $1,373,436 $1,235,255 $1,576,420 Staffing and Financial Summary Total 2022 Budget by Object Parks Maintenance Personnel Services 58% Materials and Supplies 5% Other Services and Charges 27% Capital Outlay 10% 139 2022 Proposed Budget Parks and Recreation Forestry and Horticulture 01-604 Core Business • Ensure a beautiful, safe, diverse and healthy tree canopy • Provide forest and horticultural planning for the management of trees, shrubs, perennials, and annual flowers within the City’s parks, open spaces, and rights-of-way • Issue licenses for tree care companies doing business within Wheat Ridge 2021 Strategic Accomplishments • Procured and implemented forestry bucket truck; enhancing the service capabilities of internal staff • Through a grant, partnered with the Mile High Youth Corps to treat 50% of the City’s ash trees for the prevention of the emerald ash borer • Achieved the goal of planting 50 trees above and beyond the number of trees removed • Enhanced staff capabilities and services through the conversion of an existing vacant FTE to house a full time Environmental Education Interpreter • Utilized greenhouse growing to maximize budget for horticultural annual and perennial plantings 2022 Strategic Priorities • Implement City Tree Grant Programs through Hazardous Tree Removal, Legacy Tree Pruning, Hazardous Tree Pruning, and EAB Treatments • Facilitate an at cost Tree Sale available to the public • Monitor and further implement the City’s EAB Management Plan • Increase tree canopy diversity with new tree plantings • Increase in-house forestry preventative maintenance capabilities, including but not limited to aerial pruning and thinning deep root fertilization, tree planting and establishment care, pesticide application and disease treatment, stump grinding, and wood chip recycling • Improve 38th Ave aesthetics through flower planter renovations, replacements, and enhancements • Provide professional resources and guidance during all phases of landscape planning and construction 140 2022 Proposed Budget 01-604 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Forestry Technician 1 2 2 2 Forestry Assistant 2 0 0 0 Horticulture Technician 1 1 1 1 Horticulture Assistant 0 1 1 2 4 4 4 5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $297,057 $345,116 $247,319 $393,739 Materials and Supplies $32,422 $34,754 $34,129 $73,400 Other Services and Charges $79,179 $103,966 $109,712 $237,525 Capital Outlay $0 $0 $0 $12,000 $408,658 $483,836 $391,160 $716,664 Staffing and Financial Summary Total 2022 Budget by Object Forestry Personnel Services 55% Materials and Supplies 10% Other Services and Charges 33% 141 2022 Proposed Budget Parks and Recreation Natural Resources 01-605 Core Business • Manage the City’s natural resources, open space areas, and trail-related facilities through effective use of resources • Provide natural resource management information and volunteer opportunities for open space visitors • Provide a safe and well-maintained trail system 2021 Strategic Accomplishments • Secured NACD Grant for the education and initial planning efforts to implement sustainable agricultural practices within the City • Jefferson County Open Space provided immense support to host a very large volunteer event and celebration for National Public Lands Day on September 25; over 250 volunteers participated • Received an ECHO grant to support the ADA improvements to the Nature Play Area • Successful application and reward of the JeffCo Open Space Regional Trails grant to support the trailhead improvements as part of the Wadsworth Widening Project • Implemented numerous collaborative projects with IES and Mile High Youth Corps • Refined approach to PEH issues by hiring 2 part time Environmental Services Technicians and by securing a contractor to assist with large clean-up efforts 2022 Strategic Priorities • Carry out efforts to plan, strategize, draft, and publish Open Space Management Plan with the help of a consultant • Enhance technician capabilities through training and education to provide for more natural resource management expertise, implement OSHA HAZWOPER certification requirements for Environmental Services • Improve Water Quality at Prospect Lake to increase the ability to maintain a healthy aquatic ecosystem • Continue to explore and receive grants to assist with trail and open space initiatives through our partners at JeffCo Open Space, CPW, GOCO, and others 142 2022 Proposed Budget 01-605 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Horticulture Technician 1 0 0 0 1 0 0 0 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $21,988 $37,170 $38,546 $38,754 Materials and Supplies $7,292 $16,600 $15,751 $19,800 Other Services and Charges $65,603 $100,988 $93,154 $112,030 Capital Outlay $5,551 $0 $0 $10,000 $100,434 $154,758 $147,451 $180,584 Staffing and Financial Summary Total 2022 Budget by Object Natural Resources Personnel Services 21% Materials and Supplies 11% Other Services and Charges 62% Capital Outlay 6% 143 2022 Proposed Budget Parks and Recreation Anderson Building 01-620 Core Business • Manage access to the outdoor pool and changing areas and provide indoor activity space for: o Parks and recreation activities o Community programs o Special events o Local youth groups o Private rentals o League play and practices 2021 Strategic Accomplishments • Reopened the facility with the COVID-19 ‘All Clear’ status • Developed a new strategy for staffing and programming the building for Fall of 2021 • Increased rental revenue by identifying additional rental time slots • Installed electronic signboards/monitors in the upper lobby area • Hired and trained 6 new Facility Assistants • Support transitioning of Pilates Reformer program to the Anderson Building 2022 Strategic Priorities • Improve HVAC system by replacing two furnaces/AC units • Brainstorm ideas to further increase revenue opportunities • Address infrastructure needs by replacing domestic water boiler 144 2022 Proposed Budget 01-620 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Recreation Coordinator 0 0.5 0.5 0.5 0 0.5 0.5 0.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $67,035 $83,375 $64,751 $81,037 Materials and Supplies $226 $3,700 $180 $4,969 Other Services and Charges $16,917 $3,088 $1,230 $1,958 Capital Outlay $0 $259 $0 $0 $84,178 $90,422 $66,161 $87,964 Staffing and Financial Summary Total 2022 Budget by Object Anderson Building Personnel Services 92% Materials and Supplies 6% Other Services and Charges 2% 145 2022 Proposed Budget Parks and Recreation Athletics 01-621 Core Business • Implement and oversee a wide range of athletic programs and facilities to meet the needs of participants of all ages • Develop, administer and evaluate athletic programs • Manage contractual youth sports camps • Coordinate athletic leagues • Coordinate local youth groups field use • Schedule field use and rentals, and implement user fees 2021 Strategic Accomplishments • Increased opportunities for MSSP participation by adding one additional middle school to our program • Expanded field rental pool by contracting with three new rental groups • Revised field use priorities and field allocation process to better serve Wheat Ridge-based user groups • Created age-appropriate progressive athletic programs for youth by creating new in- house Summer Soccer League • Re-opened our newly renovated fields at Prospect Park to programming and rentals • Developed and implemented an alternative volleyball program for the Winter/Spring of 2021 during the pandemic • Successfully ran the Middle School Sports Basketball Program within the constraints of COVID-19 restriction • Increased summer soccer camp enrollments to become the single largest Challenger Camp in Colorado for the summer of 2021 2022 Strategic Priorities • Research strategies for re-introducing spring/summer adult sports leagues • Utilize grant funding to re-engage local elementary schools with after school sports program • Offer two Challenger camps in the summer of 2022 146 2022 Proposed Budget 01-621 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Recreation Supervisor 1 1 1 1 Recreation Coordinator 1 0.5 0.5 0.5 Recreation Leader 0.5 0.5 0.5 0.5 2.5 2 2 2 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $168,415 $199,652 $175,718 $210,076 Materials and Supplies $10,786 $22,118 $14,189 $21,162 Other Services and Charges $2,309 $4,026 $3,161 $5,561 Capital Outlay $0 $0 $0 $0 $181,510 $225,796 $193,068 $236,799 Staffing and Financial Summary Total 2022 Budget by Object Athletics Personnel Services 89% Materials and Supplies 9% Other Services and Charges 2% 147 2022 Proposed Budget Parks and Recreation General Programs 01-622 Core Business • Provide a state-licensed preschool program and summer day camp program • Provide quality educational arts and crafts and general interest programs for parents and children, preschoolers, youth, teens, and adults • Coordinate community special events including, the Easter Egg Hunt, Holiday Celebration, Performances in the Park, and other seasonal special events • Offer and implement quality therapeutic recreation programs including sports, fitness, outdoor recreation, general interest, and special events • Coordinate inclusion opportunities for individuals of all abilities 2021 Strategic Accomplishments • Increased use of the newly renovated Anderson Building classroom by providing a variety of specialty camp options for families that were unable to secure a spot in Sun Camp • Offered our annual Easter Egg Hunt event in a new COVID-19, socially distanced format that received very positive feedback from the community • Restructured our pricing for a handful of our programs to align with the cost recovery goals of the department • Continued to offer our licensed childcare programs throughout 2021 despite the challenges of COVID-19 and various stringent public health orders 2022 Strategic Priorities • Utilizing research and survey responses, develop additional 1-day special events for the community • Research and determine more effective family and teen programming opportunities • Continue to identify and focus on the aspects of our Therapeutic Recreation offerings that the community desires, including the promotion of our inclusion opportunities and available scholarships • Growing our licensed preschool program back to pre-pandemic participation • Increase recruitment strategies and implementations for our summer camp program so that we can increase capacity limits and revenues 148 2022 Proposed Budget 01-622 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Recreation Supervisor 1 1 1 1 Recreation Leader 0.5 0.5 0.5 0.5 Recreation Coordinator 1 1 1 1 2.5 2.5 2.5 2.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $277,921 $270,933 $263,152 $297,104 Materials and Supplies $6,807 $22,298 $21,250 $28,922 Other Services and Charges $5,151 $12,038 $7,775 $12,508 Capital Outlay $0 $0 $0 $0 $289,880 $305,269 $292,177 $338,534 Staffing and Financial Summary Total 2022 Budget by Object General Programs Personnel Services 88% Materials and Supplies 8% Other Services and Charges 4% 149 2022 Proposed Budget Parks and Recreation Outdoor Pool 01-623 Core Business • Provide a variety of programs and services for all ages and swimming abilities • Provide a clean, safe, and fun environment for recreational swimming and quality programs • Maintain aquatic facilities, schedule aquatic programs, and educate the public about water safety • Offer programs for lifeguard and water safety instructor certification, CPR, first aid, AED, and community first aid 2021 Strategic Accomplishments • Transferred from Red Cross Lifeguarding to Star Guard Elite • Continued to educate the community on water safety for families • Continued to offer pool operator and lifeguard training instructor courses for head lifeguards and part-time pool managers • Continued to look at industry trends and investigate those that would be beneficial to the Wheat Ridge community • Offered extended pool season through Labor Day (weekends only after school is back in session) • Offered vending machines to the public 2022 Strategic Priorities • Continue to offer safe programming to the community in the “new normal” of the pandemic • Monitor and prioritize five-year replacement schedule for capital equipment repair and replacement • Continue to educate the community on water safety for families • Continue to offer a variety of programs to meet the needs of the community • Offer extended pool season through Labor Day (weekends only after school is back in session) • Explore alternative vending opportunities for the community 150 2022 Proposed Budget 01-623 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Pool Manager 0.5 0.5 0.5 0.5 0.5 0.5 0.5 0.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $39,875 $233,112 $166,288 $200,686 Materials and Supplies $5,477 $60,363 $48,000 $61,800 Other Services and Charges $8,572 $28,881 $28,686 $28,530 Capital Outlay $0 $0 $0 $10,000 $53,924 $322,356 $242,974 $301,016 Staffing and Financial Summary Total 2022 Budget by Object Outdoor Pool Personnel Services 67% Materials and Supplies 21% Other Services and Charges 9% Capital Outlay 3% 151 2022 Proposed Budget Parks and Recreation Active Adult Center 01-624 Core Business • Enhance the quality of life for Wheat Ridge residents ages 50 and older by providing opportunities to pursue and maintain physical, emotional, and social health as well as opportunities to be involved in their community through recreation programs, social events, trips, and tours throughout the Denver Metro area • Develop sponsorships to enhance programming and increase fundraising for the Wheat Ridge Community Foundation • Create partnerships with other organizations that meet the needs of the Wheat Ridge community • Manage the Active Adult Center volunteer program 2021 Strategic Accomplishments • Managed facility operational changes due to COVID-19 including the new registration process, class changes, and facility/equipment safety protocol • Implemented community partnership with Stevens Elementary School called “Stories with Stevens,” providing volunteers with the ability to remain relevant through online class reading • Revamped drop-in fitness classes to monthly registration for contact tracing and tracking revenue more efficiently • Implemented new program passes for drop-in fitness and enrichment programs • Utilized cost recovery goals to review and revise various program fees • Continued providing online classes to more vulnerable and isolated seniors • Created unique outdoor and drive-thru programming to connect seniors and provide revenue streams despite the facility remaining closed • Collaborated with marketing to create an AAC sponsorship packet • Re-certified team members in CPR/AED/First Aid to maintain a safe facility for patrons 2022 Strategic Priorities • Expand Stories with Stevens volunteer program to in-person volunteer reading • Create online volunteer orientation content and training manual • Expand international travel destinations and trip frequency • Monitor and assist with prioritization of the five-year replacement schedule for capital equipment repair and replacement 152 2022 Proposed Budget 01-624 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Recreation Supervisor 1 1 1 1 Recreation Coordinator 1.625 1.625 1.625 2 Operations Support Technician II 2 2 2 2 4.625 4.625 4.625 5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $339,884 $354,838 $347,551 $405,069 Materials and Supplies $17,249 $28,826 $28,407 $45,793 Other Services and Charges $41,391 $8,946 $8,208 $12,321 Capital Outlay $0 $0 $0 $0 $398,524 $392,610 $384,166 $463,183 Staffing and Financial Summary Total 2022 Budget by Object Active Adult Center Personnel Services 72% Materials and Supplies 10% Other Services and Charges 3% 153 2022 Proposed Budget Parks and Recreation Historic Buildings 01-625 Core Business • Partner with the Wheat Ridge Historical Society to preserve and enhance cultural and historic opportunities through the maintenance of the Baugh House, Historic Park, and the Richards-Hart Estate • Preserve cultural and historical assets of the City • Maintain facility and grounds of the Richards-Hart Estate to provide a unique setting for weddings, receptions, and events 2021 Strategic Accomplishments • Awarded History Colorado grant funds for planning and preservation work at the Pioneer Sod House and Richards-Hart Estate • Assisted with promotion and marketing of Historical Park special events 2022 Strategic Priorities • Effectively and appropriately address all corrective and preventative maintenance needs for the Historic Properties within the scope of work identified for 2022 • Seek grant funding for projects related to historic properties • Support the Historical Society in their desire for an archivist to sort through and preserve important documents 154 2022 Proposed Budget 01-625 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed No Staff Authorized 0 0 0 0 0 0 0 0 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $14,874 $17,946 $15,086 $19,347 Materials and Supplies $8,885 $13,850 $9,300 $7,400 Other Services and Charges $25,689 $20,041 $16,618 $14,194 Capital Outlay $6,451 $11,800 $0 $0 $55,899 $63,637 $41,004 $40,941 Staffing and Financial Summary Total 2022 Budget by Object Historic Buildings Personnel Services 47% Materials and Supplies 18% Other Services and Charges 35% 155 2022 Proposed Budget Parks and Recreation Recreation Center Facility Operations 01-626 Core Business •Operate and manage a 70,000 square-foot recreation center •Process activity registration, facility and park rentals, pass sales, point-of-sale items, and facility maintenance •Provide information services for aquatics, general programs, fitness, therapeutic recreation, youth, and adult athletics •Coordinate and schedule rental usage of Recreation Center ballrooms, park shelters, and pavilions 2021 Strategic Accomplishments •Managed facility operational changes due to COVID-19, including the new registration process, class changes, and facility/equipment safety protocol •Managed ‘clear phase’ transition as the facility opened to full capacity •Strategized and partially implemented facility interior re-decorating •Worked closely with new Manager of Facility Operations on transitioning facility maintenance under that position •Memorial bench and tree added to the area north of the barn to memorialize the previous employee that had passed away •Customer appreciation event in the summer with giveaways to patrons •Participated in Department re-accreditation process 2022 Strategic Priorities •Monitor and assist in prioritization of the five-year replacement schedule for capital equipment repair and replacement •Continue to implement facility interior re-decorating project •Work with IT to upgrade and improve our existing surveillance technology that was put on hold due to COVID •Use Service Sustainability data to inform proposed facility usage fees for 2022 156 2022 Proposed Budget 01-626 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Facility Operations Supervisor 0 1 1 1 Facility Coordinator 0 1 1 1 Facility Assistant 0 1.5 1.5 1.5 Operations Support Technician III 0 1 1 1 Custodian 0 1 0 0 Facility Maintenance Supervisor 0 1 0 0 0 6.5 4.5 4.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $651,950 $525,517 $480,690 $538,860 Materials and Supplies $34,955 $32,420 $27,600 $41,520 Other Services and Charges $423,435 $43,529 $33,556 $46,602 Capital Outlay $0 $0 $0 $0 $1,110,340 $601,466 $541,846 $626,982 Staffing and Financial Summary Facility Operations Total 2022 Budget by Object Personnel Services 86% Materials and Supplies 7% Other Services and Charges 7% 2022 Proposed Budget157 Parks and Recreation Recreation Center Aquatics 01-627 Core Business • Provide a variety of programs and services for all ages and swimming abilities • Provide a safe and fun environment for recreational swimming and quality programs • Maintain aquatic facilities and schedule aquatic programming • Provide education on safety and facility usage information to the public • Maintain safety, guest relations, and Learn-to-Swim program • Offer programs for certification in lifeguard training, water safety instructor, CPR and first aid, AED, and community first aid 2021 Strategic Accomplishments • Resurfaced the leisure pool to ensure a safe and esthetically pleasing environment for our guests • Provided a venue for competitive teams to practice and conduct swim meets • Continued to educate the community on water safety for families • Continued to offer safe programming to the community in the “new normal” • Monitored and prioritized five-year replacement schedule for capital equipment repair and replacement • Continued to educate the community on water safety for families • Continued to offer a variety of programs to meet the needs of the community 2022 Strategic Priorities • Continue to offer safe programming to the community in the “new normal” • Monitor and prioritize five-year replacement schedule for capital equipment repair and replacement • Continued to educate the community on water safety for families • Continue to offer a variety of programs to meet the needs of the community 158 2022 Proposed Budget 01-627 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Recreation Supervisor 0 1 1 1 Recreation Coordinator 0 1 1 1 Pool Manager 0 1.5 1.5 1.5 0 3.5 3.5 3.5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $577,751 $713,249 $714,868 $780,774 Materials and Supplies $44,997 $62,849 $62,457 $75,637 Other Services and Charges $15,804 $39,880 $38,224 $58,086 Capital Outlay $0 $0 $0 $0 $638,552 $815,978 $815,549 $914,497 Staffing and Financial Summary Total 2022 Budget by Object Aquatics Personnel Services 86% Materials and Supplies 8% Other Services and Charges 6% 159 2022 Proposed Budget Parks and Recreation Recreation Center Fitness 01-628 Core Business • Coordinate and supervise comprehensive fitness programs for all ages, including specialty fitness classes, massage, reiki, reflexology, personal training, aerobics, cycling, Silver Sneakers, and other fitness/wellness programming • Supervise certified fitness staff, including personal trainers, head weight room attendants, weight room attendants, specialty fitness instructors, fitness Instructors, wellness therapists, and fitness coordinator • Maintain operations of the fitness facility and equipment • Offer the SilverSneakers and the Renew Active program for members of the Kaiser, Secure Horizon, Anthem, Aetna, AARP, Humana, United Health, and other health plans • Offer CancerFit program for participants with a cancer diagnosis • Provide fitness programming for evolving fitness trends • Anderson Building Pilates Reformer programming 2021 Strategic Accomplishments • Transitioned all Pilates Reformer classes to the fitness room at the Anderson Building to provide more space and more participants • Offered a wide variety of classes and programs during COVID-19, adhering to strict pandemic guidelines and safety standards • Replaced cardio equipment: recumbent bikes, upright bikes, arm cycle, stair mill, and Expresso bikes 2022 Strategic Priorities • Continue to provide innovative programming, delivered through a variety of means, in response to the COVID-19 pandemic based on local guidelines • Build upon the existing dance programming to include additional programs and instructors • Increase personal training options such as group training, couples, and program design (not one-on-one) • Work closely with marketing to help develop a marketing plan specific to fitness 160 2022 Proposed Budget 01-628 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Recreation Coordinator 0 1 1 1 0 1 1 1 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $227,993 $317,411 $285,200 $339,119 Materials and Supplies $1,579 $6,800 $5,450 $11,200 Other Services and Charges $2,814 $9,901 $8,724 $10,626 Capital Outlay $0 $0 $0 $0 $232,386 $334,112 $299,374 $360,945 Staffing and Financial Summary Total 2022 Budget by Object Fitness Personnel Services 94% Materials and Supplies 3% Other Services and Charges 3% 161 2022 Proposed Budget Parks and Recreation Facilities Maintenance 01-118 Core Business • Provide maintenance services to all municipal buildings • Purchase and maintain inventory of all operating supplies • Schedule and supervise outside contractors • Supervise contractual custodial services • Coordinate maintenance and remodeling projects at various facilities 2021 Strategic Accomplishments • Completed City Hall Remodel project • Completed a Facility Condition Assessment, which will be maintained and updated regularly to identify facility-related priorities • Completed cell tower negotiations with three cellular providers, resulting in the demolition of the old cell tower, the installation of a new cell tower, and updated lease agreements • Utilized existing software to develop and implement a work order system • Provided responsive internal customer service 2022 Strategic Priorities • Continued improvement/communication related to the work order system • Strengthen facilities management team with new leadership • Provide project management expertise for 2022 City Hall Remodel projects in PD and Courts, as well as other minor projects City-wide 162 2022 Proposed Budget 01-118 2019 Authorized 2020 Authorized 2021 Authorized 2022 Proposed Manager of Facility Operations 0 1 1 1 Facility Maintenance Supervisor 1 1 2 2 Facility Maintenance Technician 0 0 1 1 Custodian 0 0 1 1 1 2 5 5 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Personnel Services $141,958 $512,044 $485,875 $569,259 Materials and Supplies $36,482 $43,325 $36,150 $89,235 Other Services and Charges $200,014 $267,882 $211,573 $325,410 Capital Outlay $17,069 $29,139 $12,339 $119,755 $395,522 $852,390 $745,937 $1,103,659 Staffing and Financial Summary Total 2022 Budget by Object Facilities Maintenance Personnel Services 52% Materials and Supplies 8% Other Services and Charges 29% Capital Outlay 11% 163 2022 Proposed Budget Public Art Fund Special Funds Fund 12 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $242,760 $266,115 $277,316 $360,386 Revenues Building Use Tax $24,089 $9,000 $60,000 $50,000 Building Permits $7,216 $2,000 $15,000 $14,000 Plan Review Fees $2,914 $1,300 $7,500 $7,000 Development Review Fees $221 $100 $500 $150 Interest $116 $100 $70 $100 One Percent Public Projects $0 $450,000 $192,482 $427,283 Total Revenues $34,556 $462,500 $275,552 $498,533 Total Available Funds $277,316 $728,615 $552,868 $858,919 Expenditures Public Art Acquisition $0 $618,000 $192,482 $0 Total Expenditures $0 $618,000 $192,482 $0 Ending Fund Balance $277,316 $110,615 $360,386 $858,919 Public Art Fund Special Fund 12 Core Business In 2010, the City Council adopted Resolution 63 establishing, a committed public art fund as defined by GASB No. 54 for use in all areas of the City. Revenues are generated from: • 1% of the total amount received by the City for plan reviews, building permit fees, development review fees, and use tax charged in connection with all private site development having an anticipated construction cost of $100,000 or greater • 1% of the budget of City and State capital construction projects of $50,000 or more, which projects are located within any urban renewal area within the City 164 2022 Proposed Budget Police Investigation Fund Special Funds Fund 17 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $37,009 $22,019 $37,016 $37,020 Revenues Interest $7 $10 $4 $10 Miscellaneous Revenue $0 $0 $0 $0 Total Revenues $7 $10 $4 $10 Total Available Funds $37,016 $22,029 $37,020 $37,030 Expenditures Operating Supplies $0 $0 $0 $0 Other Major Equipment $0 $10,000 $0 $9,000 Contract Services $0 $5,000 $0 $0 Total Expenditures $0 $15,000 $0 $9,000 Ending Fund Balance $37,016 $7,029 $37,020 $28,030 Police Investigation Fund Special Fund 17 Core Business • Beginning in 1990, all proceeds from seizures and forfeitures of property pursuant to C.R.S. 16-13-302 (Public Nuisance Policy) and 16-13-501 (Colorado Contraband Forfeiture Act) are a requirement to be placed in a separate fund as defined by GASB No. 54 and used by the Police Department solely for purposes other than normal operating expenses. 165 2022 Proposed Budget Open Space Fund Special Fund 32 Core Business • Established in 1972, the Open Space Fund is a restricted fund according to GASB No. 54. and is funded by the half-cent sales tax per capita allotment through Jefferson County Open Space for the purpose of acquiring, developing, and maintaining open space and park properties within the City of Wheat Ridge • The fund receives approximately $1.5 million in attributable share revenue from Jefferson County Open Space per year • The fund receives park fee dedication revenue from new developments in Wheat Ridge 2021 Strategic Accomplishments • Completed the procurement process, secured a general contractor, and began construction of Prospect Park Phase II • Completed design and community engagement associated with “The Green at 38th” • Completed Open Space Management Plan • Funded 9 full-time benefitted salaries for open space and park maintenance positions 2022 Strategic Priorities • Complete Prospect Park Phase II • Complete “The Green at 38th” • Secure grant funding for Clear Creek Trail improvements • Secure grant funding for Panorama Tennis Resurfacing project • Fund 9 full-time benefitted salaries for open space and park maintenance positions Clear Creek Trail 166 2022 Proposed Budget Fund 32 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $2,363,094 $2,618,045 $3,639,108 $2,914,579 Revenues State Grants $0 $622,970 $110,000 $862,900 Open Space Tax $1,442,148 $1,200,000 $1,500,000 $1,550,000 Developer Fees $349,621 $838,069 $690,075 $298,856 County Grants $0 $250,000 $0 $200,000 Interest Earning $5,837 $250 $215 $250 Land Sales $0 $0 $0 $100,000 Miscellaneous Fees $10,000 $35,175 $35,175 $800,000 Transfer from General Fund $0 $0 $0 $0 Total Revenues $1,807,606 $2,946,464 $2,335,465 $3,812,006 Total Available Funds $4,170,700 $5,564,509 $5,974,572 $6,726,585 Expenditures Acquisitions $0 $0 $0 $0 Development Projects $122,308 $2,804,500 $2,485,675 $3,887,630 Maintenance Projects $1,542 $709,508 $149,345 $955,000 Salaries and Benefits $407,742 $490,121 $424,974 $532,449 Transfers to General Fund $0 $0 $0 $0 Total Expenditures $531,592 $4,004,129 $3,059,994 $5,375,079 Ending Fund Balance $3,639,108 $1,560,380 $2,914,579 $1,351,506 Restricted Fund Balance $1,081,825 $1,004,887 $1,749,305 $1,043,161 Unrestricted Fund Balance $2,557,283 $555,493 $1,165,274 $308,345 Special Funds Open Space Fund 167 2022 Proposed Budget Municipal Court Fund Special Fund 33 Core Business • The Municipal Court Fund was established in 1993 as a committed fund, according to GASB No. 54, in order to provide a means to track court fees and to enable the Court to expend these amounts • The fund receives revenue from a portion of each court fee, victim services fee, and default judgment fee • The fund provides the Court and the probation program with money for expenditures for equipment, maintenance, office furniture, victim services, and other court and probation expenses 2021 Strategic Accomplishments • Provided financial assistance for substance abuse and mental health evaluations • Provided financial assistance to indigent defendants in support of behavior modification and counseling • Supported victims of crime by collecting and distributing direct services fund • Enhanced courtroom security 2022 Strategic Priorities • Consider the needs of the distressed population through programs and services • Provide financial assistance to indigent defendants for substance abuse, mental health evaluations, counseling, and support behavior modification • Support victims of crime by collecting and distributing direct services funds • Improve efficiency and ergonomics of workstations 168 2022 Proposed Budget Fund 33 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $94,623 $79,210 $94,334 $83,116 Revenues $1 Court Fees $497 $1,000 $750 $1,000 $4 Court Fees $1,988 $4,000 $2,000 $3,000 Direct Victim Services $2,485 $5,000 $3,000 $3,000 Warrants/Judgements $1,455 $2,000 $2,000 $2,250 Transcript Fees $150 $500 $500 $1,000 Miscellaneous Income $0 $0 $0 $0 Interest $64 $50 $32 $50 Total Revenues $6,639 $12,550 $8,282 $10,300 Total Available Funds $101,262 $91,760 $102,616 $93,416 Expenditures Transcript Fees $150 $1,500 $500 $1,000 Equipment Maintenance $0 $2,000 $2,000 $2,000 Court $4 Expenses $3,000 $15,500 $10,500 $20,000 Warrants/Judgements $1,158 $2,000 $2,000 $2,250 Direct Victim Services $2,475 $5,000 $3,000 $4,000 Probation $1 Expenses $145 $3,000 $1,500 $3,000 Total Expenditures $6,928 $29,000 $19,500 $32,250 Ending Fund Balance $94,334 $62,760 $83,116 $61,166 Special Funds Municipal Court Fund 169 2022 Proposed Budget Conservation Trust Fund Special Fund 54 Core Business • Established in 1974, the Conservation Trust Fund is a restricted fund according to GASB No. 54. Per the Colorado Constitution, the Conservation Trust Fund receives 40% of the net proceeds of the Colorado Lottery • Conservation Trust funds are distributed on a quarterly, per capita basis to municipalities, counties, and other eligible entities for parks, recreation, and open space purposes • Conservation Trust funds are used for new projects as well as maintenance projects 2021 Strategic Accomplishments • Completed Recreation Center, Anderson Building & Active Adult Center maintenance projects • Completed demolition & began construction of Prospect Park pavilion • Completed various ADA projects • Completed crack repairs at tennis and basketball courts 2022 Strategic Priorities • Replace Apel-Bacher playground, facilitate community engagement • Make improvements to the median at 50th Ave and Kipling • Complete Recreation Center, Anderson Building & Active Adult Center maintenance projects 170 2022 Proposed Budget Fund 54 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $628,642 $788,255 $788,255 $380,771 Revenues Colorado Lottery $323,951 $320,000 $350,000 $350,000 Interest $6,904 $3,585 $1,125 $1,111 Transfers from General Fund $0 $0 $0 $0 Total Revenues $330,855 $323,585 $351,125 $351,111 Total Available Funds $959,497 $1,111,840 $1,139,380 $731,882 Expenditures Development Projects $8,530 $491,470 $491,470 $25,000 Maintenance Projects $162,712 $403,270 $267,139 $342,500 General Fund Transfers $0 $0 $0 $0 Total Expenditures $171,242 $894,740 $758,609 $367,500 Ending fund Balance $788,255 $217,100 $380,771 $364,382 Special Funds Conservation Trust Fund 171 2022 Proposed Budget Equipment Replacement Fund Special Funds Fund 57 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $137,596 $173,716 $87,206 $77,396 Revenues Transfer from General Fund $100,000 $0 $0 $500,000 Interest $177 $100 $89 $100 Total Revenues $100,177 $100 $89 $500,100 Total Available Funds $237,773 $173,816 $87,295 $577,496 Expenditures Police Radios $9,491 $6,500 $6,500 $0 Other Major Equipment $96,579 $3,399 $3,399 $0 Professional Services $44,497 $0 $0 $0 Total Expenditures $150,567 $9,899 $9,899 $0 Ending Fund Balance $87,206 $163,917 $77,396 $577,496 Equipment Replacement Fund Special Fund 57 Core Business The Equipment Replacement Fund was created in 2008 as an assigned fund, according to GASB No. 54., to set aside funds on an annual basis for the acquisition of high-dollar equipment. The amount set aside is based on the life of the asset plus the estimated replacement cost. 2021 Strategic Accomplishments • Improved audio and visual capabilities in several interview rooms • Purchased radio batteries and charges to extend the serviceable life of current equipment 2022 Strategic Priorities • Save for full radio system replacement • Save for future Enterprise Resource Planning (ERP) system acquisition 172 2022 Proposed Budget Police Department Crime Prevention/Code Enforcement Fund Special Fund 63 Core Business • Administer and fund crime prevention programs, community awareness events, and educational classes taught by the Police Department and the Community Services Team • Develop programs to deter and prevent crime and enhance the quality of life for residents and businesses in the community • Administer funds designated through the hotel/motel tax to programs relating to the Crime Free Program • Help hotels and motels comply with the Crime Free Program and reduce the number of calls for police service 2021 Strategic Accomplishments • Community outreach and engagement was limited due to the COVID-19 pandemic; however, the Community Services Team worked with local businesses to prevent crime through education • Met with Neighborhood Watch groups to provide crime and quality of life updates. • Built relationships with management and ownership of local hotel/motels to address repeated criminal activity and how the police department can assist in crime reduction • Promoted current ID Theft Prevention/Scams using Zoom presentations within the elderly communities to combat the rise in ID Thefts during COVID-19 • Created JotForm to track contacts with residents and track results from directed enforcement efforts 2022 Strategic Priorities • Partner with the homeless navigator, Crash and Traffic Team, and Community Services Team to reduce crime through proactive policing strategies • Increase face-to-face relationships with citizens and promote police department programs such as Coffee with a Cop and the Dog Walker Watch program post-COVID- 19 pandemic • Lead crime prevention strategies that target high crime areas and promote innovative crime reduction techniques to build stronger relationships with the community • Realign Crime Prevention Officers assigned areas to promote Relationship Based Policing strategies and contact with residents and local businesses 173 2022 Proposed Budget Crime Prevention/Code Enforcement Fund Fund 63 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $492,294 $277,452 $292,220 $157,827 Revenues Lodger's Tax $254,341 $300,000 $384,000 $450,000 No Proof of Insurance $11,363 $20,000 $15,000 $20,000 Interest $100 $100 $50 $100 Miscellaneous Revenue $300 $0 $0 $0 Total Revenues $265,804 $320,100 $399,050 $470,100 Total Available Funds $758,098 $597,552 $691,270 $627,927 Expenditures Personnel Services $463,000 $556,266 $519,445 $585,207 Materials & Supplies $1,542 $4,900 $4,900 $19,300 Other Services & Charges $1,636 $17,448 $9,098 $16,798 Total Expenditures $466,178 $578,614 $533,443 $621,305 Ending Fund Balance $291,920 $18,938 $157,827 $6,622 Special Funds 174 2022 Proposed Budget Capital Improvement Program (CIP) The Capital Improvement Program (CIP) is a multi-year program aimed at upgrading, maintaining, and expanding City facilities, buildings, grounds, streets, and other public infrastructure. The intent of the CIP is to serve as a guide in the multi-year programming and funding of projects to meet the increasing demand for capital improvements throughout the City and to maintain existing facilities. There is an extensive list of capital projects that are evaluated each year based upon community need, funding needs, potential funding sources, and the priority with respect to all other needs within the City. A multi-year program has been established with a 10-year CIP, which assigns a preliminary schedule and provides a description and future cost of these projects. 2022 Budget Priorities • Continue reconstruction and improvements of Wadsworth Boulevard • Update the master plans for Clear Creek and Lena Gulch • Complete designated bridge, striping, and preventative maintenance projects • Implement the Neighborhood Traffic Management Program Clear Creek Street Maintenance 175 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $50,320 $3,261,535 $4,063,311 $3,314,369 Revenues Lodger's Tax $169,561 $200,000 $256,000 $300,000 Grant - Kipling Trail $0 $0 $0 $0 Grant- Wadsworth (FED)$4,962,175 $9,608,000 $11,828,114 $9,087,498 Grant - Wadsworth (CDOT & Other)$0 $2,398,000 $466,141 $2,460,000 Grant - DRCOG TIP - Wadsworth $0 $0 $0 $2,028,275 Public Improvement Fee $23,414 $0 $0 $0 Interest $8,375 $125 $103 $125 Miscelleneous Revenue ($5,982)$0 $390,146 $0 Transfer from General Fund $3,600,000 $1,300,000 $1,300,000 $6,995,445 Total Revenues $8,757,543 $13,506,125 $14,240,504 $20,871,343 Total Available Funds $8,807,863 $16,767,660 $18,303,815 $24,185,712 Expenditures Drainage $0 $126,662 $84,662 $255,000 Streets $4,336,751 $14,411,276 $14,549,741 $19,483,716 Traffic $0 $0 $24,000 $200,000 Facilities $0 $0 $0 $0 Parks & Recreation Projects $15,000 $16,000 $16,000 $1,491,400 Economic Development $0 $25,000 $0 $85,000 Municipal Projects $392,152 $315,043 $315,043 $248,189 Utility Undergrounding $0 $0 $0 $0 Transfers to General Fund $0 $0 $0 $0 Total Expenditures $4,743,903 $14,893,981 $14,989,446 $21,763,305 Ending Fund Balance $4,063,960 $1,873,679 $3,314,369 $2,422,407 Special Funds Capital Improvement Program (CIP) 176 2022 Proposed Budget Capital Improvement Program Project Profile MISCELLANEOUS DRAINAGE IMPROVEMENT PROJECTS STORM SEWER REPAIR PR O J E C T DE S C R I P T I O N The City’s storm water drainage network lacks sufficient facilities, with a primary focus on storm sewers. Much of the existing system is also aging and falling into disrepair. This budget allocates funding each year to address identified needs related to storm water. In 2022, the City will be lining several segments of aging metal storm sewer to prevent collapse. BE N E F I T S Proactively lining the metal pipe that is in poor condition will extend the useful life of the pipe for many years and prevent an unexpected, potentially hazardous collapse and the costly emergency repairs. VISION 1. – Wheat Ridge is an attractive and inviting city GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage $200,000 $200,000 $200,000 Streets Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $200,000 $200,000 $200,000 Bottom of Metal Pipe at 44th and Miller 177 2022 Proposed Budget Lena Gulch Capital Improvement Program Project Profile LENA GULCH MASTER PLAN PR O J E C T DE S C R I P T I O N The current master plan was adopted in 2008 and does not reflect the new flows from a hydrology study that was finished in 2021. The floodplain maps for Lena Gulch will be revised based on that study and should be finalized in mid-2022. Once that is completed, the master plan will be updated to reflect the revised maps. The master plan update will identify future flood mitigation projects to reduce flood risks to properties along Lena Gulch. The City is working jointly with the cities of Golden and Lakewood, Jefferson County, and the Mile High Flood District on this critical endeavor. BE N E F I T S The Lena Gulch Master Plan update will provide flood risk reduction opportunities, including both the removal of some properties from the regulatory floodplain and reduced flood insurance premiums for others. Reduced flood risk may encourage investment in properties. VISION 3. – Wheat Ridge has great neighborhoods GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage $30,000 $0 $0 Streets Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $30,000 $0 $0 178 2022 Proposed Budget Clear Creek Capital Improvement Program Project Profile CLEAR CREEK MASTER PLAN PR O J E C T DE S C R I P T I O N The current master plan was adopted in 2008 and does not reflect the lower regulatory flows that were approved by FEMA in 2016. The floodplain maps for Clear Creek were finalized in 2021. The master plan can now be updated to reflect the revised maps. The master plan update will identify future flood mitigation projects to reduce flood risks to properties along Clear Creek. The City is working jointly with the cities of Golden and Denver, Adams County, and the Mile High Flood District on this critical endeavor. BE N E F I T S The Clear Creek Master Plan update will provide flood risk reduction opportunities, including both the removal of some properties from the regulatory floodplain and reduced flood insurance premiums for others. Reduced flood risk may encourage investment in properties. VISION 3. – Wheat Ridge has great neighborhoods GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage $25,000 $0 $0 Streets Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $25,000 $0 $0 179 2022 Proposed Budget Capital Improvement Program Project Profile PUBLIC IMPROVEMENT PROJECTS – DEVELOPMENT RELATED PR O J E C T DE S C R I P T I O N The goals of these public improvement projects are to provide for additional public infrastructure investment in coordination with development/redevelopment projects, thus leveraging funding to provide additional public benefit beyond the development itself. The 2022 project includes City contributions to complete a sidewalk gap along the west side of Marshall Street from the Clear Creek Trail south to the existing sidewalk. This project was originally programmed in 2020 but was delayed due to COVID. BE N E F I T S These projects provide overall public benefit in partnership with private redevelopment. They will provide opportunities to strategically coordinate with private partners in order to complete public improvements. VISION 5. – Wheat Ridge has diverse transportation GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets $80,000 $100,000 $100,000 Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $80,000 $100,000 $100,000 Marshall Street Sidewalk Gap 180 2022 Proposed Budget Capital Improvement Program Project Profile BICYCLE AND PEDESTRIAN IMPROVEMENTS PR O J E C T DE S C R I P T I O N This program includes a variety of projects that may include re-striping of roadways with bike lanes, construction of missing sidewalk links, and other potential bicycle and pedestrian facilities. For 2022, the project will add bicycle lanes to Harlan Street between 32nd and 38th Avenues. This project will be done in coordination with resurfacing this portion of Harlan Street. BE N E F I T S Provides alternative transportation and recreation options for residents, including improved and safer access to schools, parks, businesses, and other destinations. In many cases, it also reduces roadway speeds and enhances livability in neighborhoods, as well as improving linkages within Wheat Ridge and neighboring communities. VISION 5. – Wheat Ridge has diverse transportation GOAL 2. – Implement top three priorities of bike/pedestrian plan PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets $40,000 $500,000 $150,000 Traffic Facilities Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $40,000 $500,000 $150,000 181 2022 Proposed Budget Capital Improvement Program Project Profile ADA IMPROVEMENTS PR O J E C T DE S C R I P T I O N The programmed improvements are associated with the completion of an Americans with Disabilities Act (ADA) Transition Plan, which is in accordance with Federal and State requirements. This is an ongoing program with locations for improvements selected based on community need and priority, such as proximity to schools and resident requests. BE N E F I T S The City’s ADA Transition Plan identifies upgrades needed to increase mobility and meet federal ADA requirements. These improvements include curb ramps and other types of mobility access improvements. It provides means for a long-term plan to leverage resources with other City projects, such as pavement management. VISION 5. – Wheat Ridge has diverse transportation GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets $50,000 $50,000 $50,000 Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $50,000 $50,000 $50,000 ADA Ramp 182 2022 Proposed Budget Capital Improvement Program Project Profile STREET LIGHTS – INSTALLATION OF NEW LIGHTS PR O J E C T DE S C R I P T I O N The City of Wheat Ridge has a process that enables residents to request additional street lights to improve their quality of life. Requests must meet the City’s policies regarding spacing and location in order to be considered. If a request meets the policy, additional lights can be installed through a petition process and approval by the City Council, with the installation by Xcel Energy. For 2022, additional lighting is being added at the subdivision at Ridge Road and Quail Street. This project was originally planned in 2020 but was delayed due to COVID. BE N E F I T S The installation of additional lighting in Wheat Ridge provides added traffic and neighborhood safety in addition to increased aesthetic value. VISION 1. – Wheat Ridge is an attractive and inviting city GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets $25,000 $10,000 $10,000 Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $25,000 $10,000 $10,000 Typical Street Light 183 2022 Proposed Budget Capital Improvement Program Project Profile WADSWORTH BOULEVARD IMPROVEMENTS PR O J E C T DE S C R I P T I O N Phase 1 of this project modernizes and improves Wadsworth Boulevard between 41st Avenue and I-70 and includes an efficient and safe intersection design at 44th Avenue, a new traffic signal at 38th, safer entrances and exits for vehicles accessing businesses, and a continuous sidewalk on the west and a bike/pedestrian path on the east side of Wadsworth from 35th Avenue to the Clear Creek Trail. Construction started in Fall 2021 and is expected to continue through 2023. BE N E F I T S The reconstruction of Wadsworth Boulevard will address future needs for capacity and safety, drainage and utilities, pedestrian and bicycle mobility, and overall public safety. The improvements will reduce congestion and better manage access which will provide opportunities for future redevelopment and economic growth in the corridor. VISION 5. – Wheat Ridge has diverse transportation GOAL 3. – Increase connectivity to surrounding communities and local gathering centers PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets $15,638,716 $15,501,746 Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $15,638,716 $15,501,746 Wadsworth Rendering Between 35th Ave and I-70 184 2022 Proposed Budget Capital Improvement Program Project Profile BRIDGE MAINTENANCE PROJECTS PR O J E C T DE S C R I P T I O N Bridges maintained by the City are inspected every two years, which includes a condition assessment that identifies specific maintenance recommendations for each bridge. These maintenance needs are prioritized based on condition and overall critical needs. Due to COVID budget constraints, the bridge maintenance projects have been deferred until 2022. For 2022, the 44th Avenue bridge over Clear Creek will have the joints repaired, Pier Cap repairs, and the approach slabs reconstructed. In 2024 the pedestrian facilities for three bridges will be upgraded to meet current safety and ADA requirements. In 2025, the bridge rail will be replaced on the 44th Avenue Bridge. BE N E F I T S Maintenance of the City’s bridge and transportation infrastructure extends the life of the facilities, reduces costly replacement work in the future, and enhances overall public safety. VISION 5. – Wheat Ridge has diverse transportation GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets $500,000 $0 $400,000 Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $500,000 $0 $400,000 Bridge Repair Example Bridge Joint Repair Example 185 2022 Proposed Budget Capital Improvement Program Project Profile STRIPING MAINTENANCE PR O J E C T DE S C R I P T I O N Maintenance and upkeep of the City’s pavement markings are essential to overall traffic safety. These include centerline and lane markings, crosswalks, intersections, and bicycle lanes. With the City’s commitment to improving multi-modal transportation options, continued upkeep of pavement markings is important, especially with the implementation of bicycle lanes. Project priority is given to maintaining striping on roadways with high traffic volumes and/or bike lanes. BE N E F I T S Striping maintenance maintains and enhances overall safety by clearly defining the operating space for vehicles, bicycles, and pedestrians. VISION 5. – Wheat Ridge has diverse transportation GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets $150,000 $100,000 $100,000 Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $150,000 $100,000 $100,000 32nd Avenue – Crosswalk Striping 32nd Avenue – Bike Lane Striping 186 2022 Proposed Budget Capital Improvement Program Project Profile PREVENTATIVE MAINTENANCE PROJECTS PR O J E C T D E S C R I P T I O N Each year, the City performs a variety of preventive maintenance projects to maintain the City’s roadway infrastructure of over 100 miles of streets. The City utilizes a pavement management system that provides a systematic ranking of street conditions and rehabilitation strategies that include crack sealing, slurry sealing, and mill and overlay projects. The intent is to provide the best maintenance practices at the appropriate time to effectively maintain and prolong the life of the City’s critical street infrastructure investment. In 2022, the proposed programs for major streets are 29th Avenue – Sheridan to Fenton Street and Youngfield Street-32nd Avenue to 44th Avenue. The proposed programs for residential streets are 43rd Drive-44th Avenue to end of a cul- de-sac and Harlan Street-32nd Avenue to 44th Avenue. BE N E F I T S The preventive maintenance projects provide for the most effective and economical maintenance of the City’s streets for the long term. These projects also leverage bicycle and pedestrian, utility, and drainage improvements when feasible. VISION 1. – Wheat Ridge is an attractive and inviting city GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets $3,000,000 $2,000,000 $3,000,000 Traffic Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $3,000,000 $2,000,000 $3,000,000 Crack Sealing Asphalt Paving 187 2022 Proposed Budget Capital Improvement Program Project Profile NEIGHBORHOOD TRAFFIC MANAGEMENT PR O J E C T DE S C R I P T I O N The Neighborhood Traffic Management Program (NTMP) is a process that allows residents to request traffic calming measures on residential streets. This ongoing program may result in physical improvements, such as speed humps, or may involve further enforcement and education. The goal is to calm traffic on residential streets and enhance livability and safety. BE N E F I T S Implementation of the NTMP on a neighborhood street helps to reduce traffic speeds, heighten awareness of speeding issues, and improve neighbor relations. VISION 3. – Wheat Ridge has great neighborhoods GOAL 2. – Facilitate neighbor-to-neighbor relations PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets Traffic $100,000 $100,000 $100,000 Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $100,000 $100,000 $100,000 Neighborhood traffic calming devices 188 2022 Proposed Budget Capital Improvement Program Project Profile TRAFFIC SIGNAL IMPROVEMENTS PR O J E C T DE S C R I P T I O N The City’s traffic signals are critical to overall traffic operations and safety. Aging signal systems require ongoing upgrades in order to meet changing traffic demands. For 2022, the City will conduct an evaluation of the traffic signal infrastructure to determine needs and plan future upgrades to modernize the entire system. BE N E F I T S Modernized traffic signals maintain traffic flow, reduce congestion, and increase safety. VISION 5. – Wheat Ridge has diverse transportation GOAL PL A N ES T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets Traffic $100,000 $0 $0 Facilities Parks & Recreation Projects Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $100,000 $0 $0 44th & Vance Traffic Signal 38th & Yukon Traffic Signal 189 2022 Proposed Budget Capital Improvement Program Project Profile WRRC RUBBER ROOF REPLACEMENT PR O J E C T DE S C R I P T I O N The 2022 project plans to address multiple leaks in the roof with a full replacement of the rubber roof on the Wheat Ridge Recreation Center as it approaches 22 years of age. Funds in 2023 and 2024 will be used to replace aging heat recovery units in the facility. BE N E F I T S By appropriately scheduling the replacement of the rubber roof at the Wheat Ridge Recreation Center, continued damage to the inside of the facility’s wood floors, ceiling tiles, and electrical systems will be averted. VISION 2. Wheat Ridge is a Community for Families VISION 8. Wheat Ridge Residents enjoy an active, Healthy Lifestyle PL A N ES T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets Traffic Facilities Parks & Recreation $150,000 $750,000 $250,000 Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $150,000 $750,000 $250,000 WRRC Roof 190 2022 Proposed Budget Capital Improvement Program Project Profile MUNICIPAL PARKING LOTS PR O J E C T DE S C R I P T I O N The 2022 project plans to address subsurface issues with a full replacement of the parking lot at the Wheat Ridge Recreation Center (WRRC), approaching 22 years of age. This includes a 10% contingency. The service driveway area will not receive full reconstruction and will just include a 2” mill and overlay. BE N E F I T S A full replacement will ensure a safe environment for WRRC guests and participants by reducing the likelihood of trips and falls. Full replacement will alleviate the annual need for temporary repairs and provide a safer walking surface for facility users. VISION 1. Wheat Ridge is an attractive and inviting City VISION 8. Wheat Ridge has diverse transportation PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets Traffic Facilities Parks & Recreation $1,166,400 $0 $0 Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $1,166,400 WRRC Parking Lot Improvements 191 2022 Proposed Budget PFOS Remodel Design Capital Improvement Program Project Profile Parks and Forestry Office Improvements PR O J E C T D E S C R I P T I O N Phase 1 of the Parks, Forestry and Open Space (PFOS) Office remodel will add 7 windows to the building. Windows do not currently exist on the building, so each new window will require extensive masonry and structural work. The estimate for each window install is $25,000. The PFOS office was originally constructed to be a nightclub and doesn’t have windows or a floor plan that works well as an office. The closed-in environment with choppy workspaces and artificial lighting is not conducive to a productive work environment. BE N E F I T S This project will consolidate all PFOS staff into a single location, which will improve communication, teamwork, and the ability to collaborate. VISION 1. Wheat Ridge is an attractive and inviting City VISION 7. Wheat Ridge residents are proud of their hometown PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets Traffic Facilities $175,000 $0 $0 Parks & Recreation Economic Development Municipal Capital Projects Utility Undergrounding TOTAL $175,000 $0 $0 192 2022 Proposed Budget Capital Improvement Program Project Profile GATEWAY SIGNAGE PROGRAM PR O J E C T DE S C R I P T I O N Installation of gateway/entryway signs at various locations around the City’s boundary. Through a previously established plan with City Council guidance, smaller entryway signs have been installed to supplement larger gateway monument signs at major roadway locations, such as the sign at Kipling Street and I-70. The 2022 projects include improvements to the entryway signs at 38th and Sheridan and developing a master plan for the City’s Gateway Signage Program. BE N E F I T S Gateway/entry signs highlight the boundary of the City and alert the traveling public that they have arrived in Wheat Ridge. VISION 1. – Wheat Ridge is an attractive and inviting city VISION PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage Streets Traffic Facilities Parks & Recreation Projects Economic Development $85,000 $0 $0 Municipal Capital Projects Utility Undergrounding TOTAL $85,000 $0 $0 Kipling Street & I-70 Gateway Sign 193 2022 Proposed Budget Capital Improvement Program Project Profile CITY HALL IMPROVEMENTS / MAINTENANCE PR O J E C T D E S C R I P T I O N Key improvements have been identified to expand functionality, improve safety, provide room for growth, and update outdated workspaces. Specifically, within the Police Department: new office for Computer Forensics Lab, a new office for Mental Health Officer, improved teaming for Code Enforcement, and the addition of 2 workstations for Investigations. Within in the Municipal Court area, 2022 projects include gated separation between judge and witness stand, railing to delineate between gallery and litigants, and new bench-style seating. 2023 Court projects include a security screening point outside of the main corridor, and the remodel of the administrative work area to replace built-in workstations with systems furniture. BE N E F I T S These changes address growth within the Police Department, courtroom safety, and greater functionality for the Court administrative team. VISION 1. – Wheat Ridge is an attractive and inviting city GOAL PL A N E S T I M A T E S EXPENDITURES 2022 2023 2024 Drainage $0 $0 $0 Streets $0 $0 $0 Traffic $0 $0 $0 Facilities $0 $0 $0 Parks & Recreation Projects $0 $0 $0 Economic Development $0 $0 $0 Municipal Capital Projects $248,189 $338,143 $0 Utility Undergrounding $0 $0 $0 TOTAL $248,189 $338,143 $0 Wheat Ridge City Hall 194 2022 Proposed Budget REVENUES 2020 2021 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED 30-580-00-589 Beginning Fund Balance $50,320 $3,261,535 $4,063,311 $3,314,369 $2,422,407 $25,243 $70,243 $540,243 $885,243 $1,730,243 $2,575,243 $3,420,243 30-500-00-508 Lodger's Tax $169,561 $200,000 $256,000 $300,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $400,000 30-520-08-539 Grant - Kipling Trail $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 30-520-12-539 Grant - Wadsworth Widening (FED)$4,962,175 $9,608,000 $11,828,114 $9,087,498 $1,600,000 $0 $0 $0 $0 $0 $0 $0 30-520-13-539 Grant - Wadsworth Widening (CDOT & Other)$0 $2,398,000 $466,141 $2,460,000 $7,700,000 $0 $0 $0 $0 $0 $0 $0 30-525-00-540 2018 DRCOG TIP - Wads $0 $0 $0 $2,028,275 $3,251,725 $0 $0 $0 $0 $0 $0 $0 30-550-00-551 Public Improvement Fee $23,414 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 30-580-00-581 Interest $8,375 $125 $103 $125 $1,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 $5,000 30-580-00-588 Misc. Revenue -$5,982 $0 $390,146 $0 $0 $0 $0 $0 $0 $0 $0 $0 30-590-00-591 Transfer from General Fund for CIP $3,600,000 $1,300,000 $1,300,000 $6,995,445 $4,500,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 TOTAL REVENUE $8,757,543 $13,506,125 $14,240,504 $20,871,343 $17,452,725 $4,405,000 $4,405,000 $4,405,000 $4,405,000 $4,405,000 $4,405,000 $4,405,000 TOTAL AVAILABLE FUNDS $8,807,863 $16,767,660 $18,303,815 $24,185,712 $19,875,132 $4,430,243 $4,475,243 $4,945,243 $5,290,243 $6,135,243 $6,980,243 $7,825,243 EXPENDITURES 2020 2021 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED DPW DRAINAGE 30-302-800-833 Misc. Drainage Improvements Projects $0 $71,662 $84,662 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 30-302-800-841 Lena Gulch Master Plan Update $0 $30,000 $0 $30,000 $0 $0 $0 $0 $0 $0 $0 $0 30-302-800-837 Clear Creek Master Plan Update $0 $25,000 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL DRAINAGE $0 $126,662 $84,662 $255,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 DPW STREETS 30-303-800-840 Minor Street Improvement Projects $71,723 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 30-303-800-841 Clear Creek Crossing $23,733 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 30-303-800-851 Public Improvement Projects, Dev. Related $40,937 $10,591 $7,170 $80,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 30-303-800-852 Bike/Pedestrian Improvements $0 $0 $0 $40,000 $500,000 $150,000 $0 $150,000 $0 $0 $0 $0 30-303-800-860 G Line Station Street Projects $0 $198,915 $198,915 $0 $0 $0 $0 $0 $0 $0 $0 $0 30-303-800-861 ADA Improvements $0 $50,000 $43,879 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 30-303-800-864 Street Lights, Installation of Approved Lights $0 $0 $0 $25,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 30-303-800-865 Wadsworth EA Design and Construction $4,065,559 $12,540,122 $12,725,738 $15,638,716 $15,501,746 $0 $0 $0 $0 $0 $0 $0 30-303-800-866 Bridge Maintenance Projects $168 $40,794 $40,794 $500,000 $0 $400,000 $375,000 $350,000 $0 $0 $0 $0 30-303-800-867 Striping Maintenance $0 $150,000 $118,423 $150,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 30-303-800-884 Preventative Maintenance Projects $134,631 $1,420,854 $1,414,822 $3,000,000 $2,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 TOTAL STREETS $4,336,751 $14,411,276 $14,549,741 $19,483,716 $18,261,746 $3,810,000 $3,635,000 $3,760,000 $3,260,000 $3,260,000 $3,260,000 $3,260,000 DPW TRAFFIC 30-304-800-844 Neighborhood Traffic Management Projects $0 $0 $24,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 30-304-800-847 Traffic Signal Improvements $0 $0 $0 $100,000 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL TRAFFIC $0 $0 $24,000 $200,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 DPW FACILITIES 30-305-800-811 New Shop Funding $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL DPW FACILITIES $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 PARKS & RECREATION CAPITAL PROJECTS 30-620-800-830 Anderson Building Improvements $15,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 30-603-800-862 Wheat Ridge Recreation Center $0 $0 $0 $150,000 $750,000 $250,000 $0 $0 $0 $0 $0 $0 30-603-800-864 Municipal Parking Lots $0 $16,000 $16,000 $1,166,400 $0 $0 $0 $0 $0 $0 $0 $0 30-603-800-866 Parks and Forestry Building $0 $0 $0 $175,000 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL PARKS & RECREATION $15,000 $16,000 $16,000 $1,491,400 $750,000 $250,000 $0 $0 $0 $0 $0 $0 ECONOMIC DEVELOPMENT 30-610-700-724 Gateway Signage Program $0 $25,000 $0 $85,000 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL ECONOMIC DEVELOPMENT $0 $25,000 $0 $85,000 $0 $0 $0 $0 $0 $0 $0 $0 MUNICIPAL CAPITAL PROJECTS 30-610-800-811 City Hall Improvements/Maintenance $348,117 $277,830 $277,830 $248,189 $338,143 $0 $0 $0 $0 $0 $0 $0 30-610-800-872 Aerial Photography/GIS Updates $23,150 $37,213 $37,213 $0 $200,000 $0 $0 $0 $0 $0 $0 $0 30-610-800-873 PD Evidence $20,885 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL MUNICIPAL $392,152 $315,043 $315,043 $248,189 $538,143 $0 $0 $0 $0 $0 $0 $0 UTILITY UNDERGROUNDING EXPENDITURES 30-306-800-802 Easements and ROW $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL UNDERGROUNDING $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Transfers 30-902-890-891 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL TRANSFERS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL EXPENDITURES $4,743,903 $14,893,981 $14,989,446 $21,763,305 $19,849,889 $4,360,000 $3,935,000 $4,060,000 $3,560,000 $3,560,000 $3,560,000 $3,560,000 ENDING FUND BALANCE $4,063,960 $1,873,679 $3,314,369 $2,422,407 $25,243 $70,243 $540,243 $885,243 $1,730,243 $2,575,243 $3,420,243 $4,265,243 10-yr CIP budget 195 2022 Proposed Budget In November 2016, Wheat Ridge voters approved ballot question 2E, a temporary 0.5% increase to the City’s sales and use tax rate, in order to fund investments that would improve transportation infrastructure, create opportunities for economic development and enable additional “placemaking” to attract those wanting to live, work and play in Wheat Ridge. In 2017, City Council adopted Resolution 02-2017, establishing the restricted 2E Fund as defined by GASB No. 54 to segregate revenues and expenditures for the 2E projects. In the spring of 2017, the City sold bonds that generated $33 million in funds for the following four projects. Improvements to Anderson Park • Status: Project complete • 2E funds spent: $4,599,945 This project included a complete renovation and modernization of the Anderson Building, which reconfigured the space to allow for additional programming and improved the locker rooms for the outdoor pool. The project also improved the sports fields, installed new baseball field lights, constructed a new performance pavilion, created new access to Clear Creek, built new trails, and resurfaced the parking lots. Clear Creek Crossing Access Ramps • Status: Substantially complete • 2E funds spent through 2021: $20,958,735 The City initially allocated $10 million of 2E funds towards the construction of the on and off-ramps from I-70 to the Clear Creek Crossing mixed-use development. The initial $10 million was spent between 2017 and August 2020. A provision in the City’s intergovernmental agreement with Longs Peak Metropolitan District (LPMD) specifies the City will pay the total cost of the access ramp project and be reimbursed for all expenses above $10 million once bonds are issued by LPMD. The economic uncertainty caused by the COVID-19 pandemic slowed LPMD’s bond issuance. Therefore, the City diverted funds from the Wheat Ridge · Ward Station project to complete the access ramps at Clear Creek Crossing. It is anticipated LPMD will reimburse the City in 2021 or 2022. Development activities are underway at Clear Creek Crossing. The multifamily housing development and a convenience store and gas station are open for business. The headquarters 196 2022 Proposed Budget for Foothills Credit Union is under construction, and other private developments are under the City’s review or are in the planning stages. Finally, a new hospital campus is under construction by SCL Health. Clear Creek Crossing is an exciting mixed-use development for the City that will generate economic and recreational benefits for years to come. Wadsworth Improvement Project • Status: Construction begins fall, 2021 • 2E Funds spent through 2021: $7,439,950 In April 2016, the City of Wheat Ridge initiated the improvement project for Wadsworth Boulevard between 35th Avenue and I-70. The first phase, an Environmental Assessment, was completed in 2019 with input from the local community. Construction on the first phase of the project from 41st Avenue to I-70 will begin in the fall of 2021 at a project cost of approximately $35 million. 2E funding, along with $1.25 million of additional Capital Improvement Program (CIP) funds, were used to provide the City’s local match for two federal transportation grants and a CDOT Main Streets grant totaling $19.2 million. Additionally, the City was awarded two federal safety grants with CDOT matches for a total of $4.7 million. CDOT has also committed $4.1 million in maintenance funding towards the project. Two other grants totaling $3.8 million were also received. Funding for construction in 2021 through 2023 is budgeted in the CIP budget, Fund 30. Wheat Ridge · Ward Station • Status: Design and right-of-way acquisitions underway • 2E Funds spent through 2021: $2,474,464 The City originally allocated $12 million of 2E funds to address traffic, and multi-modal transportation needs to facilitate redevelopment and economic development opportunities in the area surrounding the G Line commuter rail station. Designs for street improvements will be completed in 2021, with construction starting in 2022. Designs for a pedestrian bridge, plaza, and trail from the station area south to the I-70 frontage are 30% complete. Funding for additional design, right-of-way acquisitions, and construction of the public improvements will be appropriated in the Renewal Wheat Ridge Projects Budget, Fund 40, in 2022 and 2023. Private investments are ongoing with townhomes and apartments under construction by Toll Brothers, Remington Homes, and the Forum Group. 197 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $20,410,710 $8,553,992 $8,553,992 $5,455,875 Revenues 2E Sales Tax $3,576,439 $3,515,261 $3,904,614 $4,185,737 2E Use Tax $144,449 $127,547 $141,667 $141,667 2E Building Use Tax $398,211 $334,167 $1,212,709 $1,069,865 2E Auto Use Tax $303,731 $236,974 $236,974 $227,370 2E Audit Proceeds $1,062 $33,333 $33,333 $41,667 Bond Proceeds - Par $0 $0 $0 $0 Bond Proceeds - Premium $0 $0 $0 $0 Interest Income $223,899 $23,642 $12,000 $6,060 Miscellaneous Income $287,209 $0 $297,581 $0 Transfer from General Fund Total Revenues $4,935,000 $4,270,924 $5,838,878 $5,672,366 Total Available Funds $25,345,710 $12,824,916 $14,392,870 $11,128,241 Expenditures Clear Creek Crossing $9,279,277 $2,372,318 $2,222,565 $0 Gold Line Station $440,511 $344,664 $344,540 $0 Wadsworth $3,571,730 $2,867,309 $2,867,290 $384,783 Anderson Park $0 $0 $0 $0 Bond Issuance Costs $500 $500 $5,500 $500 Debt Payment $3,499,700 $3,497,100 $3,497,100 $3,498,800 Total Expenditures $16,791,718 $9,081,891 $8,936,995 $3,884,083 Ending Fund Balance $8,553,992 $3,743,025 $5,455,875 $7,244,158 Special Funds Investing 4 the Future - Projects Funded by 2E 198 2022 Proposed Budget 2022 10-yr 2E budget Stop 0.5%September REVENUES 2017 2018 2019 2020 2021 2021 2022 2023 2024 2025 2026 2027 ACTUAL ACTUAL ACTUAL ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED 31-580-00-589 Beginning Fund Balance $0 $33,403,757 $29,280,505 $20,410,710 $8,553,992 $8,553,992 $5,455,875 $7,244,158 $8,895,667 $10,278,292 $6,787,992 $3,288,692 31-500-00-510 2E Sales Tax $3,220,444 $3,225,880 $3,417,598 $3,576,439 $3,515,261 $3,904,614 $4,185,737 $4,311,309 $4,082,020 $0 $0 $0 31-500-00-511 2E Use Tax $147,569 $337,688 $184,327 $144,449 $127,547 $141,667 $141,667 $150,000 $137,948 $0 $0 $0 31-500-00-512 2E Building Use Tax $445,649 $553,509 $227,519 $398,211 $334,167 $1,212,709 $1,069,865 $500,000 $367,863 $0 $0 $0 31-500-00-513 2E Auto Use Tax $344,270 $292,724 $308,128 $303,731 $236,974 $236,974 $227,370 $250,000 $252,906 $0 $0 $0 31-500-00-514 2E Audit Proceeds $0 $32,243 $21,855 $1,062 $33,333 $33,333 $41,667 $35,000 $32,188 $0 $0 $0 TOTAL TAXES $4,157,932 $4,442,044 $4,159,427 $4,423,892 $4,247,282 $5,529,297 $5,666,306 $5,246,309 $4,872,925 $0 $0 $0 31-510-00-510 Bond Proceeds - Par $30,595,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-510-00-511 Bond Proceeds - Premium $2,687,079 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL BOND PROCEEDS $33,282,079 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-580-00-581 Interest Income $251,406 $563,228 $570,873 $223,899 $23,642 $12,000 $6,060 $8,500 $10,000 $10,000 $0 $0 31-580-00-588 Miscellaneous Income $0 $0 $119,450 $287,209 $0 $297,581 $0 $0 $0 $0 $0 $0 TOTAL OTHER REVENUE $251,406 $563,228 $690,323 $511,108 $23,642 $309,581 $6,060 $8,500 $10,000 $10,000 $0 $0 31-590-00-591 Transfer from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL TRANSFER IN $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL REVENUE $37,691,417 $5,005,272 $4,849,750 $4,935,000 $4,270,924 $5,838,878 $5,672,366 $5,254,809 $4,882,925 $10,000 $0 $0 TOTAL AVAILABLE FUNDS $37,691,417 $38,409,029 $34,130,255 $25,345,710 $12,824,916 $14,392,870 $11,128,241 $12,498,967 $13,778,592 $10,288,292 $6,787,992 $3,288,692 EXPENDITURES 2017 2018 2019 2020 2021 2021 2022 2023 2024 2025 2026 2027 ACTUAL ACTUAL ACTUAL ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED CLEAR CREEK CROSSING 31-101-700-750 Professional Services $274,936 $117,812 $263,630 $530,609 $360,858 $330,073 $0 $0 $0 $0 $0 $0 31-101-800-801 Environmental $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-101-800-805 Construction $0 $2,967,817 $5,832,698 $8,748,668 $2,011,460 $1,892,492 $0 $0 $0 $0 $0 $0 TOTAL CLEAR CREEK CROSSING $274,936 $3,085,629 $6,096,328 $9,279,277 $2,372,318 $2,222,565 $0 $0 $0 $0 $0 $0 GOLD LINE STATION 31-102-700-750 Professional Services $5,871 $491,098 $952,335 $406,151 $0 $0 $0 $0 $0 $0 $0 $0 31-102-800-801 Visioning $50,112 $3,213 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-102-800-802 Planning $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-102-800-803 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-102-800-804 ROW $0 $0 $186,784 $34,360 $1,564 $1,440 $0 $0 $0 $0 $0 $0 31-102-800-805 Construction $0 $0 $0 $0 $343,100 $343,100 $0 $0 $0 $0 $0 $0 TOTAL GOLD LINE STATION $55,983 $494,311 $1,139,119 $440,511 $344,664 $344,540 $0 $0 $0 $0 $0 $0 WADSWORTH 31-103-700-750 Professional Services $37,188 $87,417 $383,188 $147,911 $110,796 $110,796 $0 $0 $0 $0 $0 $0 31-103-800-801 Environmental $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-103-800-802 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-103-800-803 ROW $0 $0 $108,354 $3,423,819 $2,756,513 $2,756,494 $0 $0 $0 $0 $0 $0 31-103-800-805 Construction $0 $0 $0 $0 $0 $0 $384,783 $100,000 $0 $0 $0 $0 TOTAL WADSWORTH $37,188 $87,417 $491,542 $3,571,730 $2,867,309 $2,867,290 $384,783 $100,000 $0 $0 $0 $0 ANDERSON PARK 31-104-700-750 Professional Services $0 $433,941 $117,204 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-104-800-801 Waterline $10,615 $144,793 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-104-800-802 Owner's Rep $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-104-800-803 Master Plan $143,568 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-104-800-804 Design $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-104-800-805 Construction $0 $1,373,271 $2,376,553 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL ANDERSON PARK $154,183 $1,952,005 $2,493,757 $0 $0 $0 $0 $0 $0 $0 $0 $0 ISSUANCE COSTS 31-600-700-750 Professional Services $274,915 $3,863 $500 $500 $500 $5,500 $500 $500 $500 $500 $500 $500 31-600-700-760 Bond Insurance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-600-700-765 Surety Bond $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 31-600-700-770 Misc Expense - General $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL ISSUANCE COSTS $274,915 $3,863 $500 $500 $500 $5,500 $500 $500 $500 $500 $500 $500 DEBT PAYMENTS 31-610-900-901 2E DEBT SERVICE - PRINCIPAL $2,800,000 $2,400,000 $2,465,000 $2,565,000 $2,665,000 $2,665,000 $2,720,000 $2,860,000 $3,000,000 $3,150,000 $3,260,000 $2,710,000 31-610-900-902 2E DEBT SERVICE - INTEREST $690,455 $1,105,300 $1,033,300 $934,700 $832,100 $832,100 $778,800 $642,800 $499,800 $349,800 $238,800 $108,400 TOTAL DEBT PAYMENTS $3,490,455 $3,505,300 $3,498,300 $3,499,700 $3,497,100 $3,497,100 $3,498,800 $3,502,800 $3,499,800 $3,499,800 $3,498,800 $2,818,400 TOTAL PROJECT EXPENDITURES $522,290 $5,619,362 $10,220,746 $13,291,518 $5,584,291 $5,434,395 $384,783 $100,000 $0 $0 $0 $0 TOTAL DEBT SERVICE EXPENDITURES $3,765,370 $3,509,163 $3,498,800 $3,500,200 $3,497,600 $3,502,600 $3,499,300 $3,503,300 $3,500,300 $3,500,300 $3,499,300 $2,818,900 TOTAL EXPENDITURES $4,287,660 $9,128,525 $13,719,546 $16,791,718 $9,081,891 $8,936,995 $3,884,083 $3,603,300 $3,500,300 $3,500,300 $3,499,300 $2,818,900 ENDING FUND BALANCE $33,403,757 $29,280,504 $20,410,709 $8,553,992 $3,743,025 $5,455,875 $7,244,158 $8,895,667 $10,278,292 $6,787,992 $3,288,692 $469,792 09/02/2021 8:22 PM1992022 Proposed Budget I-70/Kipling Corridor Urban Renewal Plan Area RENEWAL WHEAT RIDGE BOND PROJECTS About the Bond Projects In June 2021, the Wheat Ridge Urban Renewal Authority dba Renewal Wheat Ridge (RWR) adopted Resolution 17-2021, authorizing the issuance of bonds to be used for public improvements within the I-70/Kipling Corridor Urban Renewal Plan Area (Plan Area). At the time of the publication of this budget, the exact amount the bonds will net RWR is not determined. Once the full amount is determined, City staff will prioritize the list of possible activities based on the amount of funds issued. Construction projects are anticipated to commence in the first quarter of 2022. The projects are located in three areas: • Applewood – The I-70/32nd Avenue/ Youngfield Street corridor • Wheat Ridge · Ward G-Line Station – The area on the north and south sides of the G-Line near the station • Kipling Street – The Kipling Corridor from 38th Avenue to I-70 2022 Budget Priorities • Complete the design and construction plans for the I-70/32nd Avenue/ Youngfield Street projects • Reconstruct the 38th/ Kipling intersection • Complete the design, right-of-way acquisition, and construction plans for the Plazas, Pedestrian Bridge, and Multi-use Trail south of the G-Line Station • Reconstruct 52nd Avenue, Tabor Street, Ridge Road, and the 52nd/Ward and Ridge/Ward intersections 200 2022 Proposed Budget 2020 Actual 2021 Adjusted 2021 Estimated 2022 Proposed Beginning Fund Balance $0 $0 $0 $0 Revenues Transfer from Renewal Wheat Ridge $0 $0 $0 $5,900,000 Total Revenues $0 $0 $0 $5,900,000 Total Available Funds $0 $0 $0 $5,900,000 Expenditures Applewood Activities $0 $0 $0 $750,000 Kipling Activities $0 $0 $0 $1,000,000 Ward TOD Activities $0 $0 $0 $4,150,000 Total Expenditures $0 $0 $0 $5,900,000 Ending Fund Balance $0 $0 $0 $0 Special Funds Renewal Wheat Ridge Bond Projects 201 2022 Proposed Budget I-70 Bridge Over 32nd Avenue Projects Funded by RWR Bond Proceeds Applewood Projects Profile APPLEWOOD AREA PR O J E C T D E S C R I P T I O N Several projects are planned in the Applewood area along the I-70/32nd Avenue/ Youngfield Street corridor. • I-70/32nd Avenue Interchange Enhancements –This project will add decorative elements to the bridge over 32nd Avenue to enhance its appearance. • Youngfield Streetscape – The area on the west side of Youngfield Street between approximately 28th and 40th Avenues will be improved to enhance the appearance of this largely unmaintained area. Improvements could include landscaping, gateway signage, and decorative fencing. • 32nd Avenue bike/pedestrian improvements– bike and pedestrian improvements will be made from Youngfield to Clear Creek Drive The estimated cost for these interchange and corridor-related projects is $5 million. BE N E F I T S The beautification of the I-70/32nd Avenue/Youngfield Street corridor will greatly enhance the appearance of this important entryway to the City adjacent to the City’s premier shopping center and the emerging Clear Creek Crossing development. VISION 4. – Wheat Ridge has a choice of economically viable commercial areas GOAL 2. – Provide support to existing commercial areas PL A N ES T I M A T E S EXPENDITURES 2022 2023 2024 Professional Services $750,000 $0 $0 Environmental $0 $0 $0 ROW $0 $0 $0 Construction $0 $500,000 $4,250,000 TOTAL $750,000 $500,000 $4,250,000 I-70 Eastbound On-Ramp 202 2022 Proposed Budget Projects Funded by RWR Bond Proceeds Kipling Projects Profile KIPLING AREA PR O J E C T D E S C R I P T I O N Two projects are planned along the Kipling Street corridor. • I-70/Kipling Street Interchange Enhancements –This project will add decorative elements to the bridge, abutments, and medians to enhance their appearance when the interchange is reconstructed by CDOT. • 38th Avenue/Kipling Street Intersection Reconstruction – The intersection will be reconstructed to add double left-turn lanes to the 38th Avenue approaches and make pedestrian safety improvements. The estimated cost for the interchange enhancement projects is $5 million. The estimated cost of the 38th/Kipling Street intersection reconstruction is estimated at $1,000,000. BE N E F I T S The beautification of the I-70/Kipling Street corridor will greatly enhance the appearance of this important entryway to the City. Reconstructing the 38th Avenue/Kipling Street intersection will improve pedestrian safety, provide more capacity for the 38th Avenue approaches and reduce congestion adjacent to nearby commercial developments. VISION 4. – Wheat Ridge has a choice of economically viable commercial areas GOAL 2. – Provide support to existing commercial areas PL A N ES T I M A T E S EXPENDITURES 2022 2023 2024 Professional Services $1,000,000 $0 $0 Environmental $0 $0 $0 ROW $0 $0 $0 Construction $0 $0 $0 TOTAL $1,000,000 $0 $0 I-70 Bridge Over Kipling Street 38th Avenue & Kipling Street 203 2022 Proposed Budget Projects Funded by RWR Bond Proceeds Wheat Ridge · Ward Station Projects Profile WHEAT RIDGE · WARD GOLD LINE STATION AREA PR O J E C T D E S C R I P T I O N These projects will address traffic, and multi-modal transportation needs to facilitate redevelopment and enhance the area surrounding the G-Line commuter rail station at Ridge and Ward Roads. The improvements include: • Reconstruction of 52nd Avenue, Tabor Street, and Ridge Road • Installation of a pedestrian bridge over the tracks, including constructing plazas on either end to enhance the bridge landings • Construction of a multi-use trail from the south plaza of the pedestrian bridge to the I-70 Frontage Road BE N E F I T S Public infrastructure investments at the Wheat Ridge · Ward Station Area facilitate and enhance private sector investments. The investments are creating a new mixed-use, multi-modal, and pedestrian-friendly neighborhood with a dynamic mix of jobs and housing. Ongoing development expands the City’s housing diversity by providing a mix of for rent and for sale multi-family housing products. The adopted vision seeks to maintain and expand the City’s employment base, with a focus on expanding the City’s business base in the outdoor recreation industry. The vision also includes a goal of creating a trail system and other iconic features that help brand the area as a regional destination accessible and visible from both the G-Line and I-70. VISION 5. – Wheat Ridge has diverse transportation GOAL 5. – Increase multi-modal access to G-Line stations PL A N ES T I M A T E S EXPENDITURES 2022 2023 2024 Professional Services $700,000 $0 $0 Environmental $0 $0 $0 ROW $200,000 $0 $0 Construction $3,250,000 $9,550,000 $0 TOTAL $4,150,000 $9,550,000 $0 Pedestrian Bridge Over Tracks Station Area Projects 204 2022 Proposed Budget 2022 Fund 40 Bond Activities REVENUES 2020 2021 2021 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED Beginning Fund Balance $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Interest Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Miscellaneous Income $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL OTHER REVENUE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 40-590-00-592 Transfer from Renewal Wheat Ridge $0 $0 $0 $5,900,000 $10,050,000 $4,250,000 $5,000,00040-590-00-591 Transfer from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL TRANSFER IN $0 $0 $0 $5,900,000 $10,050,000 $4,250,000 $5,000,000 $0 $0 $0 $0 TOTAL REVENUE $0 $0 $0 $5,900,000 $10,050,000 $4,250,000 $5,000,000 $0 $0 $0 $0 TOTAL AVAILABLE FUNDS $0 $0 $0 $5,900,000 $10,050,000 $4,250,000 $5,000,000 $0 $0 $0 $0 EXPENDITURES 2020 2021 2021 2022 2023 2024 2025 2026 2027 2028 2029 ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED APPLEWOOD ACTIVITIES Professional Services $0 $0 $0 $750,000 $0 $0 $0 $0 $0 $0 $0ROW Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Construction$0 $0 $0 $0 $500,000 $4,250,000 $0 $0 $0 $0 $0TOTAL APPLEWOOD ACTIVITIES $0 $0 $0 $750,000 $500,000 $4,250,000 $0 $0 $0 $0 $0 KIPLING ACTIVITIES Professional Services $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 ROW Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $1,000,000 $0 $0 $5,000,000 $0 $0 $0 $0 TOTAL KIPLING ACTIVITIES $0 $0 $0 $1,000,000 $0 $0 $5,000,000 $0 $0 $0 $0 WARD TOD ACTIVITIES Professional Services $0 $0 $0 $700,000 $0 $0 $0 $0 $0 $0 $0 ROW Acquisition $0 $0 $0 $200,000 $0 $0 $0 $0 $0 $0 $0 Construction $0 $0 $0 $3,250,000 $9,550,000 $0 $0 $0 $0 $0 $0 TOTAL WARD TOD ACTIVITIES $0 $0 $0 $4,150,000 $9,550,000 $0 $0 $0 $0 $0 $0 OTHER ACTIVITIES Professional Services $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Design$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Construction$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL OTHER ACTIVITIES $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL EXPENDITURES $0 $0 $0 $5,900,000 $10,050,000 $4,250,000 $5,000,000 $0 $0 $0 $0 ENDING FUND BALANCE $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 205 2022 Proposed Budget Pay-for-Performance Compensation Plan The City’s compensation plan for full-time/part-time benefitted employees is designed as a financially sustainable plan that supports recruitment and retention of top talent. Additionally, the compensation plan is market-based and fully aligned with the City’s performance management plan (PMP), and is reflective of an overall pay-for-performance system of total rewards. The City’s pay-for-performance model is consistent with the culture and commitment to the City’s core values of A.C.T.I.O.N! (Accountability, Change, Teamwork, Integrity, Opportunity, NOW!). It is important for the City to reward employees who exemplify these core values and help achieve the City’s strategic results. The City’s compensation philosophy is as follows: The City of Wheat Ridge recognizes that, as a service organization, employees are critical to the success of its mission and goals. In a highly competitive and ever- changing environment, we strive to attract and retain qualified individuals who respond quickly, think creatively, and achieve meaningful results. The City strives to attract and retain a highly skilled workforce that is efficient, productive, and innovative. Rewards are based on behaviors, contributions, and performance that demonstrate a commitment to public service and the City’s core values. Employees are rewarded for taking personal responsibility to develop their skills, provide excellent customer service, and develop positive relationships within the community. Employees are expected to continually strive to learn as well as apply problem-solving and customer service skills to further the City’s mission. The total compensation package consists of base pay, comprehensive benefits, peer recognition, and wellness programs, as well as development opportunities based on financial conditions and strategic objectives. The compensation plan consists of three sub plans: 1) a pay-for-performance open range plan (which includes civilian and police sergeants and higher ranks) and 2) a seven-step sworn plan and open range plan for traditionally non-benefited part-time and variable hour employees. Market Survey Update - the City conducted a market analysis update in 2021 to see how the City’s pay practices compare to other municipalities in the Denver/Boulder market. Changes are effective in 2022 to ensure the City is competitive with the Denver/Boulder market. Prior to this update, the City last conducted a market survey in 2018 with only minor changes to the sworn step plan in 2020. The City planned to complete market analysis in 2020, which was postponed due to the COVID-19 health emergency. As such, pay ranges have increased for the 2022 fiscal year due to the tight labor market and time since the last update. 206 2022 Proposed Budget Following the performance evaluation due dates scheduled in the fall of 2021, employees may receive an increase based on how they met the core values and competencies of the PMP system. Performance increases are not guaranteed. The merit budget is determined and approved by City Council on an annual basis according to what other comparable organizations are providing and what the City can afford for that fiscal year. Unforeseen factors that could impact the local, state or national economy cannot always be predicted. 207 2022 Proposed Budget 2022 Police Officer Steps 1 2 3 4 5 6 7 Annual $62,000 $66,500 $69,888 $73,382 $77,785 $82,452 $93,000 Hourly $29.81 $31.97 $33.60 $35.28 $37.40 $39.64 $44.71 7.4%5.0%5.0%6.0%6.0%12.8% Sergeant Commander Division Chief $128,000 $198,300 Range Minimum Range Maximum Range Minimum Range Maximum $99,800 $134,800 $104,900 $162,700 Police Officer Pay Plan Police Department % spread between steps Range Minimum Range Maximum 208 2022 Proposed Budget 2022 Range Range Minimum Maximum Salary Grade 10 $28,700 $38,700 Parks & Recreation Custodian $13.80 $18.61 Salary Grade 20 $32,900 $46,100 Parks & Recreation Maintenance Worker I-P&R $15.82 $22.16 Public Works Maintenance Worker I-PW Parks & Recreation Operations Support Technician I-P&R Salary Grade 30 $37,200 $52,000 Parks & Recreation Forestry Assistant $17.88 $25.00 Parks & Recreation Horticulture Assistant Parks & Recreation Maintenance Worker II-Parks Parks & Recreation Operations Support Technician II-P&R Parks & Recreation Recreation Leader Salary Grade 40 $39,600 $55,400 Administrative Services Accounting Technician $18.10 $25.36 Administrative Services Payroll Specialist Salary Grade 50 $42,900 $60,100 Administrative Services Administrative Specialist $20.63 $28.89 Parks & Recreation Facility Assistant Parks & Recreation Environmental Interpreter Parks & Recreation Forestry Technician Parks & Recreation Horticulture Technician Police Department Investigative Technician Administrative Services IT Support Technician Municipal Court Judicial Assistant I Public Works Maintenance Worker II - PW Parks & Recreation Operations Support Tech III-P&R Parks & Recreation Pool Manager Police Department Records Management Specialist Administrative Services Sales Tax Technician Salary Grade 60 $45,700 $66,300 Mayor's Office Admin. Assistant-Mayor/Council $21.97 $31.88 Community Development Administrative Assistant-CD Police Department Administrative Assistant-Police Public Works Administrative Assistant-PW Police Department Community Service Officer Public Works Engineering Technician I Public Works Equipment Operator I Police Department Evidence Technician I Salary Grade Job Title Non-Exempt Summary Report Job Titles Listed by Salary Grade 209 2022 Proposed Budget Range Range Minimum Maximum Salary Grade 60 - con't $45,700 $66,300 Parks & Recreation Facility Coordinator $20.82 $30.14 Administrative Services GIS Technician Municipal Court Judicial Assistant II Police Department Lead Records Management Specialist Public Works Mechanic Parks & Recreation Recreation Coordinator Public Works Traffic Operations Technician I Community Development Utility Locator Salary Grade 70 $52,700 $76,300 Police Department Community Service Officer - Lead $25.34 $36.68 Public Works Engineering Technician II Public Works Equipment Operator II Police Department Evidence Technician II Parks & Recreation Facilities Maintenance Supervisor Parks & Recreation Maintenance Crew Leader-Parks Public Works Mechanic - Lead Municipal Court Probation Officer Police Department Program Administrative Coordinator Public Works Traffic Operations Technician II Salary Grade 80 $58,900 $88,300 Municipal Court Court Marshal $28.32 $42.45 City Clerk's Office Deputy City Clerk Public Works Engineering Technician III Community Development Plans Reviewer/Inspector Public Works Traffic Operations Technician III Salary Grade 90 $63,200 $94,800 Police Department Community Service Team Supervisor $30.38 $45.58 Police Department Records Supervisor Administrative Services Senior IT Support Technician Non-Exempt Summary Report Job Titles Listed by Salary Grade Salary Grade Job Title 210 2022 Proposed Budget Job Titles Listed by Salary Grade Range Range Minimum Maximum Salary Grade 200 $47,476 $76,824 Administrative Services Public Information Specialist $22.83 $36.93 Parks and Recreation Graphic Designer Administrative Services Human Resources Business Partner Community Development Landscape Inspection Program Manager Parks and Recreation Marketing Generalist Community Development Planner I Administrative Services Staff Accountant Salary Grade 210 $57,200 $85,730 Police Department Administrative Analyst $27.50 $41.22 Administrative Services Procurement Coordinator City Manager's Office Homeless Navigator City Manager's Office Neighborhood Engagement Specialist Parks & Recreation Grant and Special Project Administrator Community Development Planner II Administrative Services Revenue Auditor Public Works Stormwater Coordinator City Manager's Office Sustainability Coordinator Salary Grade 220 $65,600 $98,400 Administrative Services Accountant $31.54 $47.31 Public Works Civil Engineer I Police Department Crime Analyst Court Deputy Court Administrator Administrative Services Executive Assistant Parks & Recreation Forestry and Open Space Supervisor Administrative Services GIS Analyst Administrative Services Sr. Human Resources Business Partner Parks & Recreation Operations Supervisor-Parks Administrative Services Payroll Supervisor Parks & Recreation Project Coordinator Parks & Recreation Recreation Supervisor Police Department Training & Accreditation Manager Salary Grade 230 $75,600 $113,400 Administrative Services Accounting Supervisor $36.35 $54.52 City Manager's Office Assistant to the City Manager Municipal Court Court Administrator Public Works Operations Supervisor Administrative Services Procurement Manager Salary Grade Job Title Exempt Summary Report 211 2022 Proposed Budget Job Titles Listed by Salary Grade Range Range Minimum Maximum Salary Grade 240 $81,200 $121,800 Public Works Civil Engineer II $39.04 $58.56 City Manager's Office Economic Development /Urban Renewal Mgr. Administrative Services Network Administrator Community Development Senior Planner Community Development Senior Neighborhood Planner Salary Grade 250 $89,200 $133,900 Parks & Recreation Manager of Facilities Operations $42.88 $64.38 Public Works Operations Manager Parks & Recreation Parks, Open Space, Forestry Manager Administrative Services PIO/Communications Manager Parks & Recreation Recreation and Facilities Manager Salary Grade 260 $103,500 $160,500 Public Works Engineering Manager $49.76 $77.16 Administrative Services Finance Manager Administrative Services Human Resources Manager Administrative Services IT Manager Community Development Planning Manager Salary Grade 270 $110,600 $171,400 No Positions $53.17 $82.40 Salary Grade 280 $125,100 $193,900 Administrative Services Director-Administrative Services $60.14 $93.22 Community Development Director-Community Development Parks & Recreation Director of Parks & Recreation Public Works Director of Public Works Salary Grade 290 $143,500 $222,500 Police Department Chief of Police $68.99 $106.97 Salary Grade 300 $170,600 $272,900 City Manager's Office City Manager $82.02 $131.20 Exempt Summary Report Salary Grade Job Title 212 2022 Proposed Budget 2022 Range Range Minimum Maximum Salary Grade PT1 $12.45 $16.20 Parks & Recreation Childcare Attendant Climbing Wall Attendant Concession Worker Gym Attendant Recreation Aide Scorekeeper Weight Room Attendant Salary Grade PT2 $12.64 $17.64 Parks & Recreation Assistant Coach Guest Services Attendant Head Childcare Attendant Head Climbing Wall Attendant Head Weight Room Attendant Maintenance Worker - Seasonal Salary Grade PT3 $13.41 $18.80 Parks & Recreation Head Coach Salary Grade PT4 $14.13 $19.81 Parks & Recreation Custodian Lifeguard Salary Grade PT5 $14.90 $20.91 Parks & Recreation Concession Manager Driver Facility Assistant I Head Lifeguard Recreation Leader Recreation Leader - Licensed Program Sports Official Job Titles Listed by Salary Grade Part-Time Summary Report Salary Grade Job Title 213 2022 Proposed Budget 2022 Range Range Minimum Maximum Job Titles Listed by Salary Grade Part-Time Summary Report Salary Grade Job Title Salary Grade PT6 $15.63 $21.88 Parks & Recreation Camp Specialist - Licensed Program Parks & Recreation Preschool Specialist - Licensed Program Salary Grade PT7 $17.40 $24.33 Parks & Recreation Instructor - Aqua Aerobics Instructor - Fitness Water Safety Instructor Police Department Community Service Ranger Salary Grade PT8 $20.05 $28.03 Parks & Recreation Environmental Services Technician Facility Assistant II GIS Technician - Park Instructor - Nutritionist Landscape Project Technician Personal Trainer Pool Manager Staff Assistant Salary Grade PT9 $23.22 $32.55 Parks & Recreation Instructor - Aqua Specialty Fitness Instructor - Specialty Fitness 214 2022 Proposed Budget 2019 2020 2021 2022AuthorizedAuthorizedAuthorizedProposedGENERAL FUND LEGISLATIVE Legislative Services Mayor - 1 position Elected Elected Elected Elected Council Member - 8 positions Elected Elected Elected Elected Total 0.000 0.000 0.000 0.000 TREASURY Treasury City Treasurer Elected Elected Elected Elected CITY MANAGER'S OFFICE General Management Services City Manager 1.000 1.000 1.000 1.000 Assistant to the City Manager 1.000 1.000 1.000 1.000 Economic Development Manager 1.000 1.000 1.000 1.000 Sustainability Coordinator 0.000 0.500 1.000 1.000 Homeless Navigator 0.000 1.000 1.000 1.000 Total 3.000 4.500 5.000 5.000 CITY ATTORNEY Legal Services City Attorney Contracted Contracted Contracted Contracted CITY CLERK City Clerk City Clerk Elected Elected Elected Elected Deputy City Clerk 1.000 1.000 1.000 1.000 Total 1.000 1.000 1.000 1.000 MUNICIPAL COURT Municipal Court Municipal Judge Contracted Contracted Contracted Contracted Court Administrator 1.000 1.000 1.000 1.000 Deputy Court Administrator 1.000 1.000 1.000 1.000 Judicial Assistant II 0.000 0.000 4.000 4.000 Deputy Court Clerk II 3.000 3.000 0.000 0.000 Judicial Assistant I 0.000 0.000 2.000 2.000 Deputy Court Clerk I 3.000 3.000 0.000 0.000 Probation Officer 1.000 1.000 1.000 1.000 Court Marshal 1.250 1.250 3.000 3.000 Total 10.250 10.250 12.000 12.000 Staffing Table 215 2022 Proposed Budget 2019 2020 2021 2022AuthorizedAuthorizedAuthorizedProposed Staffing Table ADMINISTRATIVE SERVICES Administration Administrative Services Director 1.000 1.000 1.000 1.000 Executive Assistant 1.000 1.000 1.000 1.000 Administrative Assistant - Mayor and Council 1.000 1.000 1.000 1.000 Operations Support Technician II 1.000 1.000 0.000 0.000 Administrative Specialist 0.000 0.000 1.000 1.000 Subtotal 4.000 4.000 4.000 4.000 Public Information Office PIO/Communications Manager 1.000 1.000 1.000 1.000 Digital Communications Specialist 1.000 1.000 1.000 1.000 Subtotal 2.000 2.000 2.000 2.000 Financial Services Finance Manager 0.000 1.000 1.000 1.000 Accounting Manager 1.000 0.000 0.000 0.000 Accountant 1.000 1.000 1.000 1.000 Accounting Technician 1.000 1.000 1.000 1.000 Payroll Supervisor 1.000 1.000 1.000 1.000 Payroll Technician 0.000 0.500 0.500 0.500 Revenue Auditor 1.000 1.000 1.000 1.000 Revenue Technician 1.000 1.000 1.000 1.000 Licensing Technician 0.000 0.000 1.000 1.000 Accounting Supervisor (time limited)0.000 0.000 0.000 1.000 Subtotal 6.000 6.500 7.500 8.500 Human Resources Human Resources Manager 1.000 1.000 1.000 1.000 SR Human Resources Business Partner 0.000 2.000 2.000 2.000 Human Resources Business Partner 2.000 1.000 1.000 1.000 Human Resources Technician 1.000 0.000 0.000 0.000 Subtotal 4.000 4.000 4.000 4.000 Procurement Procurement Manager 0.000 0.000 1.000 1.000 Purchasing and Contracting Agent 1.000 1.000 0.000 0.000 Procurement Coordinator 0.000 0.000 1.000 1.000 Buyer II 1.000 1.000 0.000 0.000 Subtotal 2.000 2.000 2.000 2.000 Information Systems IT Manager 1.000 1.000 1.000 1.000 Network Administrator 1.000 1.000 1.000 1.000 Sr. IT Support Technician 2.000 2.000 2.000 2.000 GIS Analyst 1.000 1.000 1.000 1.000 IT Support Technician 1.000 1.000 1.000 1.000 GIS Technician 0.000 0.000 0.000 1.000 Subtotal 6.000 6.000 6.000 7.000 Total 24.000 24.500 25.500 27.500 216 2022 Proposed Budget 2019 2020 2021 2022AuthorizedAuthorizedAuthorizedProposed Staffing Table COMMUNITY DEVELOPMENT Administration Community Development Director 1.000 1.000 1.000 1.000 Administrative Assistant 1.000 1.000 1.000 1.000 Vacancy - to be determined based on need 0.000 1.000 0.000 0.000 Subtotal 2.000 3.000 2.000 2.000 Planning Planning Manager 1.000 1.000 1.000 1.000 Senior Planner 1.000 1.000 2.000 2.000 Senior Neighborhood Planner 1.000 1.000 1.000 1.000 Planner II 1.000 1.000 0.000 0.000 Planner I 1.000 1.000 1.000 1.000 Neighborhood Engagement Specialist 0.000 1.000 1.000 1.000 Plan Reviewer/Inspector (time limited)0.000 0.000 1.000 1.000 Landscape Inspection Program Manager 0.000 0.750 0.750 0.750 Subtotal 5.000 6.750 7.750 7.750 Engineering Engineering Manager 0.000 1.000 1.000 1.000 Civil Engineer II 0.000 3.000 3.000 3.000 Stormwater Coordinator 0.000 1.000 1.000 1.000 Engineering Technician III 0.000 2.000 2.000 2.000 Civil Engineer I (formerly TBD position in Administration)0.000 0.000 1.000 1.000 Subtotal 0.000 7.000 8.000 8.000 Total 7.000 16.750 17.750 17.750 POLICE DEPARTMENT Administration Chief of Police 1.000 1.000 1.000 1.000 Division Chief 1.000 1.000 1.000 1.000 Police Sergeant 1.000 1.000 1.000 1.000 Program Administrative Coordinator 0.000 0.000 1.000 1.000 Administrative Assistant 2.000 2.000 0.000 0.000 Administrative Analyst 0.000 0.000 1.000 1.000 Subtotal 5.000 5.000 5.000 5.000 Community Services Team Community Service Team Supervisor 1.000 1.000 1.000 1.000 Community Service Officer - Lead 1.000 1.000 1.000 1.000 Subtotal 2.000 2.000 2.000 2.000 Crime Prevention Team Police Sergeant 0.500 0.500 0.500 0.500 School Resource Officer 2.000 2.000 2.000 2.000 Crime Prevention Officer 0.000 0.000 1.000 1.000 Subtotal 2.500 2.500 3.500 3.500 Grants Police Officer 1.000 1.000 1.000 1.000 Subtotal 1.000 1.000 1.000 1.000 217 2022 Proposed Budget 2019 2020 2021 2022AuthorizedAuthorizedAuthorizedProposed Staffing Table Records Team Records Supervisor 1.000 1.000 1.000 1.000 Lead Records Management Specialist 1.000 1.000 1.000 1.000 Records Management Specialist 6.000 6.000 6.000 6.000 Subtotal 8.000 8.000 8.000 8.000 Accreditation & Training Accreditation Manager/Training Coordinator 1.000 0.000 0.000 0.000 Training and Accreditation Program Manager 0.000 1.000 1.000 1.000 Subtotal 1.000 1.000 1.000 1.000 Patrol Operations Division Chief 1.000 1.000 1.000 1.000 Police Commander 2.000 2.000 2.000 2.000 Police Sergeant 7.000 7.000 7.000 7.000 Police Officer 41.000 41.000 42.000 44.000 Subtotal 51.000 51.000 52.000 54.000 Investigations Bureau Police Commander 1.000 1.000 1.000 1.000 Police Sergeant 3.000 3.000 3.000 3.000 Police Officer 15.000 15.000 14.000 14.000 Operations Support Tech III 2.000 0.000 0.000 0.000 Investigative Technician 0.000 2.000 2.000 2.000 Sr. Evidence Technician 1.000 1.000 1.000 1.000 Evidence Technician 1.000 1.000 1.000 1.000 Crime Analyst 1.000 1.000 1.000 1.000 Property Crimes Detective 0.000 0.000 1.000 1.000 Subtotal 24.000 24.000 24.000 24.000 Crash & Traffic Team Police Sergeant 1.000 1.000 1.000 1.000 Police Officer 4.000 4.000 4.000 4.000 Subtotal 5.000 5.000 5.000 5.000 Total 99.500 99.500 101.500 103.500 PUBLIC WORKS DEPARTMENT Administration Public Works Director 1.000 0.000 0.000 0.000 Subtotal 1.000 0.000 0.000 0.000 Engineering Engineering Manager 1.000 0.000 0.000 0.000 Administrative Assistant 1.000 0.000 0.000 0.000 Civil Engineer II 3.000 0.000 0.000 0.000 Stormwater Coordinator 1.000 0.000 0.000 0.000 Engineering Technician 6.000 0.000 0.000 0.000 Subtotal 12.000 0.000 0.000 0.000 218 2022 Proposed Budget 2019 2020 2021 2022AuthorizedAuthorizedAuthorizedProposed Staffing Table Operations Public Works Director 0.000 1.000 1.000 1.000 Operations Manager 1.000 0.000 0.000 0.000 Operations Supervisor 1.000 1.000 1.000 1.000 Administrative Assistant 1.000 2.000 2.000 2.000 Equipment Operator II 3.000 3.000 3.000 3.000 Equipment Operator I 3.000 3.000 3.000 3.000 Maintenance Worker II 5.000 5.000 5.000 6.000 Lead Mechanic 1.000 1.000 1.000 1.000 Mechanic 1.000 1.000 1.000 1.000 Traffic Operations Tech III 1.000 1.000 1.000 1.000 Traffic Operations Tech II 1.000 1.000 1.000 1.000 Civil Engineer II 0.000 1.000 1.000 1.000 Engineering Technician III 0.000 3.000 3.000 3.000 Utility Locates Technician 0.000 0.000 0.000 1.000 Subtotal 18.000 23.000 23.000 25.000 Total 31.000 23.000 23.000 25.000 PARKS AND RECREATION Administration Parks & Recreation Director 1.000 1.000 1.000 1.000 Parks & Recreation Analyst 1.000 0.000 0.000 0.000 Grant & Special Project Administrator 0.000 1.000 1.000 1.000 Subtotal 2.000 2.000 2.000 2.000 Recreation Recreation & Facilities Manager 1.000 1.000 1.000 1.000 Marketing Generalist 1.000 1.000 1.000 1.000 Graphic Designer 0.000 0.000 0.000 1.000 Subtotal 2.000 2.000 2.000 3.000 Parks Maintenance Parks, Forestry, and Open Space Manager 1.000 1.000 1.000 1.000 Operations Supervisor 2.000 2.000 2.000 2.000 Parks Project Coordinator 1.000 1.000 1.000 1.000 Crew Leader - Parks Maintenance 1.000 2.000 2.000 2.000 Parks Maintenance Worker II 6.000 3.000 3.000 3.000 Parks Maintenance Worker I 2.000 2.000 2.000 2.000 Facility Maintenance Technician 0.000 1.000 0.000 0.000 Operations Support Technician III 1.000 1.000 1.000 1.000 Subtotal 14.000 13.000 12.000 12.000 Forestry Forestry Technician 1.000 2.000 2.000 2.000 Forestry Assistant 2.000 0.000 0.000 0.000 Horticulture Technician 1.000 1.000 1.000 1.000 Horticulture Assistant 0.000 1.000 1.000 2.000 Subtotal 4.000 4.000 4.000 5.000 Natural Resources Horticulture Technician 1.000 0.000 0.000 0.000 Subtotal 1.000 0.000 0.000 0.000 219 2022 Proposed Budget 2019 2020 2021 2022AuthorizedAuthorizedAuthorizedProposed Staffing Table Anderson Building Recreation Coordinator 0.000 0.500 0.500 0.500 Subtotal 0.000 0.500 0.500 0.500 Athletics Recreation Supervisor 1.000 1.000 1.000 1.000 Recreation Coordinator 1.000 0.500 0.500 0.500 Recreation Leader 0.500 0.500 0.500 0.500 Subtotal 2.500 2.000 2.000 2.000 General Programs Recreation Supervisor 1.000 1.000 1.000 1.000 Recreation Leader 0.500 0.500 0.500 0.500 Recreation Coordinator 1.000 1.000 1.000 1.000 Subtotal 2.500 2.500 2.500 2.500 Outdoor Pool Pool Manager 0.500 0.500 0.500 0.500 Subtotal 0.500 0.500 0.500 0.500 Active Adult Center Recreation Supervisor 1.000 1.000 1.000 1.000 Recreation Coordinator 1.625 1.625 1.625 2.000 Operations Support Technician II 2.000 2.000 2.000 2.000 Subtotal 4.625 4.625 4.625 5.000 Facilities Maintenance Manager of Facility Operations 0.000 1.000 1.000 1.000 Facility Maintenance Supervisor 1.000 1.000 2.000 2.000 Facility Maintenance Technician 0.000 0.000 1.000 1.000 Custodian 0.000 0.000 1.000 1.000 Subtotal 1.000 2.000 5.000 5.000 Facility Operation Facility Operations Supervisor 0.000 1.000 1.000 1.000 Facility Coordinator 0.000 1.000 1.000 1.000 Facility Assistant 0.000 1.500 1.500 1.500 Operations Support Technician III 0.000 1.000 1.000 1.000 Custodian 0.000 1.000 0.000 0.000 Facility Maintenance Supervisor 0.000 1.000 0.000 0.000 Subtotal 0.000 6.500 4.500 4.500 Aquatics Recreation Supervisor 0.000 1.000 1.000 1.000 Recreation Coordinator 0.000 1.000 1.000 1.000 Pool Manager 0.000 1.500 1.500 1.500 Subtotal 0.000 3.500 3.500 3.500 Fitness Recreation Coordinator 0.000 1.000 1.000 1.000Subtotal0.000 1.000 1.000 1.000 Total 34.125 44.125 44.125 46.500 General Fund Total 209.875 223.625 229.875 238.250 220 2022 Proposed Budget 2019 2020 2021 2022AuthorizedAuthorizedAuthorizedProposed Staffing Table OPEN SPACE FUND Forestry & Open Space Supervisor 1.000 0.000 0.000 0.000 Parks Maintenance Worker II 2.000 3.000 3.000 3.000 Parks Maintenance Worker I 5.000 4.000 4.000 4.000 Forestry Assistant 0.000 2.000 2.000 2.000 Open Space Fund Total 8.000 9.000 9.000 9.000 CRIME PREVENTION Police Sergeant (PD)0.500 0.500 0.500 0.500 Crime Prevention Officer (PD)1.000 1.000 1.000 1.000 Community Service Officer - Comm. Services (PD) 6.000 6.000 6.000 6.000 Crime Prevention Fund Total 7.500 7.500 7.500 7.500 RECREATION CENTER OPERATIONS FUND Facility Operation Facility Operations Supervisor 1.000 0.000 0.000 0.000 Facility Coordinator 2.000 0.000 0.000 0.000 Facility Assistant 0.500 0.000 0.000 0.000 Recreation Support Technician 1.000 0.000 0.000 0.000 Custodian 1.000 0.000 0.000 0.000 Facility Maintenance Technician 1.000 0.000 0.000 0.000 Subtotal 6.500 0.000 0.000 0.000 Aquatics Recreation Supervisor 1.000 0.000 0.000 0.000 Pool Manager 2.500 0.000 0.000 0.000 Subtotal 3.500 0.000 0.000 0.000 Fitness Recreation Coordinator 0.500 0.000 0.000 0.000 Subtotal 0.500 0.000 0.000 0.000 Marketing Marketing Generalist 0.500 0.000 0.000 0.000 Subtotal 0.500 0.000 0.000 0.000 Recreation Center Operations Fund Total 11.000 0.000 0.000 0.000 Grand Total 236.375 240.125 246.375 254.750 221 2022 Proposed Budget 5-Year Staffing Plan 2022 FTE 2023 FTE 2024 FTE 2025 FTE 2026 FTE TOTAL FTE GIS Technician 1.00 Risk Management Coordinator 1.00 Accounting Supervisor 1.00Total2.00 Total 1.00 Total 0.00 Total 0.00 3.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00 Total 0.00 Total 0.00 Total 0.00 Total 0.00 0.00 Active Adult Center Coordinator 0.37 Forestry Supervisor 1.00 Agronomic Technician 1.00 Landscape Project Technician 1.00 Graphic Designer 1.00 Parks Maintenance Worker (TOD Site)1.00 Parks Maintenance Worker 1.00 Parks & Recreation Software Administrator 1.00 Horticulture Assistant 1.00 Total 2.37 Total 2.00 Total 2.00 Total 2.00 8.37 Patrol Officer (Clear Creek Crossing, TOD)2.00 Records Technician 1.00 Operations Support Technician 1.00 Training Coordinator 1.00 School Resource Officer 1.00 Patrol Coordinator (Civilian)1.00 Total 2.00 Total 2.00 Total 2.00 Total 1.00 7.00 Utility Locates Technician 1.00 Public Works Maintenance Worker II 1.00 Public Works Operations Manager 1.00 Mechanic 1.00 Public Works Maintenance Worker II 1.00 Public Works Equipment Operator I 1.00 Public Works Maintenance Worker II 1.00 Public Works Equipment Operator II 1.00 Total 2.00 Total 3.00 Total 1.00 Total 2.00 8.00 TOTAL FTE 8.37 8.00 5.00 5.00 0.00 26.37 POLICE DEPARTMENT ADMINISTRATIVE SERVICES CITY CLERK'S OFFICE COMMUNITY DEVELOPMENT MUNICIPAL COURT PARKS AND RECREATION PUBLIC WORKS CITY MANAGER'S OFFICE 222 2022 Proposed Budget General Fees Business License Fee $20.00 If paid by Jan 31st of 2022 Kennel License Fee $35.00 Pawnbroker License Fee $5,000.00 Short‐term Rental License Fee $200.00 Tobacco Product Retail License Fee $300.00 Tobacco Product Retail Annual Renewal Fee $250.00 Massage Business License Fee $25.00 Massage Business Manager License No Fee Electric Vehicle Charging Station Fee $1.00 Per hour Liquor Occupation Tax Class C All alcohol club $900.00 Class D Package store $650.00 Class E Drugstore $600.00 Class F Beer or wine on premises $600.00 Class G Hotel or restaurant $900.00 Class J‐1 3.2 off premises $700.00 Class J‐2 3.2 on premises $700.00 Class J‐3 3.2 off and on premises $2,200.00 Class T All alcohol on premises $1,300.00 Retail Marijuana Annual Operating Fees Store/Dispensary $1,500.00 Cultivation $600.00 Infused Products $600.00 Testing Lab $600.00 Transfer of Ownership ‐ New Owners $500.00 Transfer of Ownership ‐ Reallocation of Ownership $400.00 Change of Trade Name $20.00 Change of Location ‐ Within Wheat Ridge $250.00 Modification of Premises $50.00 2022 Fee Schedule Administrative Services Fees 223 2022 Proposed Budget Medical Marijuana Annual License Fees Center/Dispensary $1,000.00 Cultivation $1,000.00 /$160.00* Infused Products $1,000.00 /$200.00 * Testing Lab $600.00 Transfer of Ownership ‐ New Owners $500.00 Transfer of Ownership ‐ Reallocation of Ownership $400.00 Change of Trade Name $20.00 Change of Location ‐ Within Wheat Ridge $250.00 Modification of Premises $50.00 * Medical fee reduced for cultivation and infused product on the initial application when applying for a medical center 2022 Fee Schedule Administrative Services Fees (con't) 224 2022 Proposed Budget Copies N/C First 10 pages $0.25 Additional pages Copies/Microfilm $0.25 Per page/no research Certified copies $2.00 Per page Video Copies $30.00 Research fees $0.00 No charge for the first hour $33.00 Each additional hour; rounded to ¼ hour Code of Laws $125.00 Per copy Code of Laws binder $25.00 Each Liquor/beer code $20.00 Per copy NEC Codes $15.00 Per copy Printed documents Actual cost Code supplements Actual cost plus shipping City Charter $15.00 Per copy Not provided by the City Returned check fee $26.00 Per check FAX copies N/C City flags $105.00 3 x 5 feet $125.00 4 x 6 feet 2022 Fee Schedule City Clerk Fees Transcripts of City Council meetings 225 2022 Proposed Budget Liquor Licensing Fees New Licensing Application $750.00 Transfer Application $750.00 (New ‐ Per License Type) Brewpub $75.00 Beer/Wine $48.75 Club $41.25 Hotel/Restaurant $75.00 Tavern $75.00 Lodging/Entertainment $75.00 Distillery Pub $75.00 Vintners Restaurant $75.00 Retail Liquor Store $22.50 FMB Beer (any type)$3.75 License Renewal Fees License Renewal Application $75.00 (Includes $75 application fee) Brewpub $150.00 Beer/Wine $123.75 Club $116.25 Hotel/Restaurant $150.00 Tavern $150.00 Lodging/Entertainment $150.00 Distillery Pub $150.00 Vintners Restaurant $150.00 Retail Liquor Store $97.50 FMB Beer (any type)$78.50 Late Renewal Application $500.00 Up to 90 days past expiration Additional $25 per day After 90 days past expiration Art Gallery Permit $103.75 Includes application and permit fee Temporary Alcohol Permit $100.00 Transfers only Change of Location $750.00 Modification of Premises $75.00 Manager Registration $75.00 Hotel/Restaurant/Tavern/Lodging Change of Corp Officer $100.00 Each New Officer or Member Special Event Permit ‐ Liquor $50.00 Per day (Non‐Profits, Charitable Orgs.) Special Event Permit ‐ Beer $10.00 Per day (Non‐Profits, Charitable Orgs.) City Clerk Fees (con't) 2022 Fee Schedule 226 2022 Proposed Budget Contractor License Class A $200.00 Class B $150.00 Class C $125.00 Development Review Fees Processing fee $100.00 Single‐family/duplex residential review $50.00 $600.00 Includes first two submittals $200.00 Initial review of technical civil documents $600.00 Includes first two submittals Stormwater Management Plan (SWMP) review $200.00 O & M Schedule and SMA recording $100.00 Trip generation study review $200.00 $600.00 Resubmittal Fees Third submittal $300.00 (Half of the initial review fee) Fourth submittal $600.00 (Full initial review fee) All subsequent submittals $600.00 Revocable Permit Fees Short‐term revocable permit $100.00 Long‐term revocable permit $125.00 Processing fee $100.00 Inspection fees Structures $80.00 Each Surface work $0.30 Per sq. ft ($60 minimum) Sub‐surface work $0.40 Per sq. ft ($80 minimum) $0.40 Per lin. ft ($80 minimum) Bore Pit $0.40 Per sq. ft ($80 minimum) Traffic Signals $80.00 Each Street and Pedestrian Light $125.00 Each Monitoring wells $80.00 Per well Potholes $25.00 Per pothole Stormwater compliance $165.00 Less than one acre $350.00 One ‐ 29 acres $540.00 30 acres or more Reinspection $65.00 Per day Double fee ($250 minimum) Inspector wage x 1.5 2022 Fee Schedule Boring Surcharge for working without a permit Permits for work in excess of two million Public Works Fees Commercial/multi‐family review Review of existing technical documents Right‐of‐Way Construction Permit Fees Traffic impact study review (includes two submittals; subsequent reviews subject to resubmittal fees) 227 2022 Proposed Budget Reproductions of plats/drawings $5.00 24" x 36" sheet Aerial photo reproductions & plots $10.00 24" x 36" sheet Black & white mylar $20.00 24" x 36" sheet Reproductions & plots $2.00 8 1/2" x 11" sheet Reproductions & plots $3.00 11" x 17" sheet Reproductions & plots $20.00 24" x 36" sheet Color mylar $30.00 24" x 36" sheet Electronic Media CD‐ROM $5.00 Each plus research time DVD $10.00 Each plus research time Floodplain Permit ‐ Class I Fence, less than or equal to 200 feet in length $100.00 Fence, greater than 200 feet in length $200.00 Fence, with a break‐away design $500.00 Shed or deck $100.00 Detached garage $200.00 Addition to a habitable structure $800.00 Fill, less than or equal to 500 cubic yards $800.00 Fill, greater than 500 cubic yards $2,000.00 Utility Facility $200.00 Roadway/ Trail $800.00 Bridge/ Culvert $1,000.00 Construction of a habitable structure $1,000.00 All other structures ‐ fee to be determined by estimating processing expenses Floodplain Permit ‐ Class II Construction of a habitable structure $1,000.00 Publication/ Public Notice Fee $120.00 Inspection fees will be charged based on actual time expended by inspectors. The estimated permit fee shall be collected at the time of permit application. Should the permit fee exceed the estimated fee, the fee shall be reestimated and collected. Over‐estimated fees shall be refunded. 2022 Fee Schedule Public Works Fees (con't) Black & white plots/drawings/aerial photos Color plots/drawings/aerial photos 228 2022 Proposed Budget LAND USE APPLICATION FEES Pre‐application Meeting $200 Neighborhood Meeting $150 if required Publication/Public Notice $200 per hearing or rehearing 1 acre or less $1,000 With rezoning, add rezone fees Over 1 acre, add $200 per acre Concept Plan 1 acre or less $700 Over 1 acre, add $200 per acre Conditional Use Permit Application fee $200 With site plan, add Site Plan fees Class I Special Exemption Permit Fence, £ 200 feet in length $100 Fence, > 200 feet in length $200 Fence with a break‐away design $500 Shed or deck $100 Detached garage $200 Addition to a habitable structure $800 Earth fill, £ 500 cubic yards $800 Earth fill, > 500 cubic yards $2,000 All other structures TBD Based on processing expenses Class II Special Exemption Permit Habitable structure $1,000 1 acre or less (administrative)*$700 1 acre or less (non‐administrative)* $1,000 Over 1 acre, add $500 per acre Outline Development Plan 1 acre or less $1,000 Over 1 acre, add $200 per acre Specific Development Plan 1 acre or less*$1,000 Over 1 acre, add $500 per acre Administrative Amendment 1 acre or less*$500 Over 1 acre, add $200 per acre Non‐administrative amendments follow ODP/SDP fee schedule $700 * reduce fee by $300 if it does not include architectural sheets 2022 Fee Schedule Community Development Planning & Zoning Fees Annexation Floodplain Exemption Planned Building Group Rezoning (straight) Planned Development 229 2022 Proposed Budget Right‐of‐Way Vacation if processed separate from plat $500 Site Plan 1 acre or less*$700 Over 1 acre, add $200 per acre Administrative $200 With site plan, add Site Plan fees Non Administrative $400 With site plan, add Site Plan fees Subdivision – Administrative $400 Partial right‐of‐way processing fee $100 Application fee $700 Nonresidential/multifamily, add $200 per acre Single‐family/duplex, add $100 per lot Partial right‐of‐way processing fee $100 Application fee $1,000 Nonresidential/multifamily, add $200 per acre Single‐family/duplex, add $100 per lot One‐Year – Application fee $400 30‐Day – Application fee $200 30‐Day – Renewal (only 2 allowed) $100 Per renewal Administrative $200 Non‐administrative $400 OTHER FEES Address Change/ Assignment $25 Zoning Letters $25 Per hour (1 hour minimum) Plats & Development Plans $13 First page + $10/additional page Boundary Surveys $20 First page + $10/ additional page Other Documents $13 First page + $5/each additional page SF/Duplex:based on prevailing costs Excavation & Embankment $7.21 per square yard Reconditioning $1.97 per square yard Sidewalk $43.02 per square yard Curb & Gutter $20.64 per linear foot Type of Residential Land Value Per Unit Fee Single and Multi‐Family $3.64 / sf $2,497.29 Urban Renewal Area $3.64 / sf $2,2021.62 Mixed Use Development $3.64 / sf $2,2021.63 Within ½ mile of the transit station $3.64 / sf $2,2021.64 Senior Housing $3.64 / sf $1,783.78 * reduce fee by $300 if it does not include architectural sheets 1.5 1.7 1.7 1.7 2022 Fee Schedule 2.1 Density Factor Streetscape Fee‐in‐Lieu of Construction Parkland Fee‐in‐Lieu of dedication Community Development Planning & Zoning Fees (con't) Recording Fees (subject to change per Jeffco) Acreage = (number of proposed dwellings units) x (density factor) x (7.5 acres)/1000 people Fee = Acreage x 43,56‐ sf/acre x land value Special Use Permit Subdivision – Minor Subdivision – Major Temporary Permit Variance 230 2022 Proposed Budget Total Valuation Amount Fee $1.00 to $500.00 $26.50 $501.00 ‐ $2,000.00 $26.50 First $500 plus $3.40 for each additional $100, or fraction of, to and including $2,000 $2,001.00 ‐ $25,000.00 $77.50 First $2,000 + $15.85 for each additional $1,000, or fraction of, to and including $25,000 $25,001.00 ‐ $50,000.00 $442.05 First $25,000 plus $11.50 for each additional $1,000, or fraction of, to and including $50,000 $50,001.00 ‐ $100,000.00 $729.55 First $50,000 plus $8.05 for each additional $1,000, or fraction of, to and including $100,000 $100,001.00 ‐ $500,000.00 $1,132.05 First $100,000.00 plus $6.45 for each additional $1,000, or fraction of, to and including $500,000 $500,001.00 ‐ $1,000,000.00 $3,712.05 First $500,000 plus $5.50 for each additional $1,000, or fraction of, to and including $1,000,000 $1,000,001.00 and up First $6,462.05 first $1,000,000 plus $4.10 for each additional $1,000 , or fraction of Project Specific Fees Fee Residential Furnace/Boiler Replacement $40.00 Residential Water Heater Replacement $40.00 Residential Evaporative Cooler $40.00 Residential Air‐Conditioning $60.00 Demolition Permit $50.00 Residential Window Replacement $50.00 Residential Hot Tubs $60.00 Backflow Device for Residential Lawns $40.00 Residential Solar PV Install $500.00 Commercial Solar PV Install $1,000.00 Other Fees Fee Plan review fee 65% of permit fee; due upon submittal Re‐inspection Fee $60.00 Inspection outside the normal bus. hours $60.00 /hr. (min. 2 hours) Additional review of plans $60.00 /hr. (min. 2 hours) Investigative fee (work without a permit)Equal to the permit fee Permit card replacement $25.00 Permit extension fee One‐half the original permit fee Use Tax 3% on 60% of the valuation 2022 Fee Schedule Community Development Building Fees Building Permit Fees (fees are dependent on valuation amount) 231 2022 Proposed Budget Contractor License Fees Fee Class 1 ‐ Unlimited General Contractor $150.00 Class 2 ‐ Limited Commercial Contractor $125.00 Class 3 ‐ Residential General Contractor $100.00 Class 4 ‐ Non‐Structural Contractor $75.00 Class 5 ‐ Homeowner No Fee Class 6 ‐ Structure Moving $75.00 Class 7 ‐ Demolition $75.00 Class 8 ‐ Plumbing $100.00 Class 9 ‐ Mechanical $100.00 Class 10 ‐ Electrical No Fee Class 11 ‐ Sign Contractor $75.00 Class 12 ‐ Fire Protection $75.00 Class 13 ‐ Lawn Sprinkler $75.00 Class 14 ‐ Roofing $75.00 Class 15 ‐ Electrical Signal (< than 50 volts)$75.00 2022 Fee Schedule Community Development Building Fees (con't) 232 2022 Proposed Budget Address Check $15.00 First 30 minutes $10.00 Each additional 30 minutes Records Check $5.00 Per 15 minute increment Registered Sex Offender List N/C Sex Offender Initial Registration $75.00 Annual Renewal $25.00 $5.00 Per 15 minute increment Dispatch Audio or Video Recording N/A Contact JeffCom at 303‐237‐2220 Dog Licensing Fees $20.00 For each animal, regardless of whether it has been spayed or neutered Evidence Photos $5.00 Minimum, depending on the format Evidence Audio Recordings $10.00 Minimum, depending on the format Evidence Video Recordings $8.00 Minimum, depending on the format Pawn Shops $5,000.00 Per year $1.00 Per transaction Bonding Fee $50.00 Administration Citation Fees First Citation $150.00 Second Citation $250.00 Third Citation $500.00 Administrative Hearing $100‐200 No fee if the citation is dismissed Administrative Citation Late Fees $50.00 Plus 20% of outstanding fine for collection costs; plus interest of 10% per annum on unpaid accounts Body Camera Footage $30.00 First hour (1 hour minimum) $15.00 Each additional 30 minutes Police Department Fees Report Fees 2022 Fee Schedule 233 2022 Proposed Budget Anderson Community Building Gymnasium $45.00 Per hour Anderson Community Building Classroom $35.00 Per hour Richards Hart Estate $300/$500 Damage deposit ($500 if alcohol is served) Available Monday ‐Sunday 8 am to 11 pm Friday evenings & weekend events (Oct.‐Apr.)$135.00 Per hour /six‐hour minimum Friday evenings & weekend events (May‐Sept.)$185.00 Per hour/ six‐hour minimum All‐day rental (Oct.‐Apr.)$1,200.00 All‐day rental (May‐Sept.)$1,400.00 Weekday events (Oct. ‐ Apr.)$90.00 Per hour/three‐hour min. Weekday events (May‐Sept.)$115.00 Per hour/three‐hour min. Liability insurance fee $102.00 26‐ 50 people (required by City insurance)$110.00 51‐75 people Outdoor Pool in Anderson Park Daily Admission Resident Non‐Resident Youth (3‐17) & Senior (65+)$4 to $5 $5 to $6 Adult (18‐64)$6.00 $7.00 10 Visit Pass Youth (3‐17) & Senior (65+)$45.00 $54.00 Adult (18‐64)$54.00 $63.00 Season Pass Youth (3‐17) & Senior (65+)$74.00 $94.00 Adult (18‐64)$94.00 $114.00 Household of 3 $240.00 $270.00 * $30 to $40 for each additional household member Outdoor Pool Pavilion Rental Picnic Pavilion $70.00 Per hour‐ up to 30 seated/45 Capacity Shade Sail $45.00 Per hour‐ up to 10 capacity Wheat Ridge Recreation Center Daily Admission Resident Jeffco Non Resident Youth 3‐17 years $5.00 $6.00 $7.00 Senior 65 and over $5.00 $6.00 $7.00 Adult 18 and over $6.50 $7.50 $8.50 10 Visit Pass (15% off daily admission)Resident Jeffco Non Resident Youth 3‐17 years $43.00 $51.00 $60.00 Senior 65 and over $43.00 $51.00 $60.00 Adult 18 and over $56.00 $64.00 $73.00 2022 Fee Schedule Parks and Recreation Fees Available in two hour time slots: 11:30 am ‐ 1:30 pm; 2‐4 pm; or 4:30‐6:30 pm 234 Monthly Pass Resident Jeffco Non Resident Youth (3‐17) and Seniors (65+)$30.00 $36.00 $42.00 Adult $39.00 $45.00 $51.00 Household of 2 $63.00 $70.00 $80.00 Household of 3 $84.00 $98.00 $112.00 Annual Pass Resident Jeffco Non Resident Youth (3‐17) and Seniors (65+)$290.00 $330.00 $370.00 Adult $390.00 $430.00 $470.00 Household of 2 $630.00 $710.00 $790.00 Household of 3 $820.00 $940.00 $1,060.00 Area Cost Days Available Hours Available Lap pool (nonprofit/per hour/per lane)$15.00 varies varies Lap Pool (private)$18.00 varies varies Aerobics room (per hour)$45.00 varies varies Activity rooms 1 & 2 (per hour)$35.00 Mon ‐ Thurs 7 am ‐ 10 pm Friday 7 am ‐ 6 pm Saturday 8 am ‐ 8 pm Sunday 11 am ‐ 8 pm Per hour/per section $65.00 Mon ‐ Fri Before 5pm Per hour/per section $95.00 Fri eve, Sat, Sun Fri: 5pm and after; Sat 11 am ‐midnight; Sun: noon ‐ 8 pm Min. 4 hours Rental on Weekends Three sections/kitchen (Oct‐Apr)$1,800.00 Sat‐Sun Sat: 10 am ‐ midnight; Sun: 11 am ‐ 8 pm Three sections/kitchen (May‐Sept)$2,000.00 Sat‐Sun Sat: 10 am ‐ midnight; Sun: 11 am ‐ 8 pm Damage deposit/ per section $100.00 Sat‐Sun No alcohol $300.00 All sections/no alcohol $500.00 Fri ‐ Sun All sections/serving alcohol Additional Fees Kitchen Fee $75.00 Liability insurance fee $110.00 100‐150 people (required by City insurance)$128.00 151‐250 people Security for events over 100, serving alcohol, and running past 8 PM for Ballroom $200.00 Active Adult Center Cost Days Available Hours Available Prospect Hall (per hour)$75.00 Mon ‐ Sun Mon ‐ Fri: 4 ‐ 10 pm; Sat & Sun: 8 am ‐ 10 pm Security/damage deposit ‐ no alcohol $100.00 Security/damage deposit ‐ with alcohol $200.00 Arts/Craft room (per hour)$35.00 Mon ‐ Sun Mon ‐ Fri: 4 ‐ 10 pm; Sat & Sun: 8 am ‐ 10 pm Security/damage deposit $100.00 Ketner room (per hour)$35.00 Mon ‐ Sun Mon ‐ Fri: 4 ‐ 10 pm; Sat & Sun: 8 am ‐ 10 pm Security/damage deposit $100.00 Annual Pass ‐ Various packages may be available for promotional purposes Recreation Center Ballroom (Packages may be available) Parks and Recreation Fees (con't) $5 to $10 per month for each additional household member $50 to $75 per pass per year for each additional household member 2022 Fee Schedule 235 Field Rental Fees Non‐Profit All grass field rentals $50.00 Without lights/ includes one field prep All grass field rentals $65.00 With lights/ includes one field prep Youth baseball and softball fields $45.00 Without lights/ includes one field prep Youth baseball and softball fields $60.00 With lights/ includes one field prep Additional field prep $35.00 Each Anderson Baseball Field $70.00 Without lights Anderson Baseball Field $85.00 With lights Tournaments: Players Fees $25.00 Per player; this reflects a percentage of the cost of facility/field use, maintenance & staff costs for regular league play Tennis Courts Per court $15.00 Per hour Greenbelt & Clear Creek Trail Approved special interest groups $50.00 Special Event Permit Application Tier 1 $150 Tier 2 $100 Tier 3 $50 City Sponsored No Fee Park Pavilions Large Park Pavilions Anderson Park 100 maximum occupancy Discovery Park 75 maximum occupancy Prospect Park 150 maximum occupancy Mon ‐ Thurs $125.00 Residents can reserve before March 1 at discounted rate of $115 Fri ‐ Sun $230.00 Residents can reserve before March 1 at discounted rate of $200 Damage Deposits ‐ All Parks $100.00 Groups of 50 or more persons; refundable Residents may reserve pavilions beginning January 2; non‐residents may reserve pavilions/shelters beginning March 1 Parks and Recreation Fees (con't) The following policy and fee structure apply to local youth groups using fields for tournaments within their respective seasons: *Each group is limited to two tournaments per season *The hourly field use fee (as listed above) is waived in lieu of a $35 fee for each field prep and a field reservation fee of $8 per hour Note: any use of fields by local youth groups outside of the approved seasonal date range assigned to each club/sport will incur standard rental rates. Wheat Ridge Youth Sports Organizations Includes the following Wheat Ridge organizations: Wheat Ridge area Baseball Association, Wheat Ridge Youth Football, Wheat Ridge Girl's Softball Association, Wheat Ridge Avalanche Soccer, Piranhas Swim Team, Sts. Peter & Paul Athletic Association and Beth Eden Athletics Association. Non‐Refundable Application Processing Fees 2022 Fee Schedule 236 Small Park Pavilions Panorama Park 30 maximum occupancy Randall Park 30 maximum occupancy Paramount Park 30 maximum occupancy Fruitdale Park 30 maximum occupancy Mon ‐ Thurs $51.75 Residents can reserve before March 1 Fri ‐ Sun $65.00 Residents can reserve before March 1 Parks without Rentable Space Hayward Park N/C Permit required IF over 25 persons Johnson Park N/C Permit required IF over 25 persons Apel Bacher Park N/C Permit required IF over 25 persons Damage Deposits ‐ All Parks $100.00 Groups of 50 or more persons; refundable Rental Exceptions Carnation Festival N/C WR/Arvada Kiwanis N/C One‐time weekday use of Anderson Pavilion 2022 Fee Schedule Parks and Recreation Fees (con't) 237 Audio recordings of Court proceedings to CD $30.00 Includes up to one hour to search, retrieve, redact, and download audio $7.00 Each additional 15 minutes of prep Copy of animal, civil, general codes, and sales tax files $15.00 Includes up to 30 minutes to search, retrieve, redact, and copy $7.00 Minimum per each additional 15 minute increments Copy of traffic or parking file $7.00 Includes up to 15 minutes to search, retrieve, redact, and copy Copies with no preparation required $0.25 Per page Name search $15.00 Includes up to 30 minutes to search, retrieve, redact, and copy $7.00 Minimum per additional 15 minute increments Research fee, extensive $30.00 Per hour Coin Handling Fee $30.00 Per hour for processing of coins Transcripts $3.00 Per page $150.00 Minimum deposit required Associated Case Fees Non‐injury accident surcharge $30.00 Minimum fee with Judge discretion to increase $60.00 Minimum fee with Judge discretion to increase Court‐appointed counsel application $10.00 Judge may waive Court costs $35.00 Deferred judgment $75.00 Deferred prosecution $75.00 Juvenile Expungement No Charge $65.00 Sealing of Record‐‐convictions $130.00 2022 Fee Schedule Municipal Court Fees Injury accident Sealing of Record‐‐no conviction 238 Drug/drug paraphernalia destruction fee $10.00 Municipal Code of Laws: 16‐131, 132 & 133 Filing for bonds $10.00 Judge may waive Payment plan $25.00 Annually Probation fee $75.00 Up to six‐month probation $150.00 Over six‐month probation Stay of execution (SOE)$25.00 Witness fee $5.00 Per civilian witness, if the defendant found guilty at trial or if the defendant fails to appear at trial and witness served Bench warrant $50.00 Default judgment $30.00 Failure to appear $25.00 Insufficient funds or returned check $26.00 Late fee for parking summons $15.00 Officer appearance fee $30.00 If the defendant fails to appear for trial or is found guilty Order to show cause $15.00 Jury Trial Fees Appearance $3.00 Paid to jurors Service fee $6.00 Including appearance fee paid to jurors Jury deposit $25.00 Waivable if indigence is proven Jury trial cost varies Cost of jurors who appeared for or served on a jury panel Failure to Appear or Comply Fees Municipal Court Fees (con't) 239 Memorandum TO: Wheat Ridge City Council THROUGH: Patrick Goff, City Manager FROM: Karen A. O’Donnell, Parks and Recreation Director DATE: August 18, 2021 SUBJECT: Changes to the Fee Schedule – 2022 Budget Cycle As part of the annual budget process, staff looks at the existing fee schedule and proposes appropriate adjustments based on a variety of factors. We feel that it is important to communicate those factors with you for transparency. History of Fee Increases in Parks & Recreation We researched and compared the Council-approved fees and charges from 2012 through the present day and learned that in many cases, fees have not increased in at least ten years. Costs associated with labor, supplies, equipment, and facility maintenance, however, have increased exponentially over the years. Neighboring Communities Comparison We gather fees and charges related to like services from our neighboring communities to ensure that we are aligned with the market. For example, we currently charge significantly less than Golden, APEX, and Lakewood for all of our annual recreation center memberships. Our adult, senior, and youth drop-in rates are also lower than our neighbors in most cases. These are just two examples of many. Service Sustainability In 2020, the Parks & Recreation Department, with support and participation from that Parks & Recreation Commission, developed a Service Sustainability Strategy with a continuum that clearly defines our cost recovery/subsidy goals (see diagram on next page). Through What’s Up Wheat Ridge, we engaged the public by: • Sharing a short video from the Parks & Recreation Director, describing the Service Sustainability work and philosophy. • Providing a copy of the continuum associated with the aforementioned philosophy for review and consideration. • Asking a series of questions related to service sustainability and ultimately the proposed fee increases for 2022. 240 2 Conclusion While we feel that fee increases are necessary at this time, we were thoughtful in determining the proposed increases. It is important that the City continues to be accessible to all of our community members. Also, it is critical that we continue to share information about our scholarship programs to welcome everyone into our facilities, regardless of their current financial situation. 241 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 29,159 29,000 29,000 29,000 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 1,808 1,798 1,798 1,798 625 Medicare Portion FICA 423 420 420 420 630 ICMA Retirement 1,796 1,740 1,740 1,740 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $33,186 $32,958 $32,958 $32,958 651 Office Supplies 0 150 150 200 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 MATERIALS & SUPPLIES $0 $150 $150 $200 702 Conference/Meeting 0 500 500 500 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 0 0 0 50 716 Legislative Membership 0 0 0 0 723 Tuition Reimbursement 0 0 0 0 726 Recruitment & Advertisement 0 0 0 0 728 Training 0 0 0 0 730 Uniforms & Protective Clothing 0 0 0 0 740 Auto Mileage Reimbursement 0 0 0 0 741 Uniform Allowance 0 0 0 0 750 Professional Service 0 0 0 1,000 758 Rentals and Leases 0 0 0 0 759 Telephone Expense 0 0 0 0 780 Outside Agency Contributions 0 1,500 1,500 1,500 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $0 $2,000 $2,000 $3,050 800 Office Furniture & Equipment 0 0 0 0 802 Office Equipment 0 0 0 0 806 Software 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$33,186 $35,108 $35,108 $36,208 City Treasurer 01-101 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 0 0 0 0 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 0 25,500 25,500 25,500 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 67,680 67,680 67,680 110,400 620 FICA Expenses Employer 3,563 4,193 4,193 6,606 625 Medicare Portion FICA 833 978 978 1,544 630 ICMA Retirement 98 0 0 0 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $72,173 $98,351 $98,351 $144,050 651 Office Supplies 292 600 400 600 654 Photocopy/Printing 0 500 400 500 655 Postage 0 0 0 0 660 Operating Supplies 74 450 450 450 MATERIALS & SUPPLIES $366 $1,550 $1,250 $1,550 702 Conference/Meeting 10,580 19,600 19,950 41,900 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 2,510 2,600 2,510 2,600 712 Annual Appreciation Dinner 3,497 6,000 6,000 6,000 716 Legislative Membership 36,141 36,172 35,822 36,957 723 Tuition Reimbursement 0 0 0 0 728 Training 0 0 0 0 740 Auto Mileage Reimbursement 133 1,000 250 1,000 750 Professional Service 54,248 75,000 75,000 125,000 758 Rentals and Leases 0 0 0 0 759 Telephone Expense 0 0 0 0 780 Outside Agency Contributions 174,608 154,450 154,450 158,950 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 70 2,000 2,000 2,500 OTHER SERVICES & CHARGES $281,787 $296,822 $295,982 $374,907 800 Office Furniture & Equipment 0 0 0 0 802 Office Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$354,327 $396,723 $395,583 $520,507 General Government - Legislative Services 01-102 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 392,717 454,298 428,094 583,770 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 317 0 200 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 23,866 26,102 26,333 36,100 625 Medicare Portion FICA 5,582 6,124 6,159 8,430 630 ICMA Retirement 24,298 25,347 25,543 34,966 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $446,778 $511,871 $486,329 $663,266 651 Office Supplies 957 500 500 500 654 Photocopy/Printing 336 525 0 525 655 Postage 2,826 5,240 3,900 3,900 660 Operating Supplies 137 750 750 750 MATERIALS & SUPPLIES $4,257 $7,015 $5,150 $5,675 702 Conference/Meeting 2,240 3,320 2,375 3,320 704 Contractual Services 107,010 78,148 79,531 47,064 706 Dues/Books/Subscriptions 902 1,644 1,200 1,200 712 Annual Appreciation Dinner 0 0 0 0 716 Legislative Membership 0 0 0 0 723 Tuition Reimbursement 0 0 0 0 728 Training 455 988 1,440 1,775 740 Auto Mileage Reimbursement 26 250 125 120 750 Professional Service 36,280 41,000 41,000 47,500 758 Rentals and Leases 0 0 0 0 759 Telephone Expense 0 0 0 0 780 Outside Agency Contributions 0 0 0 0 784 Jeffco Treasurer Collection Fees 11,205 11,500 11,500 12,000 799 Miscellaneous Services and Charges 16,037 17,328 16,719 17,844 OTHER SERVICES & CHARGES $174,155 $154,178 $153,890 $130,823 800 Office Furniture & Equipment 0 0 0 0 802 Office Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$625,190 $673,064 $645,369 $799,764 Administrative Services - Finance 01-103 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 113,824 112,902 112,902 116,611 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 607 Cell Phone 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 6,564 7,000 7,000 7,230 625 Medicare Portion FICA 1,535 1,637 1,637 1,687 630 ICMA Retirement 6,928 6,775 6,775 6,975 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $128,852 $128,314 $128,314 $132,5031 651 Office Supplies 99 100 100 100 654 Photocopy/Printing 0 1,500 1,500 1,500 655 Postage 0 1,500 1,500 3,500 660 Operating Supplies 0 7,750 7,750 7,750 MATERIALS & SUPPLIES $99 $10,850 $10,850 $12,850 702 Conference/Meeting 1,056 1,680 1,500 5,180 704 Contractual Services 9,101 5,000 5,000 1,000 706 Dues/Books/Subscriptions 7,701 6,985 5,235 8,035 710 Marketing and Sponsorships 251,868 241,450 230,000 273,450 714 Legal & Publishing 0 0 0 0 718 TIF- Wheat Ridge Urban Renewal Authority 915,654 698,925 964,235 1,016,400 719 Economic Development Incentive 0 35,000 5,000 35,000 720 Economic Development - WRURA 300,000 251,168 0 300,000 721 NRS Implementation 219,470 301,000 280,000 280,000 728 Training 0 0 0 0 740 Auto Mileage Reimbursement 190 1,500 500 1,000 750 Professional Service 16,600 22,600 18,000 18,600 798 Management Contingent 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $1,721,639 $1,565,308 $1,509,470 $1,938,665 892 Neighborhood Revitalization 0 60,000 0 0 CAPITAL OUTLAY $0 $60,000 $0 $0 DEPARTMENT ACCOUNT TOTALS:$1,850,590 $1,764,472 $1,648,634 $2,084,018 City Manager's Office - Economic Development 01-105 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 313,263 387,274 387,274 433,383 604 Deferred Compensation 20,079 19,218 19,218 22,624 606 Auto Allowance 3,600 3,600 3,600 3,600 607 Cell Phone Allowance 600 600 600 600 610 Overtime and Premium Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 15,692 19,820 19,820 22,031 625 Medicare Portion FICA 4,608 5,591 5,591 6,354 630 ICMA Retirement 13,074 11,206 11,206 12,828 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 15,782 0 0 PERSONNEL SERVICES $370,916 $463,091 $447,309 $501,420 651 Office Supplies 19 250 100 100 654 Photocopy/Printing 0 0 0 0 660 Operating Supplies 0 16,500 11,500 45,000 MATERIALS & SUPPLIES $19 $16,750 $11,600 $45,100 702 Conference/Meeting 5,281 10,760 6,500 18,260 704 Contractual Services 7,870 39,030 39,030 0 706 Dues/Books/Subscriptions 545 2,460 0 3,010 712 Annual Appreciation Dinner 0 0 0 0 726 Recruitment & Advertising 0 0 0 0 728 Training 0 1,000 500 3,000 740 Auto Mileage Reimbursement 48 1,250 1,250 1,750 750 Professional Service 1,879 20,470 20,000 21,000 758 Rentals and Leases 0 0 0 0 759 Telephone Expense 0 0 0 0 780 Outside Agency Contributions 0 0 0 0 798 Management Contingency 17,444 127,832 127,832 100,000 799 Miscellaneous Services and Charges 0 36,500 36,500 49,700 OTHER SERVICES & CHARGES $33,066 $239,302 $231,612 $196,720 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$404,001 $719,143 $690,521 $743,240 City Manager's Office - City Manager 01-106 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 0 0 0 0 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 0 0 0 0 625 Medicare Portion FICA 0 0 0 0 630 ICMA Retirement 0 0 0 0 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $0 $0 $0 $0 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 660 Operating Supplies 0 0 0 0 MATERIALS & SUPPLIES $0 $0 $0 $0 702 Conference/Meeting 0 0 0 0 704 Contractual Services 82,800 85,000 85,000 90,000 706 Dues/Books/Subscriptions 0 0 0 0 714 Legal & Publishing 0 0 0 0 721 NRS Implementation 0 0 0 0 728 Training 0 0 0 0 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 278,746 289,200 289,200 340,000 758 Rentals and Leases 0 0 0 0 759 Telephone Expense 0 0 0 0 780 Outside Agency Contributions 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $361,546 $374,200 $374,200 $430,000 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$361,546 $374,200 $374,200 $430,000 General Government - City Attorney 01-107 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 86,064 86,525 86,441 90,941 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 3,152 0 2,000 500 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 5,288 5,456 5,359 5,609 625 Medicare Portion FICA 1,237 1,255 1,253 1,313 630 ICMA Retirement 5,362 5,191 5,186 5,436 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $101,103 $98,427 $100,239 $103,799 651 Office Supplies 508 1,000 500 1,000 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 0 0 0 0 MATERIALS & SUPPLIES $508 $1,000 $500 $1,000 702 Conference/Meeting 1,159 1,500 1,500 3,000 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 453 700 700 700 708 Election Expense 9,290 14,000 14,000 14,000 714 Legal & Publishing 12,005 16,000 12,188 16,000 715 Recording Fees 2,839 3,000 3,500 3,500 721 NRS Implementation 0 0 0 0 728 Training 328 1,000 13,000 13,000 740 Auto Mileage Reimbursement 0 500 500 500 750 Professional Service 16,011 37,000 37,000 33,000 758 Rentals and Leases 0 0 0 0 759 Telephone Expense 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $42,086 $73,700 $82,388 $83,700 800 Office Furniture & Equipment 0 0 0 0 802 Office Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$143,696 $173,127 $183,127 $188,499 City Clerk's Office 01-108 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 667,711 679,202 600,000 884,141 604 Deferred Compensation 10,921 10,808 10,808 10,808 606 Auto Allowance 0 0 0 0 607 Cell Phone Allowance 600 600 600 600 610 Overtime and Premium Pay 1,031 6,720 4,500 4,500 617 Temporary Personnel - Hourly 7,966 12,000 11,200 6,000 619 Temporary Personnel - Non Hourly 14,419 17,200 17,000 17,200 620 FICA Expenses Employer 40,277 43,140 43,140 55,731 625 Medicare Portion FICA 9,602 10,432 10,432 13,219 630 ICMA Retirement 31,834 31,849 31,849 43,746 640 Outside Personnel Services 21,907 32,400 32,400 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $806,268 $844,351 $761,929 $1,035,945 651 Office Supplies 2,010 3,000 2,250 2,800 654 Photocopy/Printing 0 500 0 500 655 Postage 0 0 0 0 660 Operating Supplies 9,069 14,600 14,600 16,700 MATERIALS & SUPPLIES $11,079 $18,100 $16,850 $20,000 702 Conference/Meeting 1,212 5,700 4,700 7,700 704 Contractual Services 791 6,875 5,000 1,800 706 Dues/Books/Subscriptions 1,637 1,765 1,765 2,160 708 Election Expense 0 0 0 0 714 Legal & Publishing 0 0 0 0 715 Recording Fees 0 0 0 0 721 NRS Implementation 0 0 0 0 728 Training 0 500 500 750 732 Witness & Juror Fees 105 1,400 800 1,000 740 Auto Mileage Reimbursement 198 400 400 400 750 Professional Service 15,211 27,500 20,000 24,000 758 Rentals and Leases 0 0 0 0 759 Telephone Expense 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 10,000 OTHER SERVICES & CHARGES $19,153 $44,140 $33,165 $47,810 802 Office Furniture & Equipment 2,798 0 0 3,000 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $2,798 $0 $0 $3,000 DEPARTMENT ACCOUNT TOTALS:$839,299 $906,591 $811,944 $1,106,755 Municipal Court 01-109 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 298,695 307,382 300,000 319,228 604 Deferred Compensation 10,174 10,074 10,427 10,500 606 Auto Allowance 3,600 3,600 3,600 3,600 607 Cell Phone Allowance 600 600 600 600 610 Overtime and Premium Pay 154 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 17,785 18,356 17,000 20,291 625 Medicare Portion FICA 4,315 4,457 4,000 4,784 630 ICMA Retirement 10,708 9,846 9,000 10,616 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 16,000 PERSONNEL SERVICES $346,030 $354,315 $344,627 $385,619 651 Office Supplies 626 1,000 750 1,000 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 184 1,100 1,100 1,200 MATERIALS & SUPPLIES $810 $2,100 $1,850 $2,200 702 Conference/Meeting 3,895 5,200 5,200 5,275 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 1,887 5,296 5,241 2,599 714 Legal & Publishing 0 0 0 0 715 Recording Fees 0 0 0 0 728 Training 185 2,000 1,000 2,000 732 Witness & Juror Fees 0 0 0 0 740 Auto Mileage Reimbursement 138 200 150 200 750 Professional Service 2,956 300 500 500 755 Computer Software 0 0 0 0 759 Telephone Expense 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $9,061 $12,996 $12,091 $10,574 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$355,901 $369,411 $358,568 $398,393 Administrative Services - Administration 01-111 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 361,967 369,160 373,087 386,087 604 Deferred Compensation 0 0 0 0 610 Overtime and Premium Pay 21 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 21,492 22,566 23,131 23,931 621 Workers' Compensation 0 0 0 0 623 Unemployment Insurance 25,647 15,000 24,000 15,000 625 Medicare Portion FICA 5,026 5,613 5,410 5,560 630 ICMA Retirement 21,647 22,150 22,385 23,135 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $435,801 $434,489 $448,013 $453,713 651 Office Supplies 203 2,500 2,000 2,500 654 Photocopy/Printing 0 200 0 0 655 Postage 0 0 0 0 660 Operating Supplies 0 0 0 0 MATERIALS & SUPPLIES $203 $2,700 $2,000 $2,500 702 Conference/Meeting 712 2,300 2,300 2,300 704 Contractual Services 500 500 800 500 706 Dues/Books/Subscriptions 5,249 10,070 10,070 10,070 712 Employee Functions 38,327 37,000 45,000 52,000 724 Pre-Employment Physicals 16,313 56,500 42,000 55,000 726 Recruitment & Advertising 3,352 13,500 15,000 26,000 728 Training 6,576 23,010 6,000 13,020 729 Safety 18,994 18,737 18,737 21,037 731 Wellness Program 7,467 27,100 27,100 27,100 740 Auto Mileage Reimbursement 40 1,000 500 1,000 750 Professional Service 49,783 65,500 65,500 67,000 776 Other Equip Maintenance 0 0 0 0 797 Vacation Accrual Cash-Out 0 0 0 0 OTHER SERVICES & CHARGES $147,313 $255,217 $233,007 $275,027 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$583,317 $692,406 $683,020 $731,240 Administrative Services - Human Resources 01-112 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 162,136 165,021 160,814 169,514 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 26,000 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 9,987 10,231 9,920 10,480 625 Medicare Portion FICA 2,336 2,393 2,320 2,454 630 ICMA Retirement 9,730 9,901 9,600 9,878 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $184,188 $187,546 $182,654 $218,326 651 Office Supplies 29 500 100 500 654 Photocopy/Printing 0 500 500 500 655 Postage 0 0 0 0 660 Operating Supplies 0 0 0 0 MATERIALS & SUPPLIES $29 $1,000 $600 $1,000 702 Conference/Meeting 507 2,000 2,000 4,500 704 Contractual Services 41,724 40,017 40,017 43,017 706 Dues/Books/Subscriptions 9,377 8,214 8,214 8,854 714 Legal & Publishing 0 0 0 0 715 Recording Fees 0 0 0 0 728 Training 0 0 0 0 732 Witness & Juror Fees 0 0 0 0 740 Auto Mileage Reimbursement 0 1,000 500 1,000 750 Professional Service 41,191 47,300 47,300 67,300 755 Computer Software 85,622 85,610 51,921 18,345 759 Telephone Expense 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $178,422 $184,141 $149,952 $143,016 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$362,639 $372,687 $333,206 $362,342 Administrative Services - Public Information 01-113 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 105,148 117,951 117,820 154,129 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 6,317 7,313 7,305 9,508 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 1,477 1,711 2,096 2,227 630 ICMA Retirement 6,084 7,077 7,070 9,208 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $119,026 $134,052 $134,291 $175,072 651 Office Supplies 0 750 750 500 654 Photocopy/Printing 391 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 0 0 0 200 MATERIALS & SUPPLIES $391 $750 $750 $700 702 Conference/Meeting 75 600 600 4,100 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 955 4,250 1,600 1,600 712 Employee Functions 0 0 0 0 723 Tuition Reimbursement 0 0 0 0 728 Training 0 2,100 2,100 3,000 740 Auto Mileage Reimbursement 25 750 400 750 750 Professional Service 0 0 0 0 759 Telephone Expense 0 0 0 776 Other Equipment Maintenance/Repair 0 200 200 200 797 Vacation Accrual Cash-Out 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $1,055 $7,900 $4,900 $9,650 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$120,472 $142,702 $139,941 $185,422 Administrative Services - Procurement 01-116 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 532,409 540,720 530,363 613,363 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 4,957 11,000 7,500 10,000 614 Standby Pay 18,864 15,500 19,500 19,500 617 Temporary Personnel - Hourly 0 0 0 0 620 FICA Expenses Employer 33,562 33,524 33,625 37,911 625 Medicare Portion FICA 7,849 7,840 8,065 8,882 630 ICMA Retirement 33,152 32,444 33,380 36,722 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $630,793 $641,028 $632,433 $726,378 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 16,789 14,050 14,050 14,050 MATERIALS & SUPPLIES $16,789 $14,050 $14,050 $14,050 702 Conference/Meeting 898 2,000 1,850 6,500 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 5,500 5,300 5,300 5,300 728 Training 0 15,250 10,250 26,500 740 Auto Mileage Reimbursement 71 900 900 900 750 Professional Service 54,463 150,740 150,740 68,670 755 Computer Software 0 0 0 0 759 Telephone Expense 352,271 304,200 304,200 307,800 774 Facility Repair & Maintenance 0 0 0 0 776 Other Equipment Maintenance 544,512 639,100 624,100 721,401 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $957,716 $1,117,490 $1,097,340 $1,137,071 802 Office Furniture & Equipment 28,941 30,175 30,175 17,975 803 Tools and Work Equipment 0 0 0 0 806 Computer Software 6,789 2,000 2,000 33,000 808 Capital Leases 52,654 60,000 62,000 62,000 809 Other Major Equipment 106,889 291,100 277,576 245,544 CAPITAL OUTLAY $195,273 $383,275 $371,751 $358,519 DEPARTMENT ACCOUNT TOTALS:$1,800,571 $2,155,843 $2,115,574 $2,236,018 Administrative Services - Information Technology 01-117 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 104,967 327,031 300,054 337,473 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 11,826 27,065 14,856 27,065 614 Standby Pay 8,952 24,973 11,913 24,973 617 Temporary Personnel - Hourly 0 76,530 98,280 122,283 620 FICA Expenses Employer 7,450 29,842 33,690 30,164 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 1,742 6,980 7,879 7,062 630 ICMA Retirement 7,021 19,623 19,203 20,239 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $141,958 $512,044 $485,875 $569,259 651 Office Supplies 0 300 150 300 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 36,482 43,025 36,000 88,935 MATERIALS & SUPPLIES $36,482 $43,325 $36,150 $89,235 702 Conference/Meeting 0 0 0 0 704 Contractual Services 51,192 67,831 55,000 100,368 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 0 0 0 0 730 Uniforms & Protective Clothing 673 2,760 2,500 2,760 740 Mileage 0 965 0 965 750 Professional Services 1,250 8,200 8,073 3,000 758 Rentals & Leases 3,000 3,800 3,000 3,500 759 Telephone Expense 0 0 0 0 760 Utilities 92,780 0 0 0 774 Facility Repair & Maintenance 44,778 162,324 125,000 189,382 776 Other Equipment Maintenance 6,341 22,002 18,000 25,435 799 Miscellaneous Services and Charges 0 0 0 0 802 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 1,908 8,800 2,000 4,000 806 Computer Software 0 0 0 0 808 Capital Leases 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 15,161 20,339 10,339 115,755 CAPITAL OUTLAY $17,069 $29,139 $12,339 $119,755 DEPARTMENT ACCOUNT TOTALS:$395,522 $852,390 $745,937 $1,103,659 Parks and Recreation - Facilities Maintenance 01-118 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 233,175 232,952 228,717 236,717 604 Deferred Compensation 12,400 12,334 12,334 12,764 606 Auto Allowance 3,600 3,600 3,600 3,600 607 Cell Phone 0 0 0 0 610 Overtime and Premium Pay 1,308 2,000 2,000 2,000 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non-Hourly 0 0 0 0 620 FICA Expenses Employer 11,470 11,688 12,110 12,860 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 3,293 3,378 3,316 3,531 630 ICMA Retirement 4,047 3,452 3,151 3,621 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 7,000 PERSONNEL SERVICES $269,292 $269,404 $265,228 $282,093 651 Office Supplies 481 1,000 1,000 1,000 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 0 1,778 0 0 MATERIALS & SUPPLIES $481 $2,778 $1,000 $1,000 702 Conference/Meeting 526 2,275 2,275 5,500 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 724 1,000 1,000 1,000 712 Employee Functions 0 0 0 0 718 Ordinance Enforcement 0 0 0 0 728 Training 10 500 500 500 730 Uniforms & Protective Clothing 0 0 0 140 740 Auto Mileage Reimbursement 0 0 0 150 750 Professional Service 0 0 0 0 758 Rentals & Leases 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 OTHER SERVICES & CHARGES $1,260 $3,775 $3,775 $7,290 802 Office Furniture & Equipment 0 0 0 600 CAPITAL OUTLAY $0 $0 $0 $600 DEPARTMENT ACCOUNT TOTALS:$271,033 $275,957 $270,003 $290,983 Community Development - Administration 01-120 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 434,350 542,549 556,256 659,970 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 620 FICA Expenses Employer 26,286 31,804 34,488 40,879 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 6,148 7,322 8,066 9,530 630 ICMA Retirement 26,294 30,951 33,375 39,598 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $493,077 $612,626 $632,185 $749,977 651 Office Supplies 0 0 0 0654Photocopy/Printing 730 900 900 900 655 Postage 5,677 20,000 20,000 27,500 660 Operating Supplies 4,963 11,320 11,320 14,620 MATERIALS & SUPPLIES $11,370 $32,220 $32,220 $43,020 702 Conference/Meeting 1,834 11,400 11,000 28,500 704 Contractual Services 19,200 19,200 19,200 20,160 706 Dues/Books/Subscriptions 4,623 5,773 5,673 6,110 712 Employee Functions 0 0 0 0 728 Training 510 640 0 3,400 730 Uniforms & Protective Clothing 0 0 0 1,500 740 Auto Mileage Reimbursement 297 2,250 2,250 2,850 750 Professional Service 2,030 325,000 325,000 30,000 758 Rentals & Leases 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $28,494 $364,263 $363,123 $92,520 802 Office Furniture & Equipment 0 0 0 3,600 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 2,675 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $2,675 $0 $3,600 DEPARTMENT ACCOUNT TOTALS:$532,940 ##################$889,117 Community Development - Planning 01-121 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 0 0 0 0 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Non-Hourly 0 0 0 0 620 FICA Expenses Employer 0 0 0 0 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 0 0 0 0 630 ICMA Retirement 0 0 0 0 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $0 $0 $0 $0 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 1,498 1,500 1,500 1,750 655 Postage 0 0 0 0 660 Operating Supplies 216 3,300 3,300 1,000 MATERIALS & SUPPLIES $1,714 $4,800 $4,800 $2,750 702 Conference/Meeting 0 0 0 0 704 Contractual Services 1,127,702 2,401,000 2,550,000 1,958,287 706 Dues/Books/Subscriptions 4,549 500 0 500 718 Ordinance Enforcement 0 0 0 0 712 Employee Functions 0 0 0 0 728 Training 0 0 0 0 730 Uniforms & Protective Clothing 0 0 0 0 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 0 0 0 0 760 Utilities 0 0 0 0 774 Facility Repair & Maintenance 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $1,132,251 $2,401,500 $2,550,000 $1,958,787 802 Office Furniture & Equipment 0 0 0 2,400 803 Tools and Work Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $2,400 DEPARTMENT ACCOUNT TOTALS:$1,133,965 $2,406,300 $2,554,800 $1,963,937 Community Development - Building 01-122 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 729,602 716,715 697,914 765,869 604 Deferred Compensation 0 0 0 0 606 Auto Allowance 0 0 0 0 610 Overtime and Premium Pay 2,809 2,500 1,000 1,000 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Non-Hourly 19,780 22,500 20,000 0 620 FICA Expenses Employer 44,888 43,975 43,271 47,408 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 10,498 10,395 10,120 11,071 630 ICMA Retirement 46,779 43,286 41,875 45,872 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $854,356 $839,371 $814,180 $871,220 651 Office Supplies 517 1,130 400 1,000 654 Photocopy/Printing 0 250 100 250 655 Postage 0 250 100 250 660 Operating Supplies 622 825 0 4,100 MATERIALS & SUPPLIES $1,139 $2,455 $600 $5,600 702 Conference/Meeting 242 1,370 300 1,500 704 Contractual Services 14,643 15,600 18,100 17,190 706 Dues/Books/Subscriptions 2,570 2,662 2,300 2,575 718 Ordinance Enforcement 0 0 0 0 712 Employee Functions 0 0 0 0 728 Training 1,118 3,270 500 6,675 730 Uniforms & Protective Clothing 131 400 0 600 740 Auto Mileage Reimbursement 0 100 0 100 750 Professional Service 9,208 11,500 11,500 21,500 760 Utilities 0 0 0 0 774 Facility Repair & Maintenance 0 0 0 0 776 Other Equipment Maintenance 423 0 0 700 798 Management Contingency 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $28,334 $34,902 $32,700 $50,840 802 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 600 0 8,700 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $600 $0 $8,700 DEPARTMENT ACCOUNT TOTALS:$883,830 $877,328 $847,480 $936,360 Community Development - Engineering 01-123 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 509,917 558,553 480,000 557,593 605 Extra Duty Pay 144,594 160,000 160,000 152,250 607 Cell Phone Allowance 0 0 0 0 610 Overtime and Premium Pay 223 4,000 2,000 4,000 614 Standby Pay 0 0 0 0 617 Temp. Personnel Hourly 0 0 0 0 620 FICA Expenses Employer 5,149 7,806 7,500 8,843 625 Medicare Portion FICA 7,205 8,099 7,600 8,396 630 ICMA Retirement 5,689 7,758 6,000 7,730 633 Police Retirement 48,368 47,225 42,000 49,499 634 State Disability 10,672 11,249 12,000 12,857 642 Compensation Adjustments 0 0 0 37,500 PERSONNEL SERVICES $731,818 $804,690 $717,100 $838,668 651 Office Supplies 6,228 8,300 8,300 8,300 654 Photocopy/Printing 7,097 7,800 7,800 8,040 655 Postage 321 150 500 0 660 Operating Supplies 6,203 14,420 9,420 15,920 MATERIALS & SUPPLIES $19,849 $30,670 $26,020 $32,260 702 Conference/Meeting 2,333 13,725 13,755 33,725 704 Contractual Services 85,087 122,115 122,115 113,644 706 Dues/Books/Subscriptions 10,613 14,905 14,905 14,905 728 Training 0 0 0 0 730 Uniforms & Protective Clothing 0 0 0 0 740 Auto Mileage Reimbursement 0 0 0 0 741 Uniform Allowance 27,718 34,300 34,600 34,600 750 Professional Service 827,677 969,463 969,463 1,044,818 755 Computer Software 0 0 0 0 776 Other Equipment Maintenance 941 5,000 5,000 6,000 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $954,370 1,159,508.00 $1,159,838 $1,247,692 802 Office Furniture & Equipment 5,634 0 0 4,100 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $5,634 $0 $0 $4,100 DEPARTMENT ACCOUNT TOTALS:$1,711,672 $1,994,868 $1,902,958 $2,122,720 Police - Administration 01-201 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 63,738 80,694 79,000 82,452 605 Extra Duty Pay 0 0 0 0 610 Overtime and Premium Pay 19,555 31,500 31,500 59,379 614 Standby Pay 0 0 0 0 618 Court Pay 0 0 0 0 620 FICA Expenses Employer 971 0 0 0 625 Medicare Portion FICA 1,044 1,157 1,157 1,237 630 ICMA Retirement 817 0 0 0 633 Police Retirement 7,285 8,876 8,500 9,786 634 State Disability 1,490 2,074 2,074 2,553 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $94,900 $124,301 $122,231 $155,407 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 0 0 0 0 MATERIALS & SUPPLIES $0 $0 $0 $0 702 Conference/Meeting 0 0 0 0 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 0 3,000 3,000 3,000 730 Uniforms and Protective Clothing 7,307 7,500 7,500 10,000 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 0 0 0 0 755 Computer Software 0 0 0 0 758 Rentals and Leases 0 800 800 3,200 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $7,307 $11,300 $11,300 $16,200 802 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 66,000 0 0 CAPITAL OUTLAY $0 $66,000 $0 $0 DEPARTMENT ACCOUNT TOTALS:$102,207 $201,601 $133,531 $171,607 Police - Grants 01-202 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 131,153 133,104 130,000 137,509 605 Extra Duty Pay 0 0 0 0 610 Overtime and Premium Pay 2,306 1,200 1,000 1,200 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 18,591 28,080 19,000 28,080 618 Court Pay 0 250 250 250 620 FICA Expenses Employer 8,972 10,039 8,000 10,266 625 Medicare Portion FICA 2,098 2,348 1,800 2,400 630 ICMA Retirement 8,240 8,192 6,300 8,251 633 Police Retirement 0 0 0 0 634 State Disability Insurance 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $171,360 $183,213 $166,350 $187,956 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 1,129 675 675 675 MATERIALS & SUPPLIES $1,129 $675 $675 $675 702 Conference/Meeting 0 100 100 100 704 Contractual Services 9,430 11,500 7,500 11,500 706 Dues/Books/Subscriptions 0 0 0 0 720 Veterinary Services 0 1,000 1,000 1,000 721 Jeffco Animal Shelter 95,908 96,175 96,175 95,722 728 Training 0 0 0 0 730 Uniforms and Protective Clothing 0 0 0 0 740 Auto Mileage Reimbursement 0 0 0 0 755 Computer Software 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 20,000 OTHER SERVICES & CHARGES $105,338 $108,775 $104,775 $128,322 802 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$277,827 $292,663 $271,800 $316,953 Police - Community Services Team 01-203 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 233,858 263,839 230,824 288,563 605 Extra Duty Pay 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 5,676 8,800 8,800 11,800 617 Temporary Personnel - Hourly 0 0 0 0 618 Court Pay 0 500 250 500 620 FICA Expenses Employer 0 0 0 0 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 3,411 3,895 3,328 3,226 630 ICMA Retirement 0 0 0 0 633 Police Retirement 24,861 29,023 24,096 33,182 634 State Disability 3,842 6,993 4,500 5,971 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $271,647 $313,050 $271,798 $343,242 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 0 0 0 0 MATERIALS & SUPPLIES $0 $0 $0 $0 702 Conference/Meeting 0 0 0 0 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 0 0 0 0 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 0 0 0 0 755 Computer Software 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $0 $0 $0 $0 802 Office Furniture & Equipment 0 0 0 0 805 Communications Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$271,647 $313,050 $271,798 $343,242 Police - Crime Prevention Team (SRO) 01-205 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 340,897 360,724 345,364 446,148 605 Extra Duty Pay 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 4,592 5,000 5,000 8,820 617 Temporary Personnel - Hourly 0 0 0 0 618 Court Pay 0 0 0 0 620 FICA Expenses Employer 20,368 22,556 21,413 27,641 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 4,763 5,230 5,000 6,464 630 ICMA Retirement 20,974 21,644 20,722 26,769 633 Police Retirement 0 0 0 0 634 State Disability Insurance 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $391,593 $415,154 $397,499 $515,842 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 0 250 250 250 MATERIALS & SUPPLIES $0 $250 $250 $250 702 Conference/Meeting 0 0 0 0 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 0 0 0 0 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 0 0 0 0 755 Computer Software 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $0 $0 $0 $0 802 Office Furniture & Equipment 0 0 0 0 805 Communications Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$391,593 $415,404 $397,749 $516,092 Police - Records Team 01-206 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 65,180 66,209 75,000 84,620 605 Extra Duty Pay 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 618 Court Pay 0 0 0 0 620 FICA Expenses Employer 4,067 4,105 4,500 5,239 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 951 960 1,000 1,225 630 ICMA Retirement 4,152 3,973 4,100 5,075 633 Police Retirement 0 0 0 0 634 State Disability Insurance 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $74,350 $75,247 $84,600 $96,159 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 657 Range Supplies 38,077 51,504 49,194 62,197 660 Operating Supplies 48 500 500 2,500 MATERIALS & SUPPLIES $38,125 $52,004 $49,694 $64,697 702 Conference/Meeting 4,294 22,100 14,100 29,360 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 65,821 88,500 88,500 139,500 730 Uniforms and Protective Clothing 64,411 57,500 57,500 72,000 740 Auto Mileage Reimbursement 396 300 300 400 750 Professional Service 5,215 6,350 6,350 18,150 755 Computer Software 0 0 0 0 758 Rentals and Leases 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $140,137 $174,750 $166,750 $259,410 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$252,612 $302,001 $301,044 $420,266 Police - Accreditation & Training 01-207 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 4,642,435 4,306,809 4,306,809 4,635,323 605 Extra Duty Pay 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 191,862 264,000 264,000 264,000 614 Standby Pay 3,483 4,200 4,200 10,000 618 Court Pay 11,341 20,190 20,190 20,190 620 FICA Expenses Employer 10,845 0 0 0 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 65,059 61,291 61,291 66,065 630 ICMA Retirement 11,075 0 0 0 633 Police Retirement 516,932 466,020 466,020 516,516 634 State Disability Insurance 114,662 109,900 109,900 125,082 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $5,567,693 $5,232,410 $5,232,410 $5,637,176 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 657 Range Supplies 0 0 0 0 660 Operating Supplies 25,181 29,350 29,350 29,050 MATERIALS & SUPPLIES $25,181 $29,350 $29,350 $29,050 702 Conference/Meeting 357 1,010 1,010 1,010 704 Contractual Services 0 88,880 88,880 138,000 706 Dues, Books and Subscriptions 0 0 0 0 727 Expense Reimbursement 480 500 500 500 728 Training 0 0 0 0 730 Uniforms and Protective Clothing 10,278 9,500 9,500 10,500 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 9,955 8,080 8,080 8,080 755 Computer Software 0 0 0 0 758 Rentals and Leases 0 0 0 0 776 Other Equipment Maintenance 21,723 34,846 35,101 21,140 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $42,792 $142,816 $143,071 $179,230 802 Office Furniture & Equipment 0 0 0 0 805 Communications Equipment 0 16,755 16,500 500 809 Other Major Equipment 2,643 4,700 4,700 16,817 CAPITAL OUTLAY $2,643 $21,455 $21,200 $17,317 DEPARTMENT ACCOUNT TOTALS:$5,638,310 $5,426,031 $5,426,031 $5,862,773 Police - Patrol Operations 01-211 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 2,000,326 2,018,866 1,885,851 2,064,317 605 Extra Duty Pay 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 130,514 165,732 145,732 175,392 614 Standby Pay 54,376 60,471 55,971 61,740 617 Temp Personnel-Hourly 0 0 0 0 618 Court Pay 4,042 6,000 5,000 6,000 620 FICA Expenses Employer 17,212 18,525 18,000 19,103 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 28,700 29,172 26,000 28,715 630 ICMA Retirement 17,989 17,927 17,000 18,506 633 Police Retirement 195,079 196,828 170,000 201,174 634 State Disability Insurance 36,653 46,464 45,473 43,752 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $2,484,889 $2,559,985 $2,369,027 $2,618,699 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 660 Operating Supplies 11,673 10,150 10,150 12,950 MATERIALS & SUPPLIES $11,673 $10,150 $10,150 $12,950 702 Conference/Meeting 209 650 650 650 704 Contractual Services 137,496 161,156 160,156 167,890 706 Dues/Books/Subscriptions 0 0 0 0 727 Expense Reimbursement 581 1,945 1,000 3,000 728 Training 0 0 0 0 730 Uniforms and Protective Clothing 146 1,055 1,000 2,000 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 6,352 6,970 6,770 7,406 755 Computer Software 0 0 0 0 758 Rentals and Leases 0 500 500 500 776 Other Equipment Maintenance 217 420 320 400 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $145,001 $172,696 $170,396 $181,846 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 8,328 23,234 0 0 CAPITAL OUTLAY $8,328 $23,234 $0 $0 DEPARTMENT ACCOUNT TOTALS:$2,649,891 $2,766,065 $2,549,573 $2,813,495 Police - Investigations Bureau 01-212 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 361,047 430,588 430,588 451,409 605 Extra Duty Pay 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 21,242 16,820 16,820 16,820 614 Standby 0 0 0 22,395 618 Court Pay 263 3,000 1,000 1,500 620 FICA Expenses Employer 0 0 0 0 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 5,105 6,206 6,206 6,503 630 ICMA Retirement 0 0 0 0 633 Police Retirement 39,055 47,090 47,090 51,816 634 State Disability Insurance 7,294 11,127 11,127 10,499 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $434,006 $514,831 $512,831 $560,942 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 660 Operating Supplies 0 0 0 0 MATERIALS & SUPPLIES $0 $0 $0 $0 702 Conference/Meeting 198 500 500 500 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 0 0 0 0 730 Uniforms and Protective Clothing 801 8,700 8,700 7,600 750 Professional Service 0 0 0 0 755 Computer Software 0 0 0 0 758 Rentals and Leases 0 0 0 0 776 Other Equipment Maintenance 0 600 600 1,200 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $1,000 $9,800 $9,800 $9,300 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 8,550 8,550 1,250 CAPITAL OUTLAY $0 $8,550 $8,550 $1,250 DEPARTMENT ACCOUNT TOTALS:$435,006 $533,181 $531,181 $571,492 Police - Crime & Traffic Team 01-213 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 1,398,059 1,490,809 1,475,777 1,630,337 604 Deferred Compensation 9,712 9,667 10,036 10,036 606 Auto Allowance 3,600 3,600 3,600 3,600 607 Cell Phone/I Pad Allowance 475 600 0 0 610 Overtime and Premium Pay 48,130 45,000 48,000 50,000 614 Standby Pay 16,016 17,500 17,500 17,500 617 Temporary Personnel - Hourly 0 0 0 0 620 FICA Expenses Employer 85,075 91,856 91,462 102,069 623 Unemployment Insurance 0 0 0 0 625 Medicare Portion FICA 19,899 21,617 21,617 23,946 630 ICMA Retirement 77,096 81,172 79,907 90,301 642 Compensation Adjustments 0 0 0 23,000 PERSONNEL SERVICES $1,658,062 $1,761,821 $1,747,899 $1,950,789 651 Office Supplies 472 500 500 500 654 Photocopy/Printing 0 0 0 0 660 Operating Supplies 231,762 274,426 250,000 250,000 661 Oil & Gas - Shops 129,478 181,450 185,000 246,850 662 Vehicle & Equipment Maintenance 61,115 73,500 65,000 68,500 663 Hazardous Waste Disposal 842 2,000 1,500 1,500 665 Special Equipment 0 0 0 0 MATERIALS & SUPPLIES $423,669 $531,876 $502,000 $567,350 702 Conference/Meeting 227 500 500 500 704 Contractual Services 171,666 284,000 260,000 284,000 706 Dues/Books/Subscriptions 1,550 2,400 2,000 2,000 728 Training 2,890 6,000 5,000 6,000 730 Uniforms & Protective Clothing 12,360 14,000 13,000 14,000 740 Auto Mileage Reimbursement 0 0 0 0 758 Rentals and Leases 0 0 0 0 760 Utilities 23,178 2,500 2,000 2,500 761 Street Lighting 614,384 0 0 0 774 Facility Repair & Maintenance 57,323 17,100 17,100 37,000 776 Other Equipment Maintenance 0 0 0 0 OTHER SERVICES & CHARGES $883,578 $326,500 $299,600 $346,000 802 Office Furniture and Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 807 Fleet Replacement 473,255 1,010,409 895,000 1,025,772 809 Other Major Equipment 63,186 74,100 60,563 55,000 812 Building Improvements 69,432 0 0 0 CAPITAL OUTLAY $605,874 $1,084,509 $955,563 $1,080,772 DEPARTMENT ACCOUNT TOTALS:$3,571,183 $3,704,706 $3,505,062 $3,944,911 Public Works - Operations 01-303 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 205,592 207,811 194,748 216,866 604 Deferred Compensation 10,089 9,888 9,550 10,585 606 Auto Allowance 3,600 3,600 3,600 3,600 607 Cell Phone Allowance 600 600 600 600 610 Overtime and Premium Pay 0 0 0 0 617 Temporary Personnel - Hourly 0 0 0 0 619 Temporary Personnel - Non Hourly 0 0 0 0 620 FICA Expenses Employer 12,341 12,652 12,074 15,180 625 Medicare Portion FICA 2,984 3,013 2,824 3,588 630 ICMA Retirement 4,966 4,030 3,770 5,749 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 22,254 20,000 62,000 PERSONNEL SERVICES $240,172 $263,848 $247,166 $318,168 651 Office Supplies 1,918 4,300 3,500 4,500 654 Photocopy/Printing 0 400 0 400 655 Postage 15 400 200 400 660 Operating Supplies 1,082 1,500 1,500 1,800 MATERIALS & SUPPLIES $3,014 $6,600 $5,200 $7,100 702 Conference/Meeting 116 4,770 4,770 3,355 704 Contractual Services 0 0 0 0 706 Dues/Books/Subscriptions 1,323 2,925 2,350 1,299 728 Training 6,185 5,500 2,000 4,000 730 Uniforms & Protective Clothing 0 0 0 150 740 Auto Mileage Reimbursement 0 350 100 350 750 Professional Service 2,375 14,500 14,000 24,500 755 Computer Software 3,768 8,588 4,500 8,588 758 Rentals and Leases 0 0 0 0 774 Facility Repair and Maintenance 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $13,766 $36,633 $27,720 $42,242 800 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$256,953 $307,081 $280,086 $367,510 Parks and Recreation - Administration 01-601 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 157,063 161,798 161,798 216,712 604 Deferred Compensation 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 302 0 0 0 617 Temporary Personnel - Hourly 38,653 61,007 47,487 22,478 620 FICA Expenses Employer 11,256 13,814 12,976 11,876 625 Medicare Portion FICA 2,633 3,232 3,035 3,468 630 ICMA Retirement 9,799 9,708 9,708 13,003 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $219,706 $249,559 $235,004 $267,537 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 8,774 19,220 9,220 25,820 655 Postage 10,930 10,508 6,028 13,990 660 Operating Supplies 10,221 24,886 24,886 38,686 MATERIALS & SUPPLIES $29,926 $54,614 $40,134 $78,496 702 Conference/Meeting 0 446 446 1,770 704 Contractual Services 2,406 2,151 2,151 2,317 706 Dues/Books/Subscriptions 2,939 3,770 2,400 3,350 728 Training 15 500 0 4,200 730 Uniforms & Protective Clothing 0 0 0 1,000 740 Auto Mileage Reimbursement 202 1,101 550 1,101 750 Professional Service 189 1,000 1,000 2,500 755 Computer Software 250 2,378 830 930 758 Rentals and Leases 0 0 0 0 774 Facility Repair and Maintenance 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $6,001 $11,346 $7,377 $17,168 800 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$255,633 $315,519 $282,515 $363,201 Parks and Recreation - Recreation 01-602 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 770,835 694,638 650,107 675,145 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 13,722 14,119 14,119 14,684 614 Standby Pay 10,486 8,538 8,538 8,900 617 Temporary Personnel - Hourly 51,883 120,000 89,034 120,000 620 FICA Expenses Employer 50,526 51,682 48,471 50,173 625 Medicare Portion FICA 11,816 12,086 11,131 11,726 630 ICMA Retirement 45,871 41,678 39,606 40,469 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $955,139 $942,741 $861,006 $921,097 651 Office Supplies 907 1,500 1,291 2,000 654 Photocopy/Printing 0 0 0 0 655 Postage 0 0 0 0 660 Operating Supplies 58,910 70,875 54,976 76,350 663 Hazardous Waste Disposal 60 100 100 100 MATERIALS & SUPPLIES $59,877 $72,475 $56,367 $78,450 702 Conference/Meeting 309 1,500 1,500 1,500 704 Contractual Services 123,342 124,882 124,882 177,861 706 Dues, Books, Subscriptions 150 475 4,351 4,475 728 Training 4,898 6,500 6,500 6,500 730 Uniforms & Protective Clothing 12,833 17,000 17,000 17,800 740 Auto Mileage Reimbursement 0 600 300 600 750 Professional Service 5,578 21,600 20,550 22,158 755 Computer Software 6,104 1,259 1,259 1,259 758 Rentals and Leases 23 3,525 1,000 4,000 760 Utilities 415,053 11,330 11,200 13,000 774 Facility Repair and Maintenance 68,853 134,347 117,470 165,850 776 Other Equipment Maintenance 11,851 11,870 11,870 11,870 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $648,993 $334,888 $317,882 $426,873 800 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 23,332 0 150,000 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $23,332 $0 $150,000 DEPARTMENT ACCOUNT TOTALS:$1,664,010 $1,373,436 $1,235,255 $1,576,420 Parks and Recreation - Parks Maintenance 01-603 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 241,409 190,511 173,847 233,512 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 2,686 10,035 8,455 10,035 614 Standby Pay 130 2,899 1,750 2,900 617 Temporary Personnel - Hourly 18,506 106,305 32,449 106,305 620 FICA Expenses Employer 15,701 19,399 16,523 21,866 625 Medicare Portion FICA 3,672 4,536 3,864 5,110 630 ICMA Retirement 14,953 11,431 10,431 14,011 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $297,057 $345,116 $247,319 $393,739 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 500 0 0 660 Operating Supplies 32,422 33,954 33,954 73,100 663 Hazard Waste Disposal 0 300 175 300 MATERIALS & SUPPLIES $32,422 $34,754 $34,129 $73,400 702 Conference/Meeting 0 530 0 530 704 Contractual Services 68,124 64,235 79,500 115,300 706 Dues/Books/Subscriptions 1,448 1,975 1,975 2,260 728 Training 455 6,145 3,150 6,000 730 Uniforms & Protective Clothing 3,349 6,150 5,459 6,150 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 362 2,350 2,350 2,600 755 Computer Software 0 4,575 3,250 4,575 758 Rentals and Leases 2,713 8,948 8,948 6,710 760 Utilities 0 2,500 0 0 774 Facility Repair and Maintenance 1,894 1,458 1,458 85,000 776 Other Equipment Maintenance 834 5,100 3,622 8,400 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $79,179 $103,966 $109,712 $237,525 802 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 12,000 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $12,000 DEPARTMENT ACCOUNT TOTALS:$408,658 $483,836 $391,160 $716,664 Parks and Recreation - Forestry 01-604 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 0 0 0 0 607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 20,416 34,528 35,807 36,000 620 FICA Expenses Employer 1,274 2,141 2,220 2,232 625 Medicare Portion FICA 298 501 519 522 630 ICMA Retirement 0 0 0 0 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $21,988 $37,170 $38,546 $38,754 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 2,915 1,500 1,500 1,500 655 Postage 0 0 0 0 660 Operating Supplies 4,377 14,600 14,001 17,800 663 Hazardous Waste Disposal 0 500 250 500 MATERIALS & SUPPLIES $7,292 $16,600 $15,751 $19,800 702 Conference/Meeting 128 2,200 1,400 2,200 704 Contractual Services 45,994 65,168 60,340 65,400 706 Dues/Books/Subscriptions 531 355 228 255 728 Training 25 1,300 1,300 3,800 730 Uniforms & Protective Clothing 1,462 2,665 2,575 2,675 740 Auto Mileage Reimbursement 150 600 150 300 750 Professional Service 0 0 0 0 755 Computer Software 0 0 0 0 758 Rentals and Leases 3,330 6,900 5,361 6,900 760 Utilities 1,991 0 0 0 774 Facility Repair and Maintenance 10,343 20,000 20,000 28,500 776 Other Equipment Maintenance 1,650 1,800 1,800 2,000 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $65,603 $100,988 $93,154 $112,030 800 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 5,551 0 0 10,000 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $5,551 $0 $0 $10,000 DEPARTMENT ACCOUNT TOTALS:$100,434 $154,758 $147,451 $180,584 Parks and Recreation - Natural Resources 01-605 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 620 FICA Expenses Employer 0 0 0 0 621 Workers' Compensation 264,547 293,000 318,916 325,000 623 Unemployment Insurance 0 0 0 0 624 Work Comp Deductible 52,416 40,000 40,000 40,000 625 Medicare Portion FICA 0 0 0 0 626 Medical 2,183,602 2,057,222 2,057,222 2,263,201 627 Dental 103,689 100,456 100,456 105,000 628 LTD/STD 64,394 69,844 69,844 71,000 629 Life/ADD/DEP 55,788 35,621 35,621 37,000 PERSONNEL SERVICES $2,724,436 $2,596,143 $2,622,059 $2,841,201 651 Office Supplies 0 0 0 0 653 Postage 18,095 20,000 20,000 20,000 654 Photocopy/Printing 11,338 13,000 13,000 15,000 660 Operating Supplies 1,507 2,300 2,300 2,300 MATERIALS & SUPPLIES $30,939 $35,300 $35,300 $37,300 704 Contractual Services 113,557 186,176 186,176 195,000 750 Professional Services 52,506 65,340 57,000 0 758 Rentals & Leases 5,520 5,520 5,520 5,520 759 Telephone Expense 0 0 0 0 760 Xcel - Electric/Gas 0 393,053 385,272 393,053 761 Xcel - Street Lights 0 600,000 600,000 600,000 762 Water/Sewer 0 369,028 300,000 365,791 763 Symmetry - Natural Gas 0 111,300 100,000 111,300 774 Facility Repair/Maintenance 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 777 COVID-19 1,573,874 100,000 138,915 308,596 781 Personal & Property Liability 284,249 346,295 346,295 466,599 782 Uninsured Losses 44,681 74,500 75,000 100,000 783 Hail Storm Losses 478,006 0 0 0 797 Bonus Pay Incentive 0 0 0 0 799 Misc. Services & Charges 0 0 0 0 799 Miscellaneous Services and Charges 0 0 0 0 OTHER SERVICES & CHARGES $2,552,392 $2,251,212 $2,194,178 $2,545,859 800 Office Furniture & Equipment 0 0 0 0 808 Capital Leases 0 0 0 0 809 Other Major Equipment 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 901 Debt Service Principal 43,953 47,622 47,622 50,474 902 Debt Service Interest 36,214 35,545 32,546 29,694 903 Finance Origination Fees 0 0 0 0 904 Lease Payment 0 0 0 0 DEBT SERVICE $80,167 $83,167 $80,168 $80,168 DEPARTMENT ACCOUNT TOTALS:$5,387,934 $4,965,822 $4,931,705 $5,504,528 General Government - Central Charges 01-610 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 23,054 22,889 22,889 23,655 610 Overtime and Premium Pay 0 1,300 0 0 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 37,949 51,985 36,123 49,887 619 Temporary Personnel - Non-Hourly 0 0 0 0 620 FICA Expenses Employer 3,779 4,723 3,591 4,760 622 MEDICAL/DENTAL INSURANCE 0 0 0 0 625 Medicare Portion FICA 848 1,105 840 1,114 630 ICMA Retirement 1,405 1,373 1,308 1,621 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $67,035 $83,375 $64,751 $81,037 651 Office Supplies 0 1,000 100 200 654 Photocopy/Printing 0 0 0 0 655 Postage Costs 0 0 0 0 660 Operating Supplies 226 2,700 80 4,769 MATERIALS & SUPPLIES $226 $3,700 $180 $4,969 702 Conference/Meeting 0 0 0 0 704 Contractual Services 6,218 2,088 1,050 1,488 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 0 300 180 120 730 Uniforms & Protective Clothing 0 700 0 350 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 0 0 0 0 755 Computer Software 0 0 0 0 758 Rentals and Leases 0 0 0 0 760 Utilities 10,699 0 0 0 774 Facility Repair and Maintenance 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $16,917 $3,088 $1,230 $1,958 800 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 259 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $259 $0 $0 DEPARTMENT ACCOUNT TOTALS:$84,178 $90,422 $66,161 $87,964 Parks and Recreation - Anderson Building 01-620 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 138,064 138,277 138,277 140,362 610 Overtime and Premium Pay 0 0 0 0 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 6,246 26,015 10,325 35,000 619 Temporary Personnel - Non-Hourly 2,343 4,464 4,297 0 620 FICA Expenses Employer 8,615 10,463 9,480 10,868 625 Medicare Portion FICA 2,015 2,447 2,217 2,542 630 ICMA Retirement 9,562 8,296 8,297 8,421 640 Outside Personnel Services 1,570 9,690 2,825 12,883 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $168,415 $199,652 $175,718 $210,076 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage Costs 0 0 0 0 660 Operating Supplies 10,786 22,118 14,189 21,162 MATERIALS & SUPPLIES $10,786 $22,118 $14,189 $21,162 702 Conference/Meeting 309 0 0 1,730 704 Contractual Services 1,618 2,376 2,376 2,376 706 Dues/Books/Subscriptions 271 0 330 330 728 Training 65 600 105 600 730 Uniforms & Protective Clothing 46 1,050 350 525 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 0 0 0 0 755 Computer Software 0 0 0 0 758 Rentals and Leases 0 0 0 0 760 Utilities 0 0 0 0 774 Facility Repair and Maintenance 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $2,309 $4,026 $3,161 $5,561 802 Office Furniture & Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$181,510 $225,796 $193,068 $236,799 Parks and Recreation - Athletics 01-621 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 151,793 154,630 154,630 160,331 610 Overtime and Premium Pay 10 360 313 236 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 80,108 72,501 66,250 83,105 619 Temporary Personnel - Non-Hourly 8,831 1,005 0 0 620 FICA Employer Expenses 14,059 14,101 13,714 15,104 622 Medical/Dental Insurance 0 0 0 0 625 Medicare Portion FICA 3,288 3,298 3,207 3,524 630 ICMA Retirement 10,187 9,278 9,278 9,596 640 Outside Personnel Services 9,645 15,760 15,760 25,208 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $277,921 $270,933 $263,152 $297,104 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage Costs 0 0 0 0 660 Operating Supplies 6,807 22,298 21,250 28,922 MATERIALS & SUPPLIES $6,807 $22,298 $21,250 $28,922 702 Conference/Meeting 0 1,328 0 1,770 704 Contractual Services 3,685 7,520 4,800 7,543 706 Dues/Books/Subscriptions 251 0 275 275 728 Training 460 1,590 1,200 1,320 730 Uniforms & Protective Clothing 755 1,500 1,400 1,500 740 Auto Mileage Reimbursement 0 100 100 100 750 Professional Service 0 0 0 0 755 Computer Software 0 0 0 0 758 Rentals and Leases 0 0 0 0 774 Facility Repair and Maintenance 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $5,151 $12,038 $7,775 $12,508 800 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$289,880 $305,269 $292,177 $338,534 Parks and Recreation - General Programs 01-622 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 22,068 19,504 19,504 22,226 610 Overtime and Premium Pay 47 3,099 2,956 3,100 614 Standby Pay 97 100 100 100 617 Temporary Personnel - Hourly 13,611 176,445 130,824 159,665 619 Temporary Personnel - Non-Hourly 0 15,800 0 0 620 FICA Employer Expenses 2,214 13,773 9,510 11,559 622 Medical/Dental Insurance 0 0 0 0 625 Medicare Portion FICA 518 3,221 2,224 2,702 630 ICMA Retirement 1,321 1,170 1,170 1,334 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $39,875 $233,112 $166,288 $200,686 651 Office Supplies 0 0 0 0 655 Postage Costs 0 0 0 0 660 Operating Supplies 5,477 60,363 48,000 60,000 663 Hazardous Waste Disposal 0 0 0 1,800 MATERIALS & SUPPLIES $5,477 $60,363 $48,000 $61,800 702 Conference/Meeting 0 0 0 0 704 Contractual Services 1,482 5,076 5,076 5,300 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 0 2,740 2,700 2,900 730 Uniforms & Protective Clothing 1,203 1,365 1,210 1,530 740 Auto Mileage Reimbursement 0 0 0 300 750 Professional Service 0 0 0 0 758 Rentals and Leases 0 0 0 0 760 Utilities 2,502 0 0 0 774 Facility Repair and Maintenance 3,385 19,700 19,700 18,500 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $8,572 $28,881 $28,686 $28,530 800 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 10,000 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $10,000 DEPARTMENT ACCOUNT TOTALS:$53,924 $322,356 $242,974 $301,016 Parks and Recreation - Outdoor Pool 01-623 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 240,824 245,564 245,564 262,637 610 Overtime and Premium Pay 56 0 0 0 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 39,659 39,283 39,283 61,812 619 Temporary Personnel - Non-Hourly 17,690 17,632 13,655 0 620 FICA Employer Expenses 17,349 18,754 18,507 20,110 622 Medical/Dental Insurance 0 0 0 0 625 Medicare Portion FICA 4,057 4,386 4,328 4,688 630 ICMA Retirement 14,797 14,714 14,734 15,728 640 Outside Personnel Services 5,453 14,505 11,480 40,094 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $339,884 $354,838 $347,551 $405,069 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 1,500 500 1,000 655 Postage Costs 827 919 1,500 2,032 660 Operating Supplies 16,422 26,407 26,407 42,761 MATERIALS & SUPPLIES $17,249 $28,826 $28,407 $45,793 702 Conference/Meeting 309 0 0 1,930 704 Contractual Services 21,539 5,468 4,968 5,468 706 Dues/Books/Subscriptions 961 700 987 1,045 728 Training 498 1,270 1,095 1,770 730 Uniforms & Protective Clothing 436 0 500 1,000 740 Auto Mileage Reimbursement 0 108 108 108 750 Professional Service 0 0 0 0 755 Computer Software 0 400 0 0 760 Utilities 13,444 0 0 0 774 Facility Repair and Maintenance 4,203 0 0 0 776 Other Equipment Maintenance 0 1,000 550 1,000 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $41,391 $8,946 $8,208 $12,321 802 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$398,524 $392,610 $384,166 $463,183 Parks and Recreation - Active Adult Center 01-624 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 0 0 0 0 610 Overtime and Premium Pay 0 0 0 0 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 13,802 16,671 14,014 18,195 617 Temporary Personnel - Non-Hourly 0 0 0 0 620 FICA Employer Expenses 868 1,033 869 1,033 622 Medical/Dental Insurance 0 0 0 0 625 Medicare Portion FICA 203 242 203 119 630 ICMA Retirement 0 0 0 0 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $14,874 $17,946 $15,086 $19,347 651 Office Supplies 1,346 1,750 1,750 500 654 Photocopy/Printing 4,096 4,500 3,000 2,500 655 Postage Costs 242 600 600 400 660 Operating Supplies 3,202 7,000 3,950 4,000 MATERIALS & SUPPLIES $8,885 $13,850 $9,300 $7,400 702 Conference/Meeting 0 0 0 0 704 Contractual Services 2,919 5,796 3,728 7,378 706 Dues/Books/Subscriptions 0 0 0 0 728 Training 778 900 900 1,200 730 Uniforms & Protective Clothing 0 0 0 0 740 Auto Mileage Reimbursement 0 0 0 0 750 Professional Service 1,151 1,000 1,000 1,400 758 Rentals and Leases 1,842 1,890 1,890 2,196 760 Utilities 13,088 720 400 720 774 Facility Repair and Maintenance 5,447 8,500 8,500 500 776 Other Equipment Maintenance 464 1,235 200 800 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $25,689 $20,041 $16,618 $14,194 800 Office Furniture & Equipment 0 0 0 0 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 6,451 11,800 0 0 CAPITAL OUTLAY $6,451 $11,800 $0 $0 DEPARTMENT ACCOUNT TOTALS:$55,899 $63,637 $41,004 $40,941 Parks and Recreation - Historic Buildings 01-625 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 332,932 233,278 233,278 240,993 610 Overtime and Premium Pay 4,344 3,510 750 3,600 614 Standby Pay 10,523 2,392 2,000 2,444 617 Temporary Personnel - Hourly 238,401 237,536 197,500 240,146 620 FICA Employer Expenses 35,275 28,208 26,879 30,200 622 Medical/Dental Insurance 0 0 0 0 625 Medicare Portion FICA 8,250 6,597 6,286 7,047 630 ICMA Retirement 22,224 13,996 13,997 14,430 640 Outside Personnel Services 0 0 0 0 642 Compensation Adjustments 0 0 0 0 PERSONNEL SERVICES $651,950 $525,517 $480,690 $538,860 651 Office Supplies 0 700 500 700 654 Photocopy/Printing 0 0 0 0 655 Postage Costs 0 560 250 660 660 Operating Supplies 34,955 31,160 26,850 40,160 663 Hazardous Waste Disposal 0 0 0 0 MATERIALS & SUPPLIES $34,955 $32,420 $27,600 $41,520 702 Conference/Meeting 309 0 0 2,655 704 Contractual Services 42,503 26,640 24,540 26,650 706 Dues/Books/Subscriptions 206 200 530 530 728 Training 121 1,200 1,200 1,400 730 Uniforms & Protective Clothing 3,630 5,705 4,070 5,705 740 Auto Mileage Reimbursement 101 543 400 543 750 Professional Service 0 0 0 6,240 755 Computer Software 2,028 2,816 2,816 2,879 758 Rentals and Leases 0 0 0 0 760 Utilities 300,389 0 0 0 774 Facility Repair and Maintenance 70,714 6,406 0 0 776 Other Equipment Maintenance 3,434 19 0 0 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $423,435 $43,529 $33,556 $46,602 802 Office Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$1,110,340 $601,466 $541,846 $626,982 Recreation Center - Facilities 01-626 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 191,610 202,117 202,117 207,188 610 Overtime and Premium Pay 700 13,360 15,000 10,580 614 Standby Pay 631 1,560 1,500 1,560 617 Temporary Personnel - Hourly 330,695 429,079 432,000 494,437 619 Temporary Personnel - Non Hourly 2,268 5,378 3,614 0 620 FICA Employer Expenses 32,111 40,221 39,315 44,250 622 Medical/Dental Insurance 0 0 0 0 625 Medicare Portion FICA 7,510 9,407 9,195 10,348 630 ICMA Retirement 12,226 12,127 12,127 12,411 640 Outside Personnel Services 0 0 0 0 PERSONNEL SERVICES $577,751 $713,249 $714,868 $780,774 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage Costs 0 0 0 0 660 Operating Supplies 44,997 62,849 62,457 75,637 663 Hazardous Waste Disposal 0 0 0 0 MATERIALS & SUPPLIES $44,997 $62,849 $62,457 $75,637 702 Conference/Meeting 618 865 0 1,930 704 Contractual Services 2,075 7,486 7,486 12,257 706 Dues/Books/Subscriptions 303 0 440 440 728 Training 2,825 5,140 5,106 7,140 730 Uniforms & Protective Clothing 1,228 4,075 4,022 4,625 740 Auto Mileage Reimbursement 0 0 0 0 755 Computer Software 2,443 2,964 2,964 2,964 758 Rentals and Leases 0 0 0 0 760 Utilities 0 0 0 0 774 Facility Repair and Maintenance 6,313 19,350 18,206 28,730 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $15,804 $39,880 $38,224 $58,086 802 Office Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$638,552 $815,978 $815,549 $914,497 Recreation Center - Aquatics 01-627 Account Name/Detailed Explanation 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 602 Staff Salaries & Wages 45,956 46,788 46,788 48,319 610 Overtime and Premium Pay 0 0 0 0 614 Standby Pay 0 0 0 0 617 Temporary Personnel - Hourly 102,097 144,076 117,500 169,704 619 Temporary Personnel - Non-Hourly 60,824 99,652 98,037 0 620 FICA Employer Expenses 12,979 19,393 16,264 13,519 622 Medical/Dental Insurance 0 0 0 0 625 Medicare Portion FICA 3,035 4,536 3,804 3,158 630 ICMA Retirement 2,999 2,806 2,807 2,899 640 Outside Personnel Services 102 160 0 101,520 PERSONNEL SERVICES $227,993 $317,411 $285,200 $339,119 651 Office Supplies 0 0 0 0 654 Photocopy/Printing 0 0 0 0 655 Postage Costs 0 50 0 50 660 Operating Supplies 1,579 6,750 5,450 11,150 MATERIALS & SUPPLIES $1,579 $6,800 $5,450 $11,200 702 Conference/Meeting 309 0 0 885 704 Contractual Services 2,372 6,000 6,000 6,000 706 Dues/Books/Subscriptions 103 0 110 110 728 Training 30 2,600 1,500 2,300 730 Uniforms & Protective Clothing 0 350 200 350 740 Auto Mileage Reimbursement 0 87 50 87 755 Computer Software 0 864 864 894 758 Rentals and Leases 0 0 0 0 760 Utilities 0 0 0 0 774 Facility Repair and Maintenance 0 0 0 0 776 Other Equipment Maintenance 0 0 0 0 799 Miscellaneous Services & Charges 0 0 0 0 OTHER SERVICES & CHARGES $2,814 $9,901 $8,724 $10,626 803 Tools and Work Equipment 0 0 0 0 809 Other Major Equipment 0 0 0 0 812 Building Improvements 0 0 0 0 CAPITAL OUTLAY $0 $0 $0 $0 DEPARTMENT ACCOUNT TOTALS:$232,386 $334,112 $299,374 $360,945 Recreation Center - Fitness 01-628 Public Art Fund Long-term Financial Plan 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 2023 Proposed Budget 2024 Proposed Budget 2025 Proposed Budget 2026 Proposed Budget 2027 Proposed Budget 12-580-00-589 BEGINNING FUND BALANCE $50,350 $70,553 $84,906 $167,976 $239,226 $251,351 $263,476 $275,601 $287,726 PRIVATE DEVELOPMENT REVENUES 12-500-02-505 Building Use Tax $24,089 $9,000 $60,000 $50,000 $8,500 $8,500 $8,500 $8,500 $8,500 12-510-00-516 Building Permits $7,216 $2,000 $15,000 $14,000 $2,000 $2,000 $2,000 $2,000 $2,000 12-550-05-551 Plan Review Fees $2,914 $1,300 $7,500 $7,000 $1,300 $1,300 $1,300 $1,300 $1,300 12-550-06-551 Development Review Fees $221 $100 $500 $150 $125 $125 $125 $125 $125 12-580-00-581 Interest $116 $100 $70 $100 $200 $200 $200 $200 $200 TOTAL REVENUES $34,556 $12,500 $83,070 $71,250 $12,125 $12,125 $12,125 $12,125 $12,125 TOTAL AVAILABLE FUNDS $84,906 $83,053 $167,976 $239,226 $251,351 $263,476 $275,601 $287,726 $299,851 EXPENDITURES - ART ACQUISITIONS 12-601-800-809 Anderson Park $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL EXPENDITURES $0 $0 $0 $0 $0 $0 $0 $0 $0 ENDING FUND BALANCE $84,906 $83,053 $167,976 $239,226 $251,351 $263,476 $275,601 $287,726 $299,851 12-580-01-589 BEGINNING FUND BALANCE $192,410 $195,562 $192,410 $192,410 $619,693 $207,410 $202,410 $192,410 $192,410 PUBLIC DEVELOPMENT REVENUES Tabor Street Reconstruction $0 $0 $0 $0 $0 $0 $0 $0 $0 32nd & Xenon Traffic Signal $0 $0 $0 $0 $0 $0 $0 $0 $0 12-580-00-582 Clear Creek Crossing $0 $0 $192,482 $0 $0 $0 $0 $0 $0 Wadsworth Widening $0 $450,000 $0 $384,783 $100,000 $0 $0 $0 $0 Ward TOD - URA Bond $0 $0 $0 $32,500 $95,500 $0 $0 $0 $0 Kipling Corridor - URA Bond $0 $0 $0 $10,000 $0 $0 $50,000 $0 $0 Applewood - URA Bond $0 $0 $0 $0 $5,000 $42,500 $0 $0 $0 TOTAL REVENUES $0 $450,000 $192,482 $427,283 $200,500 $42,500 $50,000 $0 $0 TOTAL AVAILABLE FUNDS $192,410 $645,562 $384,892 $619,693 $820,193 $249,910 $252,410 $192,410 $192,410 EXPENDITURES - ART ACQUISITIONS 12-601-800-810 Clear Creek Crossing $0 $168,000 $192,482 $0 $0 $0 $0 $0 $0 12-601-800-812 Wadsworth Widening $0 $450,000 $0 $0 $484,783 $0 $0 $0 $0 To be assigned Ward TOD - URA Bond $0 $0 $0 $0 $128,000 $0 $0 $0 $0 To be assigned Kipling Corridor - URA Bond $0 $0 $0 $0 $0 $0 $60,000 $0 $0 To be assigned Applewood - URA Bond $0 $0 $0 $0 $0 $47,500 $0 $0 $0 TOTAL EXPENDITURES $0 $618,000 $192,482 $0 $612,783 $47,500 $60,000 $0 $0 ENDING FUND BALANCE $192,410 $27,562 $192,410 $619,693 $207,410 $202,410 $192,410 $192,410 $192,410 Fund 12 285 Police Investigation Fund 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 17-580-00-589 BEGINNING FUND BALANCE $37,009 $22,019 $37,016 $37,020 REVENUES 17-580-00-581 Interest $7 $10 $4 $10 17-580-00-588 Miscellaneous Revenue $0 $0 $0 $0 TOTAL REVENUES $7 $10 $4 $10 TOTAL AVAILABLE FUNDS $37,016 $22,029 $37,020 $37,030 EXPENDITURES 17-202-650-660 Operating Supplies $0 $0 $0 $0 17-202-700-704 Contract Services $0 $5,000 $0 $0 17-202-800-806 Computer Software $0 $0 $0 $5,000 17-202-800-809 Other Major Equipment $0 $10,000 $0 $4,000 17-202-800-812 Building Improvements $0 $0 $0 $0 TOTAL EXPENDITURES $0 $15,000 $0 $9,000 ENDING FUND BALANCE $37,016 $7,029 $37,020 $28,030 Fund 17 286 OPEN SPACE 2020 2021 2021 2022 2023 2024 2025 2026 2027FUND 32 ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED 32-580-00-589 BEGINNING FUND BALANCE $2,363,094 $2,618,045 $3,639,108 $2,914,579 $1,351,506 $2,078,945 $2,366,558 $1,638,916 $1,395,578 REVENUES 32-520-00-539 State of Colorado Grant State Historic Fund $0 $0 $0 $0 $0 $0 $0 $0 $0GOCO Grant State Trail Grant - Clear Creek Trail $0 $0 $0 $0 $0 $0 $0 $0 $0 Local Government Grant Prospect Park $0 $350,000 $0 $350,000 $0 $0 $0 $0 $0 School Yard Initiative $0 $110,000 $110,000 $0 $0 $0 $0 $0 $0 Resilient Communities Grant $0 $162,970 $0 $162,900 $0 $0 $0 $0 $0 Panorama Park Tennis Courts $0 $0 $0 $350,000 $0 $0 $0 $0 $0 32-520-00-540 Jefferson County Open Space Tax $1,442,148 $1,200,000 $1,500,000 $1,550,000 $1,400,000 $1,400,000 $1,400,000 $1,400,000 $1,400,000 32-550-00-555 Developer Fees $349,621 $838,069 $690,075 $298,856 $0 $0 $0 $0 $0 32-520-00-564 Jefferson County Local Government Grant Prospect Park Renovation $0 $0 $0 $0 $0 $0 $0 $0 $0 Clear Creek Trail $0 $0 $0 $0 $0 $0 $0 $0 $0 Grant Projects $0 $250,000 $0 $200,000 $0 $0 $0 $0 $0 32-580-00-556 Land Sales $0 $0 $0 $100,000 $0 $0 $0 $0 $0 32-580-00-581 Interest Earnings $5,837 $250 $215 $250 $250 $250 $250 $250 $250 32-580-00-588 Miscellaneous Fees $10,000 $35,175 $35,175 $800,000 $0 $0 $0 $0 $0 32-590-00-591 Transfer from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL REVENUES $1,807,606 $2,946,464 $2,335,465 $3,812,006 $1,400,250 $1,400,250 $1,400,250 $1,400,250 $1,400,250 TOTAL AVAILABLE FUNDS $4,170,700 $5,564,509 $5,974,572 $6,726,585 $2,751,756 $3,479,195 $3,766,808 $3,039,166 $2,795,828 EXPENDITURES Acquisitions 32-601-800-809 Park Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0 Development Projects 32-601-800-859 Anderson Park Master Plan/Park Renovation $0 $0 $0 $0 $0 $500,000 $0 $0 $0 32-601-800-879 Prospect Park Improvements $6,420 $1,809,220 $2,325,500 $0 $0 $0 $1,500,000 $1,000,000 $0 32-601-800-878 Open Space Master Plan $0 $100,000 $100,000 $0 $0 $0 $0 $0 $0 32-601-800-881 The Green - Ridge at 38 $4,720 $895,280 $60,175 $3,812,630 $0 $0 $0 $0 $032-601-800-888 Playground Replacement $111,168 $0 $0 $0 $0 $0 $0 $0 $032-601-800-882 Peaks to Plains Strategic Plan $0 $0 $0 $25,000 $0 $0 $0 $0 $0 32-601-800-883 Outdoor Fitness Court $0 $0 $0 $50,000 $0 $0 $0 $0 $0 Subtotal $122,308 $2,804,500 $2,485,675 $3,887,630 $0 $500,000 $1,500,000 $1,000,000 $0 Maintenance Projects 32-601-800-870 Open Space Improvements $0 $124,345 $124,345 $30,000 $25,000 $25,000 $25,000 $25,000 $25,000 32-601-800-871 Park Maintenance Projects $1,542 $84,508 $25,000 $525,000 $100,000 $25,000 $25,000 $25,000 $25,000 32-601-800-872 Trail Replacement/Repair $0 $500,000 $0 $400,000 $0 $0 $0 $0 $0 32-601-800-873 Prospect Park Improvements $0 $655 $0 $0 $0 $0 $0 $0 $0Subtotal$1,542 $709,508 $149,345 $955,000 $125,000 $50,000 $50,000 $50,000 $50,000 Park Maintenance Staff 32-601-600-602 Salaries $309,948 $367,088 $316,515 $399,287 $411,266 $423,604 $436,312 $449,401 $462,883 32-601-600-610 Overtime $2,964 $8,378 $7,489 $8,629 $8,715 $8,802 $8,890 $8,979 $9,069 32-601-600-614 Standby Pay $3,571 $3,381 $3,381 $3,482 $3,517 $3,552 $3,588 $3,623 $3,66032-601-600-620 FICA $18,480 $22,759 $20,310 $23,804 $25,498 $26,263 $27,051 $27,863 $28,69932-601-600-622 Medical/Dental $50,450 $61,167 $53,696 $67,500 $68,175 $68,857 $69,545 $70,241 $70,943 32-601-600-625 Medicare $4,479 $5,323 $4,592 $5,790 $5,963 $6,142 $6,327 $6,516 $6,712 32-601-600-630 ICMA Retirement $17,850 $22,025 $18,991 $23,957 $24,676 $25,416 $26,179 $26,964 $27,773Subtotal$407,742 $490,121 $424,974 $532,449 $547,811 $562,637 $577,892 $593,588 $609,739 Transfers 32-601-890-891 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 32-601-890-892 Recreation Center $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL EXPENDITURES $531,592 $4,004,129 $3,059,994 $5,375,079 $672,811 $1,112,637 $2,127,892 $1,643,588 $659,739 ENDING FUND BALANCE $3,639,108 $1,560,380 $2,914,579 $1,351,506 $2,078,945 $2,366,558 $1,638,916 $1,395,578 $2,136,089 RESTRICTED FUND BALANCE $1,081,825 $1,004,887 $1,749,305 $1,043,161 $1,043,161 $1,043,161 $1,043,161 $1,043,161 $1,043,161 UNRESTRICTED FUND BALANCE $2,557,283 $555,493 $1,165,274 $308,345 $1,035,784 $1,323,397 $595,755 $352,417 $1,092,928 287 2022 Proposed Budget Municipal Court Fund 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 33-580-00-589 BEGINNING FUND BALANCE $94,623 $79,210 $94,334 $83,116 REVENUES 33-560-00-562 $1 of Court Fees $497 $1,000 $750 $1,000 33-560-00-563 $4 of Court Fees $1,988 $4,000 $2,000 $3,000 33-560-00-565 Direct Victim Services $2,485 $5,000 $3,000 $3,000 33-560-00-566 Warrant/Judgments $1,455 $2,000 $2,000 $2,250 33-560-00-567 Transcript Fees $150 $500 $500 $1,000 33-580-00-588 Miscellaneous Income $0 $0 $0 $0 33-580-00-581 Interest $64 $50 $32 $50 TOTAL REVENUES $6,639 $12,550 $8,282 $10,300 TOTAL AVAILABLE FUNDS $101,262 $91,760 $102,616 $93,416 EXPENDITURES 33-109-700-715 Transcript Fees $150 $1,500 $500 $1,000 33-109-700-776 Equipment Maintenance $0 $2,000 $2,000 $2,000 33-109-700-783 Court $4 Expenses $3,000 $15,500 $10,500 $20,000 33-109-700-787 Warrant/Judgments $1,158 $2,000 $2,000 $2,250 33-109-700-790 Direct Victim Services $2,475 $5,000 $3,000 $4,000 33-109-700-792 Probation $1 Expense $145 $3,000 $1,500 $3,000 TOTAL EXPENDITURES $6,928 $29,000 $19,500 $32,250 ENDING FUND BALANCE $94,334 $62,760 $83,116 $61,166 Fund 33 288 CONSERVATION TRUST 2020 2021 2021 2022 2023 2024 2025 2026 2027FUND 54 ACTUAL ADJUSTED ESTIMATED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED 54-580-00-589 BEGINNING FUND BALANCE $628,642 $788,255 $788,255 $380,771 $364,382 $437,882 $461,882 $486,882 $511,882 REVENUES 54-520-00-539 State of Colorado Lottery $323,951 $320,000 $350,000 $350,000 $320,000 $320,000 $320,000 $320,000 $320,000 54-580-00-581 Interest $6,904 $3,585 $1,125 $1,111 $3,500 $4,000 $5,000 $5,000 $5,000 54-580-00-588 Miscellaneous Income $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL REVENUES $330,855 $323,585 $351,125 $351,111 $323,500 $324,000 $325,000 $325,000 $325,000 TOTAL AVAILABLE FUNDS $959,497 $1,111,840 $1,139,380 $731,882 $687,882 $761,882 $786,882 $811,882 $836,882 EXPENDITURES Development Projects 54-601-800-860 Facility Improvements $0 $0 $0 $25,000 $50,000 $100,000 $100,000 $100,000 $100,000 54-601-800-866 Prospect Park Renovation Phase II $8,530 $491,470 $491,470 $0 $0 $0 $0 $0 $0 54-601-800-863 Anderson Building Replacement $0 $0 $0 $0 $0 $0 $0 $0 $0 54-601-800-864 Active Adult Center Parking Lot $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $8,530 $491,470 $491,470 $25,000 $50,000 $100,000 $100,000 $100,000 $100,000 Maintenance Projects 54-601-800-870 Recreation Facilities $77,712 $288,520 $230,000 $187,500 $150,000 $150,000 $150,000 $150,000 $150,000 54-601-800-872 Park Maintenance Projects $0 $65,000 $12,139 $40,000 $25,000 $25,000 $25,000 $25,000 $25,000 54-601-800-873 Resurface Tennis/Basketball Courts $0 $49,750 $25,000 $15,000 $25,000 $25,000 $25,000 $25,000 $25,000 54-601-800-879 Panorama Park Irrigation $0 $0 $0 $0 $0 $0 $0 $0 $0 54-601-800-888 Playground Replacement $85,000 $0 $0 $100,000 $0 $0 $0 $0 $0 Subtotal $162,712 $403,270 $267,139 $342,500 $200,000 $200,000 $200,000 $200,000 $200,000 General Fund Transfers 54-601-890-891 General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 $0 $0 $0 TOTAL EXPENDITURES $171,242 $894,740 $758,609 $367,500 $250,000 $300,000 $300,000 $300,000 $300,000 ENDING FUND BALANCE $788,255 $217,100 $380,771 $364,382 $437,882 $461,882 $486,882 $511,882 $536,882 289 Equipment Replacement Fund 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 57-580-00-589 BEGINNING FUND BALANCE $137,596 $173,716 $87,206 $77,396 REVENUES 57-590-00-591 Transfer from General Fund $100,000 $0 $0 $500,000 57-580-00-581 Interest $177 $100 $89 $100 TOTAL REVENUES $100,177 $100 $89 $500,100 TOTAL AVAILABLE FUNDS $237,773 $173,816 $87,295 $577,496 EXPENDITURES 57-204-700-750 Professional Services $44,497 $0 $0 $0 57-204-800-805 Police Radios $9,491 $6,500 $6,500 $0 57-201-800-809 Other Major Equipment $96,579 $3,399 $3,399 $0 TOTAL EXPENDITURES $150,567 $9,899 $9,899 $0 ENDING FUND BALANCE $87,206 $163,917 $77,396 $577,496 Fund 57 290 Crime Prevention Fund 2020 Actual Budget 2021 Adjusted Budget 2021 Estimated Budget 2022 Proposed Budget 63-580-00-589 BEGINNING FUND BALANCE $492,294 $277,452 $292,220 $157,827 REVENUES 63-500-00-508 Lodger's Tax $254,341 $300,000 $384,000 $450,000 63-560-00-561 No Proof of Insurance $11,363 $20,000 $15,000 $20,000 63-580-00-581 Interest $100 $100 $50 $100 63-500-00-588 Miscellaneous Revenue $300 $0 $0 $0 TOTAL REVENUES $266,104 $320,100 $399,050 $470,100 TOTAL AVAILABLE FUNDS $758,398 $597,552 $691,270 $627,927 EXPENDITURES 63-201-600-602 Salaries & Wages $359,629 $433,305 $410,000 $452,895 63-201-600-610 Overtime & Premium Pay $5,172 $6,348 $5,000 $8,800 63-201-600-618 Court Pay $1,303 $480 $521 $960 63-201-600-620 FICA $13,181 $18,071 $17,000 $19,000 63-201-600-622 Medical/Dental Insurance $44,769 $55,000 $47,524 $48,474 63-201-600-625 Medicare Portion FICA $5,130 $6,283 $5,700 $6,567 63-201-600-630 ICMA Retirement $14,346 $17,302 $16,000 $27,174 63-201-600-633 Police Retirement $15,535 $15,789 $15,000 $16,937 63-201-600-634 State Disability Insurance $3,935 $3,688 $2,700 $4,400 PERSONNEL SERVICES $463,000 $556,266 $519,445 $585,207 63-201-650-660 Operating Supplies $1,542 $4,900 $4,900 $19,300 MATERIALS & SUPPLIES $1,542 $4,900 $4,900 $19,300 63-201-700-702 Conference/Meeting $575 $9,100 $5,000 $9,100 63-201-700-706 Dues, Books, Subscriptions $35 $1,000 $750 $350 63-201-700-730 Uniforms & Protective Clothing $642 $5,000 $1,000 $5,000 63-201-700-750 Professional Services $384 $2,348 $2,348 $2,348 OTHER SERVICES & CHARGES $1,636 $17,448 $9,098 $16,798 TOTAL EXPENDITURES $466,178 $578,614 $533,443 $621,305 ENDING FUND BALANCE $292,220 $18,938 $157,827 $6,622 Fund 63 291 Financial Policies CITY OF WHEAT RIDGE ACCOUNTING, BUDGETING AND FINANCIAL POLICIES 2022 The City of Wheat Ridge, Colorado, financial policies set forth the basic framework for the fiscal management of the City. These policies were developed within the parameters established by applicable provisions of the Colorado Revised Statutes and the City of Wheat Ridge City Charter. The policies are to be reviewed on an annual basis and modified to accommodate changing circumstances or conditions. Basis of Accounting The City’s finances are accounted for in accordance with generally accepted accounting principles (GAAP) as established by the Governmental Accounting Standards Board (GASB). Basis of accounting refers to the point at which revenues or expenditures are recognized in the accounts and reported in the financial statements. The government‐wide financial statements, as well as the financial statements for proprietary funds and fiduciary funds, are reported using the economic resource measurement focus and the accrual basis of accounting. Under accrual basis of accounting, revenues are recorded when earned, and expenses are recorded when a liability is incurred, regardless of when the cash is received. Governmental fund financial statements are reported using current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenues are recognized as soon as they become both measurable and available, and expenditures are recorded in the period that the expenditure occurs and becomes a liability. For accounting purposes, the budget for each department is broken down into a variety of divisions and/or program budgets. Expenditures are classified as the following: • Personnel Services • Services & Supplies • Capital Outlay Personnel Services includes salaries for full‐time and part‐time employees, overtime pay, insurance, retirement, and other costs related to the City. The compensation plan is intended to provide all employees with fair and equitable pay and to provide a uniform system of payment. The City has adopted a Performance‐Based Pay Plan. This plan equates an employee’s salary based upon the performance evaluation rating. Services & Supplies encompasses administrative costs such as office supplies, uniforms, small tools, ammunition, salt, sand and gravel, dues, subscriptions, travel, and training expense, safety 292 programs, audit/legal/consulting fees, telephone/utility charges, principal and interest payments, and photocopying, to name a few. Capital Outlay consists of fixed assets over $5,000 and useful life of greater than one year. This expenditure area consists of furniture/fixtures, computer hardware, land, buildings, and other infrastructure. A detailed “line‐item” budget is provided to departments to facilitate the monitoring of day‐to‐day expenditures. Basis of Budgeting Basis of budgeting refers to the methodology used to include revenues and expenditures in the budget. The City of Wheat Ridge budgets on a cash basis. The City does not budget for non‐cash items such as depreciation and amortization. The revenues and expenditures are assumed to be collected or spent during the period appropriated. Using this assumption, the current year revenues are compared to expenditures to ensure that each fund has sufficient revenues to cover expenditures during the budget year or that there are sufficient cash reserves in the fund to cover a revenue shortfall. The City’s operating budget and all special funds are adopted on an annual basis (the fiscal year begins with the first day of January and ends on the last day of December), with all appropriations lapsing at fiscal year‐end. Capital projects and grant funds have multi‐year budgets. Outstanding encumbrances at fiscal year‐end are re‐appropriated by approval of the City Council in the subsequent fiscal year. Basis of Budgeting vs. Basis of Accounting The basis of budgeting differs from the basis of accounting only by the assumptions that are made in regard to the timing of the recognition of revenues and expenditures. The budget assumes that all revenues and expenditures, as well as the associated cash, will be expended or received during the budget period. Conversely, the basis of accounting only recognizes revenues when they become both measurable and available and expenditures when incurred. Cash is not necessarily received or expended at the same time. Basis of Presentation – Fund Accounting The activities of the City are organized into separate funds that are designated for a specific purpose or set of purposes. Each fund is considered a separate accounting entity, so the operations of each fund are accounted for with a set of self‐balancing accounts that comprise its revenues, expenses, assets, liabilities, and fund equity as appropriate. The number and variety of funds used by the City promotes accountability but can also make municipal budgeting and finance complex. Therefore, understanding the fund structure is an important part of understanding the City’s finances. The City uses Governmental Funds, and within this fund type, the City has Special Revenue Funds and a Capital Investment Project Fund. The following is a description of the General Fund, Special Revenue Funds, the Capital Investment Program (CIP), and the Recreation Center Fund. 293 Governmental Funds General Fund The General Fund is the City’s primary operating fund and is used to track the revenues and expenditures associated with the basic City services that are not required to be accounted for in other funds. This includes services such as police, public works, parks and recreation, and other support services such as human resources. These services are funded by general‐purpose tax revenues and other revenues that are unrestricted. This means that the City Council, with input from the public, has the ability to distribute the funds in a way that best meets the needs of the community as opposed to other funds that are restricted to predefined uses. Special Revenue Funds Special Revenue funds account for activities supported by revenues that are received or set aside for a specific purpose that is legally restricted. These funds are described in greater detail under the Special Funds tab of this budget document. The City has seven Special Revenue Funds: Public Art Fund, Police Investigation Fund, Open Space Fund, Municipal Court Fund, Conservation Trust Fund, Equipment Replacement Fund, and Crime Prevention Fund. Capital Investment Program Fund The Capital Improvement Program (CIP) Fund account is for financial resources that must be used for the acquisition, improvements, or construction of major capital projects. The CIP is funded by a transfer from the General Fund in addition to other revenue sources such as grants and lodger’s tax. The 10‐year Capital Investment Plan lists approved and anticipated capital projects of the City and is located in the CIP tab of this budget document. Renewal Wheat Ridge Bond Projects Fund In June 2021, the Wheat Ridge Urban Renewal Authority dba Renewal Wheat Ridge (RWR) adopted Resolution 17‐2021, authorizing the issuance of bonds to be used for public improvements within the I‐70/Kipling Corridor Urban Renewal Plan Area (Plan Area). The 2022 budget includes a new fund to pay for capital improvement projects on public property. Each year, for the duration of the fund, RWR will transfer a payment to the fund to be used for project expenditures. The estimated budget for the life of the fund is included in the RWR Bond Projects tab of this budget document. Recreation Center Fund The Recreation Center Fund was a governmental fund, discontinued in 2020, whereby the expense of providing goods and services to the general public on a continuing basis was financed or recovered primarily through user charges. However, the Recreation Center Fund was not self‐ sufficient and did not account for internal services such as information technology and human resources costs which were covered under the General Fund. Now that user charges are insufficient to cover the operations of the Recreation Center Fund, Recreation Center revenues and expenditures were accounted for in the General Fund beginning in 2020. 294 Governmental Fund Types General Fund Special Revenue Funds Public Art Fund Police Investigation Fund Open Space Fund Municipal Court Fund Conservation Trust Fund Equipment Replacement Fund Crime Prevention/ Code Enforcement Fund Capital Improvement Program (CIP) Investing 4 the Future (2E)Renewal Wheat Ridge Bond Fund 295 Budget Process & Timeline In accordance with the City Charter, the annual budget process and timeline are outlined in the Budget in Brief section of this budget document. Procurement Planning All City purchases of goods or services are made in accordance with the State of Colorado Revised Statutes, Wheat Ridge City Charter, and the City’s Purchasing Guidelines. Financial Reporting The City’s accounting records are audited by an independent certified public accounting firm following the conclusion of each fiscal year in accordance with the City Charter and state law. The City Manager and Administrative Services Director prepare a set of Audited Financial Statements in accordance with generally accepted accounting principles (GAAP) as applicable to state and local governments established by the Governmental Accounting Standards Board (GASB) for governmental accounting and financial reporting principles. The Audited Financial Statements show the status of the City’s finances on the basis of GAAP, along with fund revenues and expenditures on both a GAAP basis and budget basis for comparison purposes. Debt Management Policy The City Council adopted a Debt Management Policy in June of 2011. This policy is included in this section of the budget document. Unrestricted Fund Balance Policy The City Council adopted an Unrestricted Fund Balance Policy in June of 2011. This policy is included in this section of the budget document. 296 The City of Wheat Ridge (City) recognizes the importance of long-range financial planning in order to meet its capital project and improvement needs. The following debt management policy provides guidance on the issuance of debt to help ensure that the City maintains a sound debt position and that its credit quality is protected. As such, the policy allows for an appropriate balance between establishing debt parameters while also providing flexibility to respond to unforeseen circumstances and new opportunities. Responsibility and Administration of Policy The primary responsibility for developing long-term financing recommendations rests with the City Manager. During the annual budget process, and at any other time during the year that may be war- ranted, the City Manager will work with the Administrative Services Director and the City Treasurer (the internal working group) to determine if there is a need for long-term financing consideration. As part of the determination process, the internal working group shall review the financing needs outlined by the Capital Investment Program (see below) to analyze the capital financing needs compared with available resources. The internal working group will also provide recommendations regarding refunding and restructuring of existing debt. Once the determination is made by the internal working group to pursue finance borrowing, refunding, or restructuring of debt, the City Manager shall prepare and present to City Council a resolution of intent to issue debt and authorizing City staff to proceed with the necessary preparations. The City Charter (Chapter XII – Municipal Funding) outlines the specific approvals (e.g., voter authorization, a majority vote by City Council, etc.) that are required in order for the City to issue various types of debt, and this policy will be administered in conformity with the City Charter. The City Manager and City Treasurer will review the Debt Management Policy annually in connection with the City’s annual budget process to ensure that the City is adhering to the framework outlined in this policy and make recommendations to revise the policy as needed. Capital Investment Program The Capital Investment Program (CIP) will be utilized to identify capital projects and/or improvements that are part of the City’s strategic vision and economic development efforts. The CIP will cover, at a minimum, a 10-year period and provide a projection of the financing needs required to implement the CIP. The CIP will include the associated ongoing operations and maintenance costs of such capital assets and/or improvements so that the total costs of the projects are considered. The CIP will be updated annually by the City’s Public Works Director as part of the budget process. Financial Policies CITY OF WHEAT RIDGE DEBT MANAGEMENT POLICY Adopted by City Council June 2011 297 Purpose of Debt Incurrence of debt or long-term borrowing will only be used for the purpose of providing financing for capital assets, which include but are not limited to buildings, infrastructure, land acquisition, and purchase of significant equipment. The City, under no circumstances, will issue debt or borrow funds to finance City operations and maintenance costs. The City will strive to maximize the use of pay-as-you-go financing for capital projects and improvements. Debt borrowing will be considered when annual revenues and accumulation of fund balances are not sufficient to provide the necessary funding for such projects. Types of Debt The types of debt instruments to be used by the City may include: • General Obligation and Revenue Bonds • Short-term notes • Special or Local Improvement bonds • Certificates of Participation • Any other legally recognized security approved by City Council Although permitted by the City Charter, the City will avoid the issuance of tax or revenue anticipation notes. Additionally, the City will strive to secure a fixed-rate structure when issuing debt. The City will consider a variable rate structure when market conditions favor this type of issuance, and when feasible, ensure there is a maximum interest rate provided within the variable rate structure. Credit enhancements will be used only in instances where the anticipated present value savings in terms of reduced interest expense exceeds the cost of the credit enhancement. Level of Debt The City’s aggregate amount of bonds or other evidence of indebtedness outstanding will not exceed three percent (3%) of the actual valuation of the taxable property within the City, as shown by the last preceding assessment. In determining the amount of indebtedness outstanding, the City will adhere with the computation guidelines as established by City Charter. The City will strive to maintain its annual debt service costs (principal and interest) for its governmental activities at a level of no greater than 10% of general fund expenditures. The repayment terms of the debt will not exceed the useful life of the capital asset financed. Further, the City will seek level or declining debt repayment schedules and will not issue debt that provides for a balloon principal payment reserved at the end of the term of the issue. Moreover, the City will also strive to obtain redemption terms that allow for the prepayment of debt without paying a redemption penalty. Debt Issuance Practices As part of its debt issuance process, the City will at all times manage its debt and sustain its financial position in order to secure and maintain an Aa/AA or higher bond rating. The City will market its 298 debt through the use of a competitive bid process when issuing general obligation debt. The competitive bid process will also be used for other debt issuances unless time, interest rates, and/or other factors make it more favorable for the City to use a negotiated process. If needed, the City will hire an independent financial advisor and any other professional service provider (e.g., bond counsel) to assist in the structuring of the debt transaction and to provide overall guidance throughout the process. Guidelines for Refunding The City shall consider refunding (advance and current refunding) outstanding debt whenever an analysis indicates the potential for net present value (NPV ) savings of at least three percent (3%) can be achieved. The City may also consider refunding outstanding bonds to remove existing restrictive covenants. The City shall also consider restructuring its existing debt in order to extend the payment terms to meet cash flow needs if deemed beneficial to the City’s long-term financial and strategic planning. Post Issuance Management The City will invest its debt proceeds in accordance with the City’s investment policy and statutory requirements. Funds will be invested in instruments and with related maturities that will provide the liquidity needed to meet the cash flow needs of each project. In this regard, the City Treasurer will prepare a cash flow projection to determine the availability of funds available to be invested and their respective required maturities. The City will comply with all arbitrage rebate requirements as established by the Internal Revenue Service. Arbitrage will be calculated at the end of each fiscal year, and interest earned on the investment of debt proceeds will be reserved to pay any penalties due. Secondary market dis- closures requirements established within the terms of the debt transaction will be adhered to and filed on a timely basis. The City Treasurer will be responsible for managing the post-issuance requirements listed above and/or cause any post-issuance requirements to be completed. 299 Financial Policies CITY OF WHEAT RIDGE UNRESTRICTED FUND BALANCE POLICY Adopted by City Council June 2011 The City of Wheat Ridge has determined it to be a sound, financial practice to maintain adequate levels of unrestricted fund balance in its General Fund in order to mitigate current and future risks such as revenue shortfalls and unanticipated expenditures as well as to ensure stable tax rates. Additionally, the City believes that adequate unrestricted fund balance levels are a critical consideration to the City’s long-term financial planning. In this regard, the City has established the following fiscal policy related to its unrestricted fund balance. Maximum and Minimum Amounts The City will maintain a minimum unrestricted fund balance of at least two months or approximately 17%, as recommended by the Government Finance Officers’ Association (GFOA), of its General Fund operating expenditures. The City’s maximum unrestricted fund balance shall not exceed 35.0% of General Fund operating expenditures. Not precluding the aforementioned minimum and maximum percentages, the City will annually target to maintain a 25.0% unrestricted fund balance percentage level as part of its annual budget process. Use of Funds While targeting to maintain an annual unrestricted fund balance of 25.0%, the City understands there may be circumstances that warrant that the City use these funds temporarily. The City has established the following instances where it may elect to use these funds: • An economic downturn in which revenues are below budget • Unexpected and unappropriated costs to service and maintain current City operations • Unexpected and non-budgeted emergencies, natural disaster costs, and/or litigation • Grant matching • Early retirement of debt • To cover deficits in other funds due to a shortfall in budgeted revenues • Capital asset acquisition, construction and improvement projects The use of the unrestricted fund balance for the above permitted events which cause the unrestricted fund balance to fall below the targeted 25% level will require a majority vote by City Council. Use of the restricted fund balance which causes the unrestricted fund balance to fall below the minimum required level of 17% will require a super majority vote by Council. Terms for Replenishing In instances where the City elects to use its unrestricted fund balance for capital asset acquisition, construction and improvement projects, the City shall replenish the unrestricted fund balance 300 to its previous level as soon as possible, but only after the City’s current operational needs are met, and in no case, more than two years subsequent in which the unrestricted fund balance was used. For any and all other instances, as permitted by this policy, in which the City elects to use its unrestricted fund balance, the City will replenish the unrestricted fund balance as soon as revenues are available, but only after the City’s current operational needs have been met. Excess Funds In the event the City has accumulated its permitted, maximum unrestricted fund balance of 35.0%, the City, at the discretion and determination of City Council and the City Manager, will designate such excess funds for the following purposes: • Reserves for equipment replacement • Repair and maintenance of City facilities • Funding of infrastructure improvements Review of Policy The City Treasurer will review the Unrestricted Fund Balance Policy annually in connection with the City’s annual budgeting process to ensure that the City is maintaining adequate unrestricted fund balance levels. Additionally, at least every three years, the City Manager will review the policy and will make recommendations for modification as deemed appropriate. This policy was written using the guidelines set forth by the GFOA. As such, any updates issued by the GFOA shall be considered by the City Manager when making recommendations for modifications to this policy. 301 Adjusted - Adjusted, as used in the department and division summaries within the budget document, represents the budget, including any mid-year adjustments. Mid-year adjustments, increasing a department’s budget, are approved by City Council via the adoption of a supplemental budget appropriation. Other mid-year adjustments within a department’s budget may be made via budget revisions, moving funds from one or more accounts within a division or department to another account within that division or department. The adjusted budget figures in this document include any adjustments made through July 31 of the previous budget year. Admission/Amusement Tax - An excise tax of four percent, effective January 1, 1986, levied on each person who pays to gain admission or access to a performance of a motion picture or to the use of lanes and pinsetters for bowling balls in a bowling alley located in Wheat Ridge. Effective January 1, 1989, the City added miniature golf to the classification and required an admission tax to be levied. Adopted - Adopted, as used in the department and division summaries within the budget document, represents the budget as approved by the City Council. All Funds Budget - The “all funds budget” is the total of the appropriations for all of the funds. Allocation - Funds that are apportioned or designated to a program, function, or activity. Appropriation - The legal authorization by City Council to make expenditures and/or to incur obligations for specific purposes. Assessed Valuation - A valuation set upon real estate or other property by a government as a basis for levying taxes. The County Assessor determines the assessed valuation of residential and commercial property as a percentage of its actual value using an established base year for calculating the property values. Assigned Fund Balance - amounts a government intends to use for a specific purpose; intent can be expressed by the governing body or by an official or body to which the governing body delegates the authority. Balanced Budget - Pursuant to Chapter X, Section 10.5 of the City of Wheat Ridge Charter, the total proposed expenditures shall not exceed the total estimated revenue. Budget - The City’s operational and functional plan is balancing expenditures for a fiscal year with the expected income or revenue for the fiscal year. A budget identifies the various programs, goals, activities, expectations, and results/benefits. Bond - Most often, a written promise to pay a specified sum of money (called the face value or principal amount) at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified fixed rate. Budget Message - A summary and general discussion of the proposed budget accompanying the budget document. The budget message is presented in writing by the City Manager. GLOSSARY 302 Business License Fees - Effective December 1986, the City imposed an annual business license fee for all vendors doing business within the City limits of Wheat Ridge. A $5 first-time application fee is charged for new businesses, and an annual renewal fee of $20 (effective January 1, 2004) is charged on January 1 of each year and collected with the January sales tax return form. Capital Assets - Assets of a long-term character that are intended to continue to help or be used beyond one year, such as land, buildings, and improvements. Capital Improvement Program (CIP) - A comprehensive program that projects the financing and construction of major durable and fixed assets, such as streets, buildings, parks, water, and sewer lines. Capital Outlay - Those items such as equipment, machinery, vehicles, or furniture included in the operating budget and necessary for the delivery of services. Committed Fund Balance - amounts constrained to specific purposes by a government itself, using its highest level of decision-making authority; to be reported as Committed, amounts cannot be used for any other purpose unless the government takes the same highest-level action to remove or change the constraint. Community Development Block Grant (CDBG) - CDBG funds are received annually from the U.S. Department of Housing and Urban Development. The funds are restricted to community development projects that benefit low and moderate-income residents in the City and help eliminate blight conditions. Contingency - Funds appropriated to cover unexpected expenses that may occur during the budgeted year. Debt - An obligation resulting from the borrowing of money or from the purchase of goods and services. Department - A department is a component of the overall City organization. Often including multiple divisions, it is headed by a director and has an established specific and unique set of goals and objectives to provide services to the public and organization (e.g., Administrative Services, Police, Public Works, Community Development, Parks & Recreation, etc.). Encumbrances (encumbered) - An encumbrance reserves funds within a budget account for a specified dollar amount for unperformed contracts for goods or services. They cease to be encumbrances when paid, canceled, or when the actual liability is created. Enhanced Sales Tax Incentive Program (ESTIP) - An economic development program to encourage the establishment and/or substantial expansion of retail sales tax-generating businesses through the share back of sales tax revenues above a negotiated base amount. Estimated - As used throughout the budget document, this term represents an anticipated year-end expenditure or revenue. Expenditures - The use of financial resources for the operations of the City. Each expenditure results in a decrease in net financial resources. They include such items as employee salaries, operation supplies, and capital outlays. Fee - A charge levied to a user of a specific good or service in direct exchange for that good or service. 303 2022 Proposed Budget Fiscal Year - A 12-month period of time to which the annual budget applies, and, at the end of which, a governmental unit determines its financial positions and results of its operations. Full-Time Equivalent (FTE) - A personnel position financed for the equivalent of 40 hours per week for 52 weeks. For example, a 0.5 FTE could work 20 hours per week for 52 weeks or 40 hours per week for 26 weeks. Fund - Each individual fund is a separate accounting entity having its own assets, liabilities, revenues, and expenditures. City financial resources are allocated to and accounted for in individual funds based on legal or administrative restrictions or requirements. Fund Balance - The net difference between expenditures and revenues at the end of the fiscal year. GASB - Government Accounting Standards Board. General Fund - The fund used to account for all financial resources not specifically earmarked for other purposes. The General Fund is the primary operating fund for the City of Wheat Ridge. Grants - Contributions or gifts of cash or other assets from another government or a private or non- profit entity. Grants are generally to be used or expended for a specific purpose, activity, or facility. Interest Income - Interest Income is the amount of revenue earned on investments and cash deposits. The guidelines for generating this source of revenue are found in the investment policies of the City. The revenue is used to fund City programs. Intergovernmental Revenue - Revenues levied by one government but shared on a predetermined basis with another government or class of governments (grants, loans, vehicle/highway tax, etc.). Jefferson County Road and Bridge Tax - Each County in the State maintains a county road and bridge fund for road and bridge construction, maintenance, and administration, funded by a mill levy property tax. Each municipality located in any county is entitled to receive the revenue accruing to said funds for the purpose of construction and maintenance of roads and streets located within the City’s boundaries. Legally, this is the only use for these funds. License Revenue - A fee for conducting business within the City of Wheat Ridge. This fee is typically levied on beer or liquor, construction, and a variety of other regulated businesses. Liquor Hearing Fees - The City charges $500 per each new liquor license location. Liquor Occupational Tax - An occupation tax levied on all operators licensed to sell various classifications of liquor within the City limits. Operators are billed annually based on a schedule and classification set by municipal code. Lodger’s Tax - An excise tax, effective January 1, 1986, levied on the price paid or charged for the lease, rental, or furnishing of rooms or other public accommodations in any hotel, apartment hotel, guest house, guest ranch, mobile home, auto camp, trailer court or park, or any other place furnishing rooms or other accommodations. In 1998, voters approved an increase of Lodger’s Tax to 10%. The tax levied and collected is at the rate of 10% of the purchase price paid and is in lieu of the City’s sales tax. The 304 2022 Proposed Budget Lodger’s Tax is divided between the General, CIP, and Crime Prevention Funds. MAPO - Multiple Assembly of Procurement Officials. A cooperative organization with other municipal, County, special district, and school districts for the sole purpose of obtaining the highest level of value for taxpayers by collectively issuing solicitations for goods and services commonly required by local government agencies. Materials and Supplies - Include administrative costs such as office supplies, operating supplies, photocopy and printing expenses, postage, oil, gas, etc. Mill Levy - Rate by which assessed valuation is multiplied to determine the tax rate. A mill is 1/10 of one cent or $1.00 of tax for each $1,000 of assessed value. The City of Wheat Ridge has a property tax mill levy of 1.83 mills. Other taxing entities such as fire, water, sanitation, and school districts have mill levies as well. Motor Vehicle Registration Fees - State law requires payment of an annual registration fee for all vehicles. The amount of the fee is based on the class and use of the vehicle. Fees collected by the County are allocated among the County and cities within the County on the basis of the number of vehicles registered in each city and the unincorporated area of the County. The revenue received by a county, city, or town from the registration fees must be spent on the construction or maintenance of roads and bridges. Municipal Court Fines - All fines are set by the court for each violator within legally set limits. Traffic tickets, summons, jury trials, and forfeitures are received by the Finance Division from the Municipal Court as city revenue. Non-spendable Fund Balance - amounts that are not in a spendable form (such as inventory) or are required to be maintained intact (such as the corpus of an endowment fund). Operating Budget - The annual operating budget is the primary means by which most of the financing, acquisition, spending and service delivery activities of a government are controlled. Other Services and Charges - Includes such items as dues, subscriptions, travel and training expenses, professional fees, and utility charges. Park and Recreation Fees - The fees and charges assessed for recreation programs, activities, and services reflect the direct costs of the program plus 30% to cover administrative costs. Direct costs include supplies, referees, staff time, and other direct expenditures made by the City to operate a specific program. Administrative fees reflect the cost of items such as utilities, brochure publications, permanent staff time, janitorial work, and building maintenance. Only a portion of these expenses is covered. Personnel Services - Compensation for direct labor of persons in the employment of the City; includes salaries, wages, and benefits for full-time, part-time, and temporary work, including overtime and similar compensation. Planning and Development Fee - The City requires that an application fee be paid for all rezoning requests and site plan reviews. These rezoning requests must then meet posting, publication, and public 305 2022 Proposed Budget hearing requirements established by the City. Police Records/Search Fees - These fees reimburse the City for costs related to the release of records. Priority Based Budgeting - A resource alignment tool using a prioritization methodology that the City has adopted in order to measure the City’s financial health and wellness. Property Tax - A tax levied by the City on the assessed valuation of all taxable property located within the City calculated using the mill levy. Restricted Fund Balance - amounts constrained to specific purposes by their providers (such as grantors, bondholders, and higher levels of government), through constitutional provisions, or by enabling legislation. RFP - Request for Proposal. Sales Tax - All sales, transfers, or consumption of tangible personal property with the City shall be subject to sales and/or use tax, unless specifically exempted from taxation, at a rate of 3.5% (effective January 1, 2017). Short-Term Rental (STR)- A dwelling unit, or portion of a dwelling unit, that is used for lodging for a period of less than 30 consecutive days. In 2021, Council adopted regulations addressing the licensing, taxation, and operational considerations of STRs. State Cigarette Tax - The State taxes wholesale distributors of cigarettes. State tax stamps are issued to the distributors as evidence of payment. Counties and cities receive a distribution from the State. The amount received is based upon the proportion of State sales tax collected in each municipality and unincorporated areas of the counties. State Highway Users’ Tax Fund (HUTF) - The Highway Users’ Tax Fund is comprised of several revenue sources. The first is the net revenues derived from the imposition of any license or registration fee, from any “ton-mile” or “passenger-mile” tax, from penalty or judicial assessments, from certain miscellaneous collections, and from excise taxes on gasoline or other liquid motor fuel. The second source is the additional revenue raised by excise taxes on gasoline or other liquid motor fuel. The third source is an allocation from the State as a partial replacement for the revenue loss due to the repeal of the Noble Bill in 1987. Funds received from the base HUTF revenues may be used for engineering, reconstruction, maintenance, repair, equipment, improvement, and administration of streets and roads. Not more than 5% of these funds may be used on administration. Revenues from the additional motor fuel taxes and the General Fund money may be used for new construction, safety improvements, maintenance, and capacity improvements; none may be used for administrative purposes. Strategic Goals - Outcome of vision statements established by the Mayor and City Council to guide the goals, activities, expectations, results/benefits, organizational structure, and appropriation of responsibility of the City Manager to cause strategic goals to be carried out, through the various executive and administrative authority and powers (including budgetary powers) set out in the Wheat Ridge Charter. Swimming Pool Fees - Admission and lesson fees charged for the use of the City Swimming pool. Tax Increment Financing (TIF) - Tax increment financing may be used in accordance with Colorado 306 2022 Proposed Budget Urban Renewal Law. In such cases, tax bases can be frozen for a period of time whereby incremental taxes in excess of the frozen base are typically used to provide redevelopment. Taxpayers’ Bill of Rights (TABOR) - Colorado voters passed the Taxpayers’ Bill of Rights (Article X, Section 20 of the Colorado Constitution) in November of 1992. The amendment restricts the City’s total revenue growth to prior year revenue plus the Denver-Boulder Consumer Price Index and a growth measure, which only includes net new construction, net changes in taxable/non-taxable properties, and annexed property. The amendment also requires each government to establish an emergency reserve of 3.0% of all non-exempt funds. Telephone Occupation Tax - A tax levied on and against each telephone utility company operating within the City, a tax on the occupation and business of maintaining a telephone exchange and lines connected therewith in the City and of supplying local exchange telephone service to the inhabitants of the City. TOD – Transit Oriented Development. In Wheat Ridge, the Wheat Ridge Ward Station area is considered a TOD. Transfer Payments - The transfer of money from one fund to another. Unassigned Fund Balance - amounts that are available for any purpose; these amounts are reported only in the General Fund. Urban Renewal Area - A designated area with boundaries established for the purpose of eliminating slum or blighted areas within the City. This designation makes the area eligible for various funding and allows for the clearing of such areas for development or redevelopment. Use Tax – Use tax is a compensating tax equal to the City sales tax, due on all items on which no local sales tax was paid or on which a lesser local sales tax was paid. Vehicle Ownership Tax - A tax paid by owners of motor vehicles, trailers, semitrailers, and trailer coaches in lieu of any ad valorem taxes. The amount of the tax paid is a function of the class, age, and value of the vehicle. Generally, the amount of the tax paid decreases with the age of the vehicle. Specific ownership taxes for Class A vehicles, which include any motor vehicle, truck, tractor, trailer, or semitrailer used to transport persons or property over public highways for compensation, are paid to the State. The State distributes this revenue among counties based upon the proportion that state highway mileage in the County bears to the total state highway system. There are no restrictions on the use of this revenue. All other classes of specific ownership are paid to the County. The Jefferson County Treasurer then distributes this revenue based upon the amount that the property tax collected by the County and each political and governmental subdivision bears in relation to all the property taxes collected in the County. Xcel Company Franchise Fee - A franchise payment is accepted by the City from Xcel Energy in lieu of all occupancy or occupation and license taxes and all other special taxes, assessments, or exercises on the right to do business. Revenues are derived from the imposition of a three percent fee on the gross revenue from the sale of gaseous fuel and electricity within the corporate limits of the City. 307 2022 Proposed Budget