HomeMy WebLinkAbout2017ANNUAL BUDGET2017
STRATEGICALLY INVESTING IN OUR FUTURE
City of Wheat Ridge, Colorado
Adopted Annual Budget
January 1 – December 31
Fiscal Year 2017
City Council Members
Joyce Jay, Mayor
Monica Duran, District I
Janeece Hoppe, District I
Kristi Davis, District II
Zachary Urban, District II
Tim Fitzgerald, District III
George Pond, District III
Larry Mathews, District IV
Genevieve Wooden, District IV
Janelle Shaver, City Clerk
Jerry DiTullio, City Treasurer
City of Wheat Ridge, Colorado
Adopted Annual Budget
Prepared by the Budget Staff
Executive Management Team
Patrick Goff, City Manager
Heather Geyer, Administrative Services Director
Dan Brennan, Police Chief
Joyce Manwaring, Director of Parks and Recreation
Scott Brink, Director of Public Works
Ken Johnstone, Director of Community Development
Judge Christopher Randall
Contents and Production
Patrick Goff, Heather Geyer, Carly Lorentz and Karen Van Ert
Department Budget Contacts
City Treasurer – Jerry DiTullio
City Clerk’s Office, Legislative – Janelle Shaver, Robin Eaton, Janice Smothers
Municipal Court – Judge Randall, Kersten Armstrong
Community Development – Ken Johnstone
Police Department – Dan Brennan, Michelle Stodden
Public Works – Scott Brink, Steve Nguyen, Greg Knudson
Parks and Recreation – Joyce Manwaring, Julie Brisson
Administrative Services, City Manager, City Attorney – Patrick Goff, Heather Geyer,
Carly Lorentz and Karen Van Ert
Photo Credits: Scott Dressel‐Martin, Justin LeVett Photography, Blu Hartkopp Photography,
and Erin Perrin
City of Wheat Ridge
Citizens of
Wheat Ridge
City Treasurer
Jerry DiTullio
Judge
Christopher Randall
Boards and
Commissions
Administrative
Services Director
Heather Geyer
Mayor Joyce Jay
and
City Council
City Clerk
Janelle Shaver
City Manager
Patrick Goff
Parks and Recreation
Director Joyce
Manwaring
Community
Development Director
Ken Johnstone
City Attorney
Gerald Dahl
Public Works Director
Scott Brink
Chief of Police
Dan Brennan
TABLE OF CONTENTS
Budget Message ............................................................................................................................ 11
Vision and Goals ............................................................................................................................ 22
Budget in Brief .............................................................................................................................. 28
Revenues & Expenditures Summary ............................................................................................. 42
Budget Summary by Fund ................................................................................................. 42
General Fund Revenues .................................................................................................... 43
General Fund Expenditures .............................................................................................. 55
Long Range Financial Plan ................................................................................................. 57
Financial Obligations ......................................................................................................... 58
General Government .................................................................................................................... 60
Legislative .......................................................................................................................... 62
City Attorney ..................................................................................................................... 64
Central Charges ................................................................................................................. 65
City Treasurer ................................................................................................................................ 66
City Clerk ....................................................................................................................................... 70
City Manager ................................................................................................................................. 74
City Manager’s Office ........................................................................................................ 75
Economic Development .................................................................................................... 77
Municipal Court ............................................................................................................................ 80
Administrative Services ................................................................................................................. 84
Administrative Services ..................................................................................................... 89
Finance .............................................................................................................................. 91
Human Resources ............................................................................................................. 93
Public Information ............................................................................................................ 95
Sales Tax ............................................................................................................................ 97
Purchasing and Contracting .............................................................................................. 99
Information Technology .................................................................................................. 101
Community Development ........................................................................................................... 104
Administration ................................................................................................................ 109
Planning........................................................................................................................... 111
Building ........................................................................................................................... 113
Long Range Planning ....................................................................................................... 115
Police Department ...................................................................................................................... 118
Administration ................................................................................................................ 123
Grants .............................................................................................................................. 125
Community Services Team .............................................................................................. 127
Communications Center ................................................................................................. 129
Crime Prevention Team (SRO) ........................................................................................ 131
Records ........................................................................................................................... 133
Accreditation & Training ................................................................................................. 135
Patrol Operations ............................................................................................................ 137
Investigations Bureau ..................................................................................................... 139
TABLE OF CONTENTS
Crash & Traffic Team (CATT) ........................................................................................... 141
Public Works ............................................................................................................................... 144
Administration ................................................................................................................ 149
Engineering ..................................................................................................................... 151
Operations ...................................................................................................................... 153
Parks & Recreation ...................................................................................................................... 156
Administration ................................................................................................................ 161
Recreation ....................................................................................................................... 163
Parks Maintenance ......................................................................................................... 165
Forestry ........................................................................................................................... 167
Natural Resources ........................................................................................................... 169
Anderson Building ........................................................................................................... 171
Athletics .......................................................................................................................... 173
General Programs ........................................................................................................... 175
Outdoor Pool ................................................................................................................... 177
Active Adult Center ......................................................................................................... 179
Historic Buildings............................................................................................................. 181
Facilities Maintenance .................................................................................................... 183
Recreation Center Fund .............................................................................................................. 186
Facility Operations .......................................................................................................... 191
Aquatics ........................................................................................................................... 193
Fitness ............................................................................................................................. 195
Marketing ........................................................................................................................ 197
Special Revenue Funds
Public Art Fund ................................................................................................................ 200
Police Investigation Fund ................................................................................................ 201
Open Space Fund ............................................................................................................ 203
Municipal Court Fund ..................................................................................................... 205
Conservation Trust Fund ................................................................................................. 207
Equipment Replacement Fund ....................................................................................... 209
Crime Preventions/Code Enforcement Fund .................................................................. 211
Capital Investment Program ....................................................................................................... 214
CIP Project Pages ............................................................................................................. 216
CIP 2015‐2025 ................................................................................................................. 233
Staffing
Pay Plan ........................................................................................................................... 234
Staffing Table .................................................................................................................. 243
5‐year Staffing Plan ......................................................................................................... 250
2017 Fee Schedule ...................................................................................................................... 251
Line Item Accounts
City Treasurer (01‐101) ................................................................................................... 265
Legislative (01‐102) ......................................................................................................... 266
TABLE OF CONTENTS
Finance (01‐103) ............................................................................................................. 267
Economic Development (01‐105) ................................................................................... 268
City Manager (01‐106) .................................................................................................... 269
City Attorney (01‐107) .................................................................................................... 270
City Clerk (01‐108) .......................................................................................................... 271
Municipal Court (01‐109) ................................................................................................ 272
Administrative Services‐Administration (01‐111) .......................................................... 273
Human Resources (01‐112) ............................................................................................. 274
Public Information (01‐113) ............................................................................................ 275
Sales Tax (01‐115) ........................................................................................................... 276
Purchasing & Contracting (01‐116) ................................................................................. 277
Information Technology (01‐117) ................................................................................... 278
Facilities Maintenance (01‐118) ..................................................................................... 279
Community Development – Administration (01‐120) .................................................... 280
Planning (01‐121) ............................................................................................................ 281
Building (01‐122) ............................................................................................................. 282
Long Range Planning (01‐123) ........................................................................................ 283
Police – Administration (01‐201) .................................................................................... 284
Grants (01‐202) ............................................................................................................... 285
Community Services Team (01‐203) ............................................................................... 286
Communications Center (01‐204) ................................................................................... 287
Crime Prevention Team (01‐205) .................................................................................... 288
Records (01‐206) ............................................................................................................. 289
Accreditation & Training (01‐207) .................................................................................. 290
Patrol Operations (01‐211) ............................................................................................. 291
Investigations Bureau (01‐212) ....................................................................................... 292
Crash & Traffic Team (01‐213) ........................................................................................ 293
Public Works – Administration (01‐301) ......................................................................... 294
Engineering (01‐302) ....................................................................................................... 295
Operations (01‐303) ........................................................................................................ 296
Parks & Recreation – Administration (01‐601) ............................................................... 297
Recreation (01‐602) ........................................................................................................ 298
Parks Maintenance (01‐603) ........................................................................................... 299
Forestry (01‐604) ............................................................................................................ 300
Natural Resources (01‐605) ............................................................................................ 301
Central Charges (01‐610) ................................................................................................ 302
Anderson Building (01‐620) ............................................................................................ 303
Athletics (01‐621) ............................................................................................................ 304
General Programs (01‐622) ............................................................................................. 305
Outdoor Pool (01‐623) .................................................................................................... 306
TABLE OF CONTENTS
Active Adult Center (01‐624) .......................................................................................... 307
Historic Building (01‐625) ............................................................................................... 308
Special Revenue Funds
Public Art Fund (12) ........................................................................................................ 309
Police Investigation Fund (17) ........................................................................................ 310
Open Space Fund (32) ..................................................................................................... 311
Municipal Court Fund (33) .............................................................................................. 312
Conservation Trust Fund (54) ......................................................................................... 313
Equipment Replacement Fund (57) ................................................................................ 314
Crime Prevention/Code Enforcement Team (63) ........................................................... 315
Recreation Center Operations Fund
Facilities (64‐602) ............................................................................................................ 316
Aquatics (64‐604) ............................................................................................................ 317
Fitness (64‐605) .............................................................................................................. 318
Marketing (64‐607) ......................................................................................................... 319
Financial Policies ......................................................................................................................... 320
Glossary ....................................................................................................................................... 332
Budget Message
November 28, 2016
Dear Mayor Jay and Council Members:
I present to the 2017 Adopted Budget. This Budget provides the framework for providing services
and programs to the citizens of Wheat Ridge for the year 2017, based on the delivery of core
services and priorities identified in the City Council Strategic Plan. This Budget document includes
the General Fund, Capital Investment Program (CIP) Fund and all Special Revenue Funds.
OVERALL SUMMARY
Wheat Ridge’s total proposed General Fund operating budget for 2017 is $31,172,401 excluding
transfers. The City’s total 2017 operating budget represents a 0.7% decrease compared to the
adjusted 2016 Budget. The projected 2017 General Fund ending balance is $8,068,070. Of this
amount, $6,687,070, or 21.5% of expenditures, is considered the unrestricted fund balance. 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 (GFOA).
The total City Budget for 2017, which includes the General Fund, CIP and Special Revenue Funds, is
$43,165,474. The CIP Budget is at $5,128,000 and the eight Special Revenue Funds’ proposed
budgets total $6,865,073.
Sales tax, the City’s largest revenue source, is projected to increase by 3.8% in 2017 compared to
2016 estimated revenue. Sales tax revenue is projected to increase by 7% compared to 2016
adjusted revenue. Overall, total General Fund revenues for 2017 are projected to increase by 2.6%
compared to 2016 estimated revenue, and increase by 4% compared to 2016 adjusted revenue.
LONG‐TERM FISCAL CHALLENGES
Long‐term fiscal sustainability remains one of the City’s greatest challenges. The City’s 2017 – 2025
CIP budget demonstrates the severity of the City’s funding gap in regard to unfunded capital needs.
The 2017 Budget includes a transfer of $2 million from General Fund undesignated reserves to the
CIP budget. Transfers in the amount of $2.2 million and $2.5 million are proposed for 2018 and 2019
and are required to fund minimal preventative street maintenance and other CIP projects.
Voters approved ballot measure 2E on November 8, 2016. This tax ballot measure is a one‐half
percent sales tax increase that will sunset after 12 years in year 2029. Effective January 1, 2017, the
City’s sales tax rate will increase from 3% to 3.5%. The measure also included approval for the City
to issue bonds up to a maximum repayment cost of $38,500,000. A special revenue fund will be
created to manage the use of the voter approved 2E funds. This fund will be brought to City Council
for approval after the adoption of the proposed 2017 budget on November 28th. Voters approved
funding for the following four projects:
11 2017 Adopted Budget
Gold Line Station ‐ $12 million
Clear Creek Crossing ‐ $10 million
Wadsworth Reconstruction ‐ $7 million
Anderson Park ‐ $4 million
WHEAT RIDGE FIVE‐YEAR GOALS
The Mayor, City Council and staff periodically work together to develop and update a strategic plan
that includes a vision, goals and action agenda. Staff used the most current goals and action agenda
as a guide to develop strategies and prioritize projects for the 2017 Budget.
Five‐Year Goals:
1. Economically Viable Commercial Areas
2. Financially Sound City Providing Quality Service
3. Choice of Desirable Neighborhoods
4. More Attractive Wheat Ridge
2017 Action Agenda:
Revenue enhancement
Engage development and redevelopment opportunities
Community / neighborhood building
Code enforcement
38th Avenue Corridor implementation
Targeted housing incentive policies
Multi‐modal transportation
The 2017 Budget includes the following expenditures to address the Five‐Year Goals and the 2017
Action Agenda:
Goal 1: Economically Viable Commercial Areas
• Urban renewal funding for Renewal Wheat Ridge (RWR) projects $300,000 (105 to RWR)
• Enhanced Sales Tax Incentive Program (ESTIP)/Tax Increment Financing (TIF) $564,000 (105)
• Ridge at 38 public events $140,000 (105 to Localworks)
• Citywide public relations and marketing efforts $22,500 (105 & 113)
• Wheat Ridge Business District (WRBD) grant program $45,000 (105 to WRBD)
• Live Local events $50,000 (105 to Localworks)
• Building up Business Loan Program (BUBL) $25,000 (105 to Localworks)
• Realtor, new resident and developer positioning tours $20,000 (105 to Localworks)
• 44th Avenue Corridor marketing efforts $7,500 (105)
• 29th Avenue Marketplace marketing efforts $5,000 (105)
• 38th Avenue marketing $40,000 (105 to Localworks)
• Ridge at 38 banners and lights program $25,000 (105 to Localworks)
• Gold Line marketing materials $10,000 (105)
• Neighborhood Revitalization Strategy update $27,500 (105 to Localworks)
• Kipling/I‐70 Corridor planning effort $100,000 (123)
12 2017 Adopted Budget
• Wadsworth reconstruction project $1.76 million (CIP Fund)
Goal 2: Financially Sound City Providing Quality Service
• Preventative street maintenance $2 million (CIP)
• Fleet acquisition and replacement $547,000 (303)
• Employee compensation – 3% projected Pay‐for‐Performance $450,000 (610)
• Lakewood crime lab services $63,000 (212)
• Regional crime lab $49,157 (212)
• Employee safety and wellness programs $43,530 (112 & 610)
• Socrata open budget software $7,500 (101)
• Contractual sales tax auditing services $36,300 (115)
• Community Solar Garden lease payments $80,167 (610)
• Replace heat exchangers at outdoor pool $35,000 (623)
Goal 3: Choice of Desirable Neighborhoods
• Prospect Park improvements $2,225,000 (OS & CT Funds)
• Recreation Center maintenance $115,000 (CT Fund)
• Traffic Safety, Life Quality and Crime Reduction (TLC) Program $40,000 (105 to WR2020)
• Home Investment Loan Program (HIP) $25,000 (105 to WR2020)
• Police Department community‐oriented neighborhood programs $36,288 (211)
• Police Department park patrol $34,900 (203 & 211)
• Police Department special events overtime $29,000 (211)
• Two part‐time park rangers $23,400 (203)
• ADA improvements citywide $50,000 (CIP)
• Discovery Park ADA accessibility playground‐$125,000 (CT)
Goal 4: More Attractive Wheat Ridge
• Parks & trails maintenance projects $425,000 (CT and OS Funds)
• Open Space improvements $50,000 (OS Fund)
• Citywide right‐of‐way maintenance $65,311 (603)
• Gold Line station right‐of‐way maintenance $13,416 (603)
• Bus shelter and bench maintenance, cleaning and snow removal $40,000 (303)
• Large‐item pickup program $5,000 (303)
• Anderson Park water line $100,000 (603)
• 2.0 FTE Community Service Officers $102,000 (203)
• Facility repair and maintenance for historic buildings $38,110 (625)
• Founders Park playground $100,000 (CTF Fund)
The following budget expenditures are not directly related to any one of the City Council goals, but
are worthy of noting and are included in the 2017 Budget:
• City sponsorships/community partnerships:
o Carnation Festival $80,000 contribution, $25,500 staff overtime and $2,000 for
barricades (102) City Council added $20,000 more to the contribution taking it from
$60,000 to $80,000 at adoption.
13 2017 Adopted Budget
In 2016, City Council appointed a Citizen Review Committee to make recommendations for
contributions to outside agencies. Following are the Committee’s recommendations for 2017:
o Senior Resource Center (SRC) circulator bus $26,500 (102)
o Arvada Food Bank $9,000 (102)
o The Action Center $1,900 (102)
o Arapahoe House $1,800 (102)
o Audio Information Network $1,400 (102)
o Court Appointed Special Advocates $1,800 (102)
o Colorado Senior Connections $3,400 (102)
o Family Tree $1,600 (102)
o Family Tree Gala event $650 (102)
o Institute for Environmental Solutions $1,300 (102)
o Jefferson County Library Foundation $1,300 (102)
o Wheat Ridge Community Foundation $5,000 (102)
o Wheat Ridge Optimist Club $1,200 (102)
o Wheat Ridge High School STEAM $14,000 (102)
o Feed the Future Backpack Program $7,000 (102)
o Regional Air Quality $2,100 (102)
o Exempla Lutheran Leaves of Hope event $2,500 (102)
o Jefferson Center for Mental Health $2,500 (102)
o Jefferson Center for Mental Health Gala $2,500 (102)
o Wheat Ridge High School Farmers 5000 $2,500 (102)
o Wheat Ridge Active Transportation Advisory Committee $1,000 (102)
o Outdoor Lab Foundation $18,000 (102)
• Miscellaneous Expenditures
o Court appointed attorneys mandated by House Bill 1309 $12,500 (109)
A TRADITION OF EXCELLENCE IN A.C.T.I.O.N!
The City of Wheat Ridge has earned a reputation for repositioning itself and becoming a community
of choice. In 2015, the City celebrated the 10th anniversary of the development of the
Neighborhood Revitalization Strategy (NRS) plan. This grassroots, community‐driven planning
document has guided the transformation the City has experienced over the past ten
years. The City has received numerous state and national awards for its local partnerships and
innovative approaches to service delivery. The City’s reputation was created by the excellent
stewardship provided by past City Councils and staff at all levels.
An Engaged Community
A commitment to excellence has helped position the City to respond and plan for future needs. The
demand for services, amenities, and community events that provide opportunities for citizens to
come together has increased. Participation in educational academies, involvement on boards and
commissions, and overall, participation in community and neighborhood planning efforts has also
14 2017 Adopted Budget
increased. The City has an extremely engaged community, focused not only on the short‐term
viability of the City, but more importantly, on the long‐term sustainability of the City.
An Engaged Organization
City staff, at all levels, continually approach their jobs looking for ways to improve the level of
service, contain costs, improve efficiency, leverage partnerships and generate innovative ideas so
the community receives the best possible service. The City actively pursues grant opportunities and
has a solid track record of success in receiving grants. For example, the City received a $25 million
grant from DRCOG in 2015 for the reconstruction of Wadsworth Boulevard. City staff is empowered
to continue to look for additional cost‐effective opportunities to partner with local and regional
organizations, to explore and expand the use of alternative service delivery opportunities, to
continue to use volunteers where feasible, to increase cost recovery, and to discontinue or reduce
service standards for those programs that are that are less of a priority.
Priority Based Budgeting
In 2016, the City embarked on year five of the Priority Based Budgeting (PBB) process. The City has
received national recognition and interest from other local governments who are considering
switching to a priority‐driven budget. The City engaged the Center for Priority Based Budgeting in
2012 to facilitate the transition from a more traditional incremental budgeting process to a priority‐
driven budgeting process. The Center’s mission is to “lead communities to fiscal health and
wellness.” Priority Based Budgeting is another tool that will allow the City’s management team to
improve the programs and services provided by aligning resource allocation with the results the City
is working to achieve.
The primary area that we continue to integrate into the budget process is the focus on budget
variances. Budget variances generally occur because certain line items must be budgeted based on
projected use such as staffing, fuel, and utilities. However, circumstances such as employee
turnover, the weather or the economy dictate what those true expenditures will be on an annual
basis. For example, if we experience an unusually bad winter or fuel prices skyrocket, mid‐year
supplemental budget appropriations may be required.
In addition to continuing the variance exercise for development of the 2017 Budget, staff added a
contingency reduction exercise. Included in the City Manager’s Budget is a management
contingency fund in the amount of $100,000. This is the result of a consolidation of City‐wide
contingency funds in 2014 which enabled staff to cut approximately $160,000 from the 2017
proposed budget. In the past, contingency funds have been budgeted for carrying out policy
direction by City Council that may not have been planned for at the time of budget development.
An example of this would be engineering or design work required for a public project.
Overall, for the 2017 Budget, departmental budget requests were reduced by approximately $1.6
million in order to fund those expenses that were considered critical to meeting the City’s
defined results. Collectively, the variance and contingency fund tools have played an important role
in the continued integration of a priority‐driven budget system. This process has enabled staff to
look at the budget data through a different lens.
15 2017 Adopted Budget
REVENUES AND EXPENDITURES
The total 2017 Adopted Budget is $43,165,474. The Budget is based on projected revenues of
$40,097,719. In addition, the beginning fund balance for 2017 is projected at $12,414,494 which
brings the total available funds to $52,512,213. This will provide for a projected ending fund balance
of $9,346,739, which is a 21% increase compared to the 2016 Adopted Budget. Detailed revenue
and expenditure tables are presented in the Revenue and Expenditure Summary section of this
Budget.
GENERAL FUND
General Fund revenue is projected at $33,272,401, which is a 2.6% increase compared to 2016
estimated revenues. In addition, the beginning fund balance for 2016 is projected at $8,068,070,
which brings the total available funds for the General Fund to $41,340,471.
General Fund expenditures total $31,172,401 excluding transfers. General Fund expenditures
represent a .7% decrease compared to the adjusted 2016 Budget and a 3% increase compared to
the estimated 2016 Budget. This will provide for a projected ending fund balance of $8,068,070, of
which $6,687,070 (21.5% of operating expenditures) is considered unrestricted.
CAPITAL INVESTMENT PROGRAM FUND
CIP Fund revenue is projected at $4,116,825 ($2,000,000 transferred from the General Fund) which
is a 26% decrease compared to the 2016 estimated revenue. In addition, the beginning fund balance
for 2017 is projected at $1,033,971 which brings the total available funds for the CIP Fund to
$5,150,796.
The 2017 CIP budget includes the following projects:
• $2 million preventative street maintenance
• $1,760,000 for Wadsworth Environmental Assessment
• $435,000 for 29th Avenue and Fenton Street intersection improvements
• $233,000 for a new traffic signal at 32nd Avenue and Xenon Street
• $200,000 for miscellaneous drainage improvements
• $140,000 for an environmental assessment re‐evaluation for the Clear Creek Crossing
project
• $50,000 for citywide ADA infrastructure improvements
• $50,000 for Clear Creek Master Plan update
• $50,000 for Police evidence building addition
• $50,000 for Gateway signage program
• $35,000 for Neighborhood traffic management improvements
• $30,000 for completion of Bike/Pedestrian Master Plan
• $25,000 for new Public Works facility funding
• $25,000 for municipal parking lot improvements
• $25,000 for aerial photography/GIS updates
• $10,000 for Maple Grove Reservoir emergency planning
• $10,000 for street light program
16 2017 Adopted Budget
CIP expenditures total $5,128,000 which is a 38% decrease compared to the adjusted 2016 Budget
and a 3% decrease compared to the estimated 2016 Budget. This will provide for a
projected ending fund balance of $22,796.
Typically, the CIP Budget is funded primarily with General Fund undesignated reserves. The City
Council adopted a General Fund reserve policy in 2011 setting the minimum reserve level at 17%. In
order to maintain this minimum reserve balance in the General Fund in 2017 and beyond, a limited
amount of funds will be available to fund the CIP Budget after 2017. To continue funding CIP
projects at a more sustainable level, City Council will need to consider substantial cuts in the City’s
operating budget or find new revenue sources for CIP projects.
Between 2017 and 2019, the CIP Budget will receive a transfer in the total amount of $6.7 million
from the General Fund to fund preventative street maintenance and other discretionary
infrastructure projects. This will limit the amount of funds available for other CIP projects. The
proposed CIP Budget for 2020 to 2025 projects a $3 – 3.5 million annual transfer from the General
Fund for CIP projects.
OPEN SPACE FUND
Open Space revenue is projected at $1,788,000 which is a 38% increase compared to the 2016
estimated revenue. The large increase is primarily due to state grants for Prospect Park and
developer fees. In addition, the beginning fund balance for 2017 is projected at $1,246,667, which
brings the total available funds for the Open Space Fund to $3,034,667.
Open Space projects for 2017 include:
Renovation of Prospect Park
Replacement of trail in Johnson Park
Replacement of Bass Lake retaining wall
Open Space Management Plan update
Miscellaneous Open Space improvements
Funding is also appropriated for five Parks maintenance workers. Open Space expenditures total
$2,911,050 which is a 16% increase compared to the adjusted 2016 Budget and a 128% increase
compared to the estimated 2016 Budget. These expenditure increases are due to renovation of
Prospect Park in 2017. This will provide for a projected ending fund balance of $123,617.
The future five‐year Open Space Budget proposes the continuation of miscellaneous open space
improvements, parks maintenance projects, trail replacement and repair, Prospect Park
improvements, improvements to the new public works and parks operations facility, the City’s
match for the Jefferson County River Corridor project and funding for five Parks positions.
17 2017 Adopted Budget
CONSERVATION TRUST FUND
Conservation Trust revenue is projected at $300,500, which is equal to the 2016 estimated revenue.
In addition, the beginning fund balance for 2017 is projected at $360,291, which brings the total
available funds for the Conservation Trust Fund to $660,791.
Conservation Trust projects for 2017 include:
Renovation of Prospect Park
Recreation Center maintenance projects
Discovery Park ADA accessibility playground
New playground in Founders Park
Parks maintenance projects
Resurfacing of tennis and basketball courts
Conservation Trust expenditures total $615,000, which is a 5% increase compared to the adjusted
2016 Budget and a 57% increase compared to the estimated 2016 Budget. This will
provide for a projected ending fund balance of $45,791. The future Five‐Year Conservation Trust
Budget proposes to provide funds for Recreation Center maintenance needs, parks maintenance
projects, resurfacing of tennis/basketball courts, playground replacement, and facility
improvements to the Parks Maintenance Shops.
RECREATION CENTER OPERATIONS FUND
Recreation Center operations revenue for 2017 is projected at $2,177,023, which is an increase of
.08% compared to the 2016 estimated revenue. In addition, the beginning fund balance for 2017 is
projected at $695,970 which brings the total available funds for the Recreation Center Operations
Fund to $2,872,993.
Recreation Center expenditures total $2,408,098, which is a 1% increase compared to the adjusted
2016 Budget and a 2% increase compared to the estimated 2016 Budget. This will provide for a
projected ending fund balance of $464,895.
OTHER SPECIAL REVENUE FUNDS
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 the Public Art, Police Investigation, Municipal Court,
Equipment Replacement, and Crime Prevention/Code Enforcement funds. 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.
DEBT
The City currently has no debt. However, the City does have the following long‐term financial
obligations:
18 2017 Adopted Budget
Renewal Wheat Ridge
The City’s Urban Renewal Authority (Renewal Wheat Ridge), is a component of the City and does
have a loan in the amount $330,299 from the City for the purchase of an environmentally
contaminated property at 38th and Yukon Court. This loan will be paid‐off with the sale of the
property at 38th and Yukon in 2017. Additionally, the Urban Renewal Authority provided a loan in
the amount of $2.455 million for the Kipling Ridge commercial center development. 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, 2016 will be $2.350 million.
Community Solar Garden
On March 23, 2015, the City entered into an agreement to purchase electricity‐generating capacity
in a solar garden. The agreement was funded on April 13, 2015 with a lease agreement for
$800,000. The solar power capacity is recorded as a capital asset in the amount of $776,628. A
portion of the loan proceeds was used to pay issuance costs of $23,372. Annual payments of
$80,167.08, including principal and interest accruing at 5.75%, are due through May 1, 2030. As of
December 31, 2016, the City has a capital lease outstanding amount of $1,075,574. For its
participation, the City receives energy credits from Xcel to be used to pay this lease and against
energy consumption at various facilities.
COMPENSATION, BENEFITS AND STAFFING
Personnel‐related expenses account for the largest portion of the City’s Budget; therefore,
maintaining this investment is a high priority. In 2013, the City launched a new compensation plan
for full‐time/part‐time benefited employees that is financially sustainable and will help the City
recruit and retain top talent. Additionally, the compensation plan is market‐based and fully aligned
with the Performance Management Project (PMP) that has culminated in the full implementation of
a pay‐for‐performance system. 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 new compensation plan consists of two sub plans 1) a pay‐for‐performance open range plan,
which includes civilian and police sergeants and higher ranks, and 2) a sworn step plan, which
includes police officer I and II positions. Employees will be eligible for a performance increase on
January 1, 2017, based on how well they meet the core values and competencies of the new PMP
system.
The pay‐for‐performance budget is determined on an annual basis according to what comparable
organizations are providing and what the City can afford for that fiscal year. The City conducted a
biennial market review in 2016. For 2017, the market shift in compensation was 3% for the City
civilian plan and 6% for the sworn step plan noted above. The 2017 budget includes $450,000 in the
Central Charges budget to fund performance increases for both sub plans.
The City continues to provide a competitive benefits package to employees that includes medical,
dental, life and disability benefits. Throughout the year, staff works closely with the City’s benefit
19 2017 Adopted Budget
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 increase by only 1.4% for 2017. There are several key factors that play a role in
calculating the City’s health care premium renewal. Participation in the Wellness Program is a
positive contributing factor to the minimal premium increase. Historically, the City’s premium
increases ranged from 10 – 15%, which is the market average. The 1.4% increase for 2017 is well
below that average. The City will continue to encourage enrollment and active participation in the
Wellness Program. There will be no increases to the dental, life and short‐term disability premiums
in 2017.
In 2017, the City will continue to offer the High Deductible Health Plan (HDHP). This plan was added
in 2013 and is a consumer model of health care paired with a Health Savings Account (HSA).
However, the City will no long offer the traditional HMO plan but will replace it with a Deductible
HMO (DHMO) with a $500 individual deductible and a $1,500 family deductible. This change to a
DHMO has also contributed significantly to the low 1.4% increase in overall medical insurance
premiums. The premiums for both the employee and the City are lower for a HDHP but the out‐of‐
pocket costs to the employee are higher. The goal of the consumer‐driven HDHP and DHMO is to
encourage employees to manage costs through effective use of health care.
The 2017 staffing level will increase by a net of 6.0 FTE’s for a total of 237.875 FTE’s in all funds. For
the first time in fifteen years, staffing levels will exceed the 233.755 FTE’s authorized in 2002 before
the budget reduction program and elimination of positions in 2003 and 2004.
General Fund
4.0 FTE Police Officers – Police Department
In 2015 the International Association of Chiefs of Police (IACP) presented their findings from a
staffing study to the City Council. The final report provided 17 recommendations primarily focused
on the addition of staff, policy revisions, scheduling and realignment of the organization. The
highest recommendation from the study was to augment patrol staffing with four additional police
officers.
With the addition of four new police officers, the Police Department will be able to create a new
Watch IV covering the busiest hours of the day from 11:00 a.m. to 9:00 p.m. and would allow Watch
II to move back to the hours of 3:00 p.m. to 1:00 a.m., providing additional personnel during the
times of highest call load. In addition, these new police officers will allow the department to
continue staffing the Crash and Traffic Team (CATT) to increase traffic safety throughout the
community.
20 2017 Adopted Budget
Crime Prevention/Code Enforcement Fund
2.0 FTE Community Service Officers – Police Department
In 2014, City Council approved funding three part‐time Community Service Specialists to increase
code enforcement efforts. In 2016, the City hired two additional part‐time Community Service
Specialists whose primary function was to serve as neighborhood code enforcement specialists for
the TLC Neighborhood program. However, these positions were not trained to handle calls for
service regarding animal control issues. While these positions had significant benefits, such as
providing assistance in addressing proactive code enforcement during the peak service times of the
year, the administrative duties of constantly hiring, training and supervising became burdensome
and inefficient. In order to adequately provide staffing for both functions of code enforcement and
animal control and to eliminate some of these inefficiencies, two full‐time Community Service
Officers will be hired. In addition, two part‐time Park Rangers will be included in the budget to
continue to provide park and greenbelt patrol.
In the back of the staffing section of this book you will find a proposed Five‐Year Staffing Plan for
2018 to 2022. Over the last decade we have done our best to provide a level of service expected by
City Council and the community. 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. This Plan will be evaluated annually to determine the most cost‐effective way to
continue providing exceptional customer service and quality programs.
Patrick Goff
City Manager
21 2017 Adopted Budget
Vision and Goals and Priorities
Wheat Ridge Vision 2025
Wheat Ridge is a Beautiful City and a Community for Families.
Wheat Ridge has Great Neighborhoods,
Vibrant Commercial Centers and Multi‐Modal Transportation and is
Committed to Environmental Stewardship.
Wheat Ridge Residents Enjoy an Active, Healthy Life Style,
And Hometown Feeling and Pride.
Wheat Ridge – A Great Place to Live!
22 2017 Adopted Budget
City of Wheat Ridge Five‐Year Goals
Economically Viable Commercial Areas
Financially Sound City Providing Exceptional Service
Choice of Desirable Neighborhoods
F
More Attractive Wheat Ridge
Funded priorities for 2017 are listed on pages 2 and 3 of the Budget Message.
23 2017 Adopted Budget
2016/2017
Action Agenda
High Priorities
Revenue Enhancement
Engage Development/Redevelopment Opportunities
Community/Neighborhood Building
Code Enforcement
Multi‐modal Transportation
Targeted Housing Incentive Policies
The priorities in the Action Agenda above are developed in cooperation with staff
and City Council annually. Each of these items is reviewed quarterly by the City
Council to provide updates and to monitor the status of each priority.
24 2017 Adopted Budget
Budgeting for Priorities
The City of Wheat Ridge completed its sixth year of incorporating a priority-based
approach in the annual budget process. Priority Based Budgeting is a resource
alignment tool and prioritization methodology that the City has adopted to
measure the City’s financial health and wellness. Based on the City Council
Strategic Plan, and the priority-based budgeting work underway, each
department highlights the following information tied to the strategic vision of the
City:
2017 Budget Priorities – provides a highlight of the overall departmental
priorities for the year linked to the City Council’s Strategic Goals.
Core Businesses – provides a breakdown of the Department, Division, Unit or
program core functions and services.
2016 Strategic Accomplishments – highlights what was accomplished in the
previous budget year based on the City Council’s Strategic Goals.
2017 Strategic Priorities – highlights the goals for the year ahead based on the
City Council’s Strategic Goals.
Priority‐Based Budgeting Process
Employees throughout the organization participate in the Priority Based Budgeting
process to further align City resources with the results desired. The steps in this
process include:
Determine Results
Define Results
Identify Programs and Services
Score Programs Based on their Influence on Achieving Results
Prioritize Programs
Priority Results
Safe Community
Economic Vitality
Desirable, Diverse and Connected Neighborhoods
Healthy, Attractive and Well‐Maintained Community
Effective Transportation and Mobility Options
Good Governance
25 2017 Adopted Budget
26 2017 Adopted Budget
27 2017 Adopted Budget
Wheat Ridge 2017 Adopted
BUDGET IN BRIEF
CHOICE OF DESIRABLE
NEIGHBORHOODS
ECONOMICALLY VIABLE
COMMERICAL AREAS
FINANCIALLY SOUND CITY
PROVIDING EXCEPTIONAL
SERVICE
MORE ATTRACTIVE
WHEAT RIDGE
28 2017 Adopted Budget
2017 Total Expenditures
$41,685,474
(excluding transfers)
General $31,172,401
Capital
Investment
Program
$3,648,000
Open Space $2,911,050
Recreation
Center
$2,408,098
Other Special
Funds
$930,925
Other Special Funds
Crime
Prevention
$504,175
Equipment
Replacement
Fund
$366,750
Municipal
Court
$35,000
Police
Investigations
$25,000
Public Art $0
2017 General Fund
Expenditures
$31,172,401
(excluding transfers)
Police $10,000,616
Parks and
Recreation
$4,595,260
Public Works $4,597,997
Administrative
Services
$3,830,282
Central Charges $3,097,748
General
Government
$2,950,870
Community
Development
$1,168,883
Municipal Court $930,745
Ending Fund
Balance
$7,068,070
ADOPTED 2017 BUDGET IN BRIEF
2017 General Fund Expenditures
Police
32%
Public Works
15%Parks and
Recreation
15%
Administrative
Services
12%
Central
Charges
10%
General
overnment
9%
Community
Development
4%
Municipal
Court
3%
2017 Total Expenditures
General
72%
CIP
16%
Recreation
Center
6%
Open Space
3%
Other Special
Funds
2%
Conservation
Trust
1%
29 2017 Adopted Budget
Sales Tax Distribution
Property Tax Distribution
2017 General Fund Revenues
$33,272,401
Beginning Fund
Balance
$8,068,070
Sales Tax $20,364,200
Use Tax $3,545,000
Other Taxes $2,531,000
Intergovernmental $1,881,053
Licenses $1,437,960
Services $1,309,585
Property Tax $852,198
Fines $786,250
Other $515,155
Interest $50,000
Total Available
Funds
$41,340,471
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
2017 General Fund Revenues
Sales Tax
60%
Use Tax
11%
Other Taxes
8%
Intergov.
6%
Licenses
5%
Services
4%Fines
2%
Property Tax
2%
Other
1.9%
Interest
0.1%
City of
Wheat
Ridge
3.5¢
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¢
30 2017 Adopted Budget
2017 CIP Revenues
$4,116,825
Beginning Fund
Balance
$1,033,971
Sales Tax (General
Fund Transfer)
$2,000,000
Grants
$1,760,000
Lodger’s Tax $290,000
Miscellaneous $46,825
Interest $20,000
Total Available Funds $5,150,796
2017 CIP Expenditures
$5,128,000
Preventative Street
Maintenance
$2,000,000
Wadsworth EA
Design/Construct
$1,760,000
Minor Street
Improvements
$435,000
Drainage Projects $260,000
Public Improvement
Projects Dev. Related
$233,000
Clear Creek Crossing
Improvements
$140,000
Municipal Capital Projects $125,000
Gateway Signage Program $50,000
ADA Improvement
Projects
$50,000
Traffic Management $45,000
Bike/Pedestrian Master
Plan
$30,000
Ending Fund Balance $22,796
2017 CIP Expenditures
Wadsworth EA
Design/
Construction
34%
Preventative
Street Maint.
39%
Minor Street
Improvements
8%
Drainage
Projects
5%
Public
Improve. Dev.
Related
5%
Clear Creek Crossing
3%
Municipal
Capital Projects
2%
Gateway Signage
Program
1%ADA
1%
Traffic
Management
Projects
1%
Bike/Ped
Master Plan
1%
CAPITAL INVESTMENT PROGRAM (CIP) FUND
2017 CIP Revenues
GF Transfer
59%
Grants
34%
Lodgers Tax
5.5%
Interest
0.5%
Misc.
1%
31 2017 Adopted Budget
2017 Recreation Center
Operations Revenues
$2,177,023
Beginning Fund
Balance
$695,970
Facility Operation $1,885,280
Fitness $166,723
Aquatics $117,020
Interest $8,000
Total Available Funds $2,872,993
2017 Recreation Center
Operations Expenditures
$2,408,098
Facility Operation $1,287,720
Fitness $316,180
Aquatics $717,666
Marketing $86,532
Ending Fund Balance $464,895
RECREATION CENTER OPERATIONS FUND
The Wheat Ridge Recreation Center (at left) is a
state‐of‐the‐art facility located in the heart of
Wheat Ridge. The Center was established
through a voter approved, temporary increase in
the sales and use tax rate to pay for the
construction of the Center which opened in
February 2000.
2017 Rec. Center Fund Revenues
Facility
Operation
86%
Fitness
9%
Aquatics
4%
Interest
1%
2017 Rec. Center Fund Expenditures
Facility
Operation
54%
Aquatics
29%
Fitness
13%
Marketing
4%
32 2017 Adopted Budget
2017 Open Space Revenues
$1,788,000
Beginning Fund
Balance
$1,246,667
Open Space Tax $1,000,000
Grants $600,000
Developer
Fee/Interest/Misc.
$188,000
Total Available Funds $3,034,667
2017 Open Space Expenditures
$2,911,050
Development Projects $2,050,000
Personnel $511,050
Maintenance Projects $350,000
Ending Fund Balance $123,617
2017 Open Space Fund Expenditures
Development
projects
70%
Personnel
18%
Maintenance
Projects
12%
Discovery Park (at left) opened in October of 2010
featuring playground equipment, shade
shelters, a skate park, and climbing wall.
The park also features the Kevin Robb
“Discovering the Stars” sculpture.
2017 Open Space Fund Revenues
Open Space
Tax
56%
Grants
34%
Developer
Fee/Interest/
Misc.
10%
OPEN SPACE FUND
33 2017 Adopted Budget
2017 Conservation Trust Revenues
$300,500
Beginning Fund Balance $360,291
Colorado Lottery $300,000
Interest $500
Total Available Funds $660,791
2017 Conservation Trust Expenditures
$615,000
Prospect Park Renovation $225,000
Discovery Park ADA
Accessibility Playground
$125,000
Recreation Center $115,000
Playground Replacement $100,000
Resurface
Tennis/Basketball Courts
$25,000
Park Maintenance Projects $25,000
Ending Fund Balance $45,791
2017 Conservation Trust Expenditures
Prospect Park
Renovation
38%
Discovery Park
ADA
21%
Recreation
Center
20%
Playground
Replacement
17%
Resurface Courts
4%
The City of Wheat Ridge has received more than
$4 million in revenue from the Colorado Lottery
since 1992. These funds have been used for park
and recreation construction and maintenance
projects, such as playgrounds.
CONSERVATION TRUST FUND
2017 Conservation Trust Revenues
Lottery
98%
Interest
2%
34 2017 Adopted Budget
2017 Crime Prevention/
Code Enforcement Revenues
$331,000
Beginning Fund Balance $443,736
Lodger’s Tax $300,000
No Proof of Insurance Fines $30,000
Interest $1,000
Total Available Funds $774,736
2017 Crime Prevention/Code Enforcement
Expenditures
$504,175
Personnel Services $464,342
Materials & Supplies $19,300
Other Services & Charges $20,533
Ending Fund Balance $270,561
CRIME PREVENTION/CODE ENFORCEMENT FUND
2017 Crime Prevent/Code Enforce. Fund Revenues
Lodger's
Tax
91%
NPOI
Fines
9%
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.
2017 Crime Prevent/ Code Enforce. Fund Expenditures
Personnel
Services
92%
Materials &
Supplies
4%
Other
Services &
Charges
4%
35 2017 Adopted Budget
Public Art
Special Fund 12
Beginning Balance $82,641
Revenues $27,470
Expenditures $0
Ending Fund Balance $110,111
Police Investigation
Special Fund 17
Beginning Balance $44,456
Revenues $150
Expenditures $25,000
Ending Fund Balance $19,606
Municipal Court
Special Fund 33
Beginning Balance $84,281
Revenues $28,050
Expenditures $35,000
Ending Fund Balance $77,331
Equipment Replacement
Special Fund 57
Beginning Balance $354,412
Revenues $156,300
Expenditures $366,750
Ending Fund Balance $143,962
OTHER SPECIAL REVENUE FUNDS
Discovery Park Sculpture
PD Property & Evidence Room
Police Radios & Equipment
36 2017 Adopted Budget
2014 Authorized 2015 Authorized 2016 Authorized 2017 Authorized
Open Space 5555
Crime Prevention 4.5 4.5 4.5 6.5
Recreation Center 11.5 11.5 11.5 11.5
General 206.265 210.375 210.875 214.875
0
50
100
150
200
250
Staffing by Fund 2014 ‐ 2016
STAFFING
4
21.5
12
113
30
47.125
10.25
General Government
Administrative Services
Community Development
Police
Public Works
Parks & Recreation
Municipal Court
2017 Staffing By Department
231.875 231.875 237.875227.265
37 2017 Adopted Budget
Vital Statistics
Date of Incorporation August 20, 1969
Form of Government Council ‐ Manager
Total Land Area 9.5 Square Miles
Wheat Ridge Metro
Denver
Population 30,365 2,763,317
Employment 14,925 1,433,095
Median Age 42 38
Percent of Housing
Built Prior to 1980 86% 48%
Average Annual Wage $62,336 $82,986
Median Household
Income $48,777 $52,360
Poverty Rate 9% 19%
Population with Post‐
Secondary Degrees 28% 41%
Percent of Population
with High School
Diploma Only
27% 21%
Wheat Ridge Community Profile
Data provided by DRCOG
Data Disclaimer: The data in this report are
compiled from multiple sources and are intended
for informational purposes only. DRCOG and
Wheat Ridge assumes no responsibility or legal
liability for the accuracy, completeness or
usefulness of any information in this report
Population by Age of Residents
38 2017 Adopted Budget
City Government Statistics
Resources
Number of Employees
Full‐time/Part‐time Benefited
Part‐time
Seasonal
231.875
289
121
Police Protection
Number of Uniformed Officers
Full‐time 75
Number of Patrol Units 24
Facilities
Public Works Shop 1
Recreation Centers 2
Active Adult Center 1
Pools 2
Parks 24
Lakes 5
Open Space 274 acres
Multi‐use Trails 7+ miles
Sports Fields 46
Historic Properties 3
Housing Statistics
Wheat Ridge Metro
Denver
Households 13,847 1,093,193
Avg. Household Size 2.15 2.47
Percent of
Multifamily 44% 31%
Home Ownership 57% 69%
Rented Vacancy
Rate 6% 6%
Housing Types
Single Family Married with Children
Married no Children Single Parent
Other Non Family 65+ Living Along
Wheat Ridge Community Profile
39 2017 Adopted Budget
Community Statistics
Fire Districts 4
Water Districts 6
Sanitation Districts 7
Cable Television
Providers
Comcast
Direct TV
Dish Network
3
Public Schools
Elementary Schools
Secondary Schools
High Schools
7
3
1
Major Employers Lutheran Health Care
Rocky Mountain Bottling Company
Lifeloc Technologies
Reglera
Applejack Liquor
Qdoba Restaurants
Source Office Products
Metro Community Provider
Network
Jefferson County Forecasted
Population Growth by Age
Occupation by Industry
Wheat Ridge Community Profile
40 2017 Adopted 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 2017 budget
schedule:
July
Distribute budget instructions to staff
Deadline for submittal of 2017 department
budget requests and 2016 budget estimates
First opportunity for public input
Outside Agency Review Committee is appointed
August
Second opportunity for public input
Submit revenue estimates for 2016 and projections
for 2017
Outside Agency Review Committee presents
recommendations to City Council
September
City manager/budget officer review budget
October
Property tax mill certification
Distribute proposed budget to Council
November
Proposed Budget Presented to Council
Public Hearing on the 2017 Budget
2017 budget appropriation resolution adoption
December
Finalize budget document and make available
online
Distribute budget to Council et al
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 administration message shall explain
programs.
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.
2017 Budget Process
41 2017 Adopted Budget
Beginning
Balance
(1/1/17)
+ Revenues =
Funds
Available - Expenses =
Fund
Balance
(12/31/17)
Operating Funds
General $8,068,070
+$33,272,401 = $41,340,471 - $33,272,401 = $8,068,070
Total Operating Funds $8,068,070 +$33,272,401 = $41,340,471 - $33,272,401 = $8,068,070
Unrestricted Fund Balance $6,687,070
21.5%
Capital Funds
Capital Investment Program $1,033,971
+$4,116,825 = $5,150,796 - $5,128,000 = $22,796
Total Capital Funds $1,033,971 +$4,116,825 = $5,150,796 - $5,128,000 = $22,796
Special Revenue Funds
Public Art Fund $82,641 +$27,470 = $110,111 - $0 = $110,111
Police Investigation $44,456 +$150 = $44,606 - $25,000 = $19,606
Open Space $1,246,666 +$1,788,000 = $3,034,666 - $2,911,050 = $123,616
Municipal Court $84,281 +$28,050 = $112,331 - $35,000 = $77,331
Conservation Trust $360,291 +$300,500 = $660,791 - $615,000 = $45,791
Equipment Replacement $354,412 +$156,300 = $510,712 - $366,750 = $143,962
Crime Prevention/Code
Enforcement Fund $443,736 +$331,000 = $774,736 - $504,175 = $270,561
Recreation Center $695,970 +$2,177,023 = $2,872,993 - $2,408,098 = $464,895
Total Special Revenue Funds $3,312,453 +$4,808,493 = $8,120,946 - $6,865,073 = $1,255,873
Total Operating Funds $8,068,070 +$33,272,401 = $41,340,471 - $33,272,401 = $8,068,070
Total Capital Funds $1,033,971 +$4,116,825 = $5,150,796 - $5,128,000 = $22,796
Total Special Revenue Funds $3,312,453 +$4,808,493 = $8,120,946 - $6,865,073 = $1,255,873
(Less Transfers)+($2,100,000) = ($2,100,000) - ($2,100,000) =
GRAND TOTAL $12,414,494 +$40,097,719 = $52,512,213 - $43,165,474 = $9,346,739
Budget Summary by Fund
42 2017 Adopted Budget
2015 2016 2016 2017
Actual Adjusted Estimated Adopted
SALES TAXES
Sales Tax $17,712,997 $17,745,000 $18,580,000 $19,323,200
Sales Tax Audit Revenue $317,511 $477,000 $477,000 $477,000
TIF - Wheat Ridge Cyclery $73,964 $40,000 $40,000 $40,000
TIF - Town Center (Safeway) $0 $0 $0 $0
ESTIP - Dillion Co. (King Soopers) $94,500 $0 $0 $0
ESTIP - Liquid Art Works (Colorado Plus) $21,655 $25,000 $22,345 $24,000
ESTIP - Muscle Masster $6,843 $7,000 $5,800 $0
ESTIP - Taste of Home Cooking $5,254 $0 $0 $0
ESTIP - Walrus (West 29th Ave Rest) $225,994 $10,000 $5,200 $0
TIF - Kipling Ridge $0 $520,000 $490,000 $500,000
TIF WR Corners $0 $200,000 $0 $0
TOTAL SALES TAXES $18,458,718 $19,024,000 $19,620,345 $20,364,200
OTHER TAXES
Real Property Tax $739,669 $760,000 $845,000 $852,198
Liquor Occupational Tax $71,770 $58,000 $61,950 $62,000
Auto Ownership Tax $61,388 $60,000 $68,000 $68,000
Xcel Franchise Tax $1,246,639 $1,350,000 $1,150,000 $1,200,000
Telephone Occupation Tax $407,162 $400,000 $440,000 $440,000
Lodgers Tax $746,884 $750,000 $725,000 $720,000
Admissions Amusement Tax $43,442 $43,500 $41,000 $41,000
TOTAL OTHER TAXES $3,316,955 $3,421,500 $3,330,950 $3,383,198
USE TAXES
Use Tax - Retail/Professional $754,656 $700,000 $845,000 $845,000
Use Tax - Building $1,048,979 $1,100,000 $1,000,000 $1,000,000
Use Tax - Auto $1,645,544 $1,700,000 $1,740,000 $1,700,000
TOTAL USE TAXES $3,449,180 $3,500,000 $3,585,000 $3,545,000
LICENSE
Amusement Machine License $5,760 $6,600 $5,930 $5,760
Arborist License $1,575 $1,700 $1,600 $1,700
Contractors License $126,350 $125,000 $130,000 $120,000
Liquor License Fee $16,414 $18,000 $16,500 $16,500
Building Permits $631,480 $800,000 $607,000 $607,000
Street Cut Permits $149,876 $160,000 $225,000 $200,000
Cable TV Permits $374,251 $365,000 $375,000 $365,000
Elevator Inspection Fees $28,270 $28,000 $28,290 $0
Pawn Shop License Fees $10,000 $10,000 $10,000 $10,000
Business License Fees $86,810 $85,000 $111,000 $112,000
TOTAL LICENSE $1,430,786 $1,599,300 $1,510,320 $1,437,960
General Fund Revenues
43 2017 Adopted Budget
2015 2016 2016 2017
Actual Adjusted Estimated Adopted
General Fund Revenues
Cigarette Tax $85,055 $84,000 $88,000 $85,000
County Road and Bridge $278,230 $280,000 $280,000 $280,000
Arvada Ridge Redevelopment $100,000 $100,000 $100,000 $100,000
Highway Users Tax $1,047,362 $1,050,000 $1,045,000 $1,050,000
Motor Vehicle Registration $119,273 $119,000 $122,000 $122,000
Wheat Ridge Fire Radio $24,218 $31,500 $17,725 $0
E911 Reimbursements $50,188 $59,500 $42,746 $40,000
EPA Brownfields Grant $96,833 $79,000 $53,700 $26,265
Police - CATPA Auto Theft Grant $75,273 $84,500 $85,000 $85,000
Police - Seat Belt Safety Grant $2,500 $2,500 $2,500 $2,500
Police - Drug Overtime Grant $18,538 $20,000 $20,000 $20,000
Police - COPS Grant $0 $0 $0 $0
Police - Bryne Grant $12,215 $11,454 $11,454 $11,288
Police - Child Safety Grant $4,852 $5,000 $600 $3,000
Police - Ballistic Vest Grant $8,646 $7,500 $10,000 $10,000
Police - LEAF Grant $12,939 $17,500 $15,000 $18,000
Police-HVIDE $14,843 $11,500 $10,000 $21,000
Police - POST Grant $0 $7,500 $10,206 $7,000
TOTAL INTERGOVERNMENTAL $1,950,966 $1,970,454 $1,913,931 $1,881,053
SERVICES
Zoning Applications $46,255 $42,400 $71,682 $100,000
Planning Reimbursement Fees $2,425 $3,000 $3,790 $3,000
Engineering Fees $12,780 $14,000 $40,000 $17,000
Misc. Zoning Fees $933 $1,000 $1,933 $2,000
Plan Review Fees $249,052 $225,000 $205,000 $205,000
Pavilion/Park Rental Revenue $26,888 $25,500 $26,000 $26,000
Athletics Revenue $104,965 $119,430 $93,307 $100,775
Active Adult Center Revenue $185,244 $202,600 $180,000 $197,550
Parks Historic Facilities $24,637 $21,500 $19,750 $20,000
Gen. Prog. Revenue $158,702 $166,510 $160,000 $163,500
Anderson Building Revenue $9,324 $11,000 $12,000 $10,000
Outdoor Swimming Fees $146,771 $146,100 $155,000 $149,600
Retail Marijuana Fees $138,862 $130,000 $160,000 $182,500
Police Report Fees $14,162 $15,000 $15,000 $15,000
Pawn Shop Ticket Fees $24,685 $20,000 $24,000 $24,000
Sex Offender Registration $7,704 $7,000 $7,400 $7,400
Police Drug Destruction Fees $180 $200 $200 $200
Police Fees $4,706 $5,000 $4,500 $4,500
Police Duty Reimbursement $18,969 $20,000 $45,000 $81,560
TOTAL SERVICES $1,177,244 $1,175,240 $1,224,562 $1,309,585
FINES & FORFEITURES
Municipal Court Fines $102,622 $110,000 $107,000 $110,000
Nuisance Violations Fees $59,116 $50,000 $40,000 $45,000
Handicap Parking Fees $900 $750 $900 $750
Traffic $347,000 $425,000 $530,000 $550,000
General $42,291 $60,000 $46,000 $50,000
Other $9,380 $18,000 $10,000 $10,000
Parking $4,254 $7,000 $4,000 $4,000
No Proof of Insurance $15,633 $15,000 $15,000 $16,500
TOTAL FINE & FORFEITURES $581,196 $685,750 $752,900 $786,250
44 2017 Adopted Budget
2015 2016 2016 2017
Actual Adjusted Estimated Adopted
General Fund Revenues
INTEREST
Interest Earnings $50,656 $50,000 $50,000 $50,000
TOTAL INTEREST $50,656 $50,000 $50,000 $50,000
OTHER
Cable Peg Fees $38,276 $38,000 $38,000 $38,000
Passport Processing Fee $0 $0 $0 $0
Zoppe Family Circus $0 $0 $0 $0
Xcel Solar Garden Credits $50,508 $50,000 $60,000 $60,000
Other Financing Sources $800,000 $0 $0 $0
Miscellaneous Income $499,936 $485,000 $350,000 $417,155
TOTAL OTHER $1,388,720 $573,000 $448,000 $515,155
Total General Fund $31,804,420 $31,999,244 $32,436,008 $33,272,401
Transfers In $0 $0 $0 $0
Fund Balance Carryover $9,356,304 $8,271,981 $8,951,966 $8,068,070
Total Funds Available $41,160,724 $40,271,225 $41,387,974 $41,340,471
45 2017 Adopted Budget
Department / Fund Matrix
This matrix displays expenditures from each fund and the relationship between functional units, general and special funds.
Fund
number Fund Department
General Government City Treasurer City Clerk City Manager Municipal Court
Administrative
Services
Community
Development
Police
Department Public Works
Parks and
Recreation Total
1 General Fund $ 3,855,167 $ 43,878 $ 153,727 $ 1,995,846 $ 930,745 $ 3,830,282 $ 1,168,883 $ 10,000,616 $ 4,597,997 $ 4,595,260 $ 30,989,644
30
Capital Investment
Program (CIP) Fund* $ 5,128,000 $ 5,128,000
64
Recreation Center
Operations Fund $ 2,408,098 $ 2,408,098
Special Funds
12 Public Art Fund $ - $ -
17 Police Investigation Fund $ 25,000 $ 25,000
32 Open Space Fund $ 2,911,050 $ 2,911,050
33 Municipal Court Fund $ 35,000 $ 35,000
54 Conservation Trust Fund $ 615,000 $ 615,000
57
Equipment Replacement
Fund* $ 366,750 $ 366,750
63
Crime Prevention/ Code
Enforcement Fund $ 504,175 $ 504,175
Total $ 3,855,167 $ 43,878 $ 153,727 $ 1,995,846 $ 965,745 $ 3,830,282 $ 1,168,883 $ 10,896,541 $ 9,725,997 $ 10,529,408 $ 42,982,717
Revenue Notes:
*An annual transfer from the general fund is deposited into the CIP fund. In 2017, the amount of $2 million was transferred to the CIP fund, this transfer comprises about 50% of annual projected revenues.
** An annual transfer from the general fund is deposited into the Equipment Replacement fund. In 2017, the amount of $100,000 was transferred to the Equipment Replacement fund, this transfer comprises about 64% of
annual projected revenues.
46 2017 Adopted Budget
General Fund Revenues
2017 Revenue Summary by Fund Types
The City diligently works to maintain a strong, diverse revenue base recognizing that a dependence upon any
individual revenue source would make revenue yields more vulnerable to economic cycles. All revenues are
conservatively projected and are monitored and updated as necessary.
Sales Tax
95%
Sales Tax Audit
Revenue
2%TIF ‐ Kipling
Ridge
3%
TIF ‐ Wheat
Ridge Cyclery
.5%
ESTIP
.5%
Sales Tax
Real Property
Tax
22%
Liquor
Occupational
Tax
2%
Auto
Ownership Tax
2%
Xcel Franchise
Tax
39%
Telephone
Occupation Tax
12%
Lodgers Tax
22%
Admissions
Amusement
Tax
1%
Other Taxes
47 2017 Adopted Budget
General Fund Revenues
2017 Revenue Summary by Fund Types
Retail/
Professional
23%
Building
30%
Auto
47%
Use Taxes
Amusement
Machine License
1%
Arborist License
.5%
Contractors
License
8%
Liquor License Fee
1%
Building Permits
42%
Street Cut Permits
14%
Cable TV Permits
24.5%
Pawn Shop License
Fees
1%
Business License
Fees
8%
License Revenue
48 2017 Adopted Budget
General Fund Revenues
2017 Revenue Summary by Fund Types
Cigarette Tax
5%
County Road and
Bridge
15%
Arvada Ridge
Redevelopment
5%
Highway Users Tax
56%
Motor Vehicle
Registration
7%
E911
Reimbursements
2%
EPA Brownfields
Grant
1%Police Grants*
9%
Intergovernmental Revenue
49 2017 Adopted Budget
General Fund Revenues
Property Tax Revenue
Distribution: General Fund 100%
Source: Wheat Ridge property owners
Collection:
The collection process begins with the Jefferson County Assessor's Office. Two types of property are valued
by the Assessor's Office: 1) "real property" (land & buildings) and 2) “personal property” (business machines
& equipment). Once market values are established, the Assessor's Office computes the assessed valuation of
property based on state‐legislated assessment percentages. Property is assessed at the end of one year, for
collection in the following year. An eight‐year history of these assessment percentages is provided in the
table below:
Assessment Percentages
Property Class
2009
2010
2011
2012
2013
2014
2015
2016
Real Property
Commercial and Personal: 29% 29% 29% 29% 29% 29% 29%
29%
Residential: 7.96% 7.96% 7.96% 7.96% 7.96% 7.96% 7.96% 7.96%
City of Wheat Ridge Assessed Valuations
Total assessed valuation (in millions) for the City of Wheat Ridge for the past eight years is demonstrated by
the following table:
2009 2010 2011 2012 2013 2014 2015 2016
Assessed Valuation $424 $421 $412 $405 $411 $405 $468 $470
Mill Levies for Residents:
Assessments are furnished to the Jefferson County Treasurer's Office. The Treasurer's Office issues property
tax bills to every property owner based on the property's assessed valuation and the total mill levy which
local governments have certified for the year. Within Wheat Ridge, mill levies are 1.83 and are certified by
the City of Wheat Ridge.
Payment:
Property owners pay property taxes to Jefferson County in either two installments due February 28 and June
15 or in one installment due April 30. Jefferson County wire transfers the City’s property taxes directly to the
City’s main bank account on the 10th of the month following the month that the collection is processed by
Jefferson County.
Legal Restrictions:
The Gallagher Amendment to the Colorado Constitution restricts property tax growth in requiring the
legislature to annually adjust the residential assessed valuation percentage to ensure that the proportion of
residential to total state assessed valuation remains constant – residential properties pay 45% of the total
50 2017 Adopted Budget
General Fund Revenues
Property Tax Revenue
property taxes, while commercial and industrial properties pay 55%. The decreasing residential assessment
ratio noted in the table is a result of residential growth and market values rising relative to commercial
market values. In order to maintain this proportional allocation, the residential property assessment
percentage has declined from 21% in 1982 to the current level of 7.96%, while the non‐residential property
percentage has remained at 29%.
Finally, there is a statutory limitation which prohibits property tax revenue growth from exceeding 5.5% each
year, adjusted for new construction, although it is generally held that home rule cities like Wheat Ridge are
exempt from this provision.
Forecast: 2016 $845,000 2017 $852,198
Rationale:
Forecast for 2016 is based on preliminary valuation information from the County Assessor. The City is seeing
an increase in property tax revenues from the flat trend in 2012 and 2013. In 2016, the City saw a significant
increase in total assessed valuation as a result of new residential developments. The City expects to see a
greater increase in property tax revenues as a result of these projects in 2017 and beyond.
$660,000
$680,000
$700,000
$720,000
$740,000
$760,000
$780,000
$800,000
$820,000
$840,000
$860,000
2012 2013 2014 2015 2016
Five Year Trend
Year Revenue
2012 $765,892
2013 $731,234
2014 $744,111
2015 $739,669
2016 $845,000
51 2017 Adopted Budget
General Fund Revenues
Sales Tax Revenue
Distribution: General Fund 100%
*CIP and Capital Equipment Replacement Funds are funded in part by General Fund transfers.
Source: Visitors, residents and employers in Wheat Ridge
Collection:
The City of Wheat Ridge collects a 3.5% tax on sales of tangible personal property and specific services. In
2017 a .5% sales tax increase was approved by the citizens of Wheat Ridge for a period of 12 years. Sales
Taxes are collected by the retailer and are reported directly to the City on either a monthly, quarterly, or
annual basis.
Item Tax Breakdown
General Merchandise 7.5% 2.9% State, 1.1% District, 0.5% Jefferson County Open Space, 3.5% City
All Food 3.5% 0.5% Jefferson County Open Space, 3.5% City
Accommodations 14.5% 2.9% State, 1.1% District, 0.5% Jefferson County Open Space, 10.0% City
Admission to Events 4.0% 4.0% City
Sales tax revenues have slowly rebounded from the economic recession that started late in 2008 and
impacted the City more significantly in 2009. The City has seen steady growth beginning in 2013.
Forecast: 2016 $18,580,000 2017 $19,323,200
Rationale:
The City continues to project a steady increase in sales tax revenues in 2017. Growth was seen in 2016 and a
steady increase is projected in 2017. Forecast anticipates a 5% growth in Sales Tax for 2016. The City
projects a 4% increase in 2017 over 2016 estimated revenue.
$10,000,000
$11,000,000
$12,000,000
$13,000,000
$14,000,000
$15,000,000
$16,000,000
$17,000,000
$18,000,000
$19,000,000
$20,000,000
2012 2013 2014 2015 2016
Five Year Trend
Year Revenue
2012 $14,865,412
2013 $15,466,512
2014 $15,837,708
2015 $17,712,000
2016 $18,580,000
52 2017 Adopted Budget
General Fund Revenues
Use Tax Revenue
Distribution: General Fund 100%
Source:
Citizens and businesses in Wheat Ridge, including automobile use tax collected and remitted by Jefferson
County and use tax on business purchases remitted by businesses.
Collection:
Use tax is a compensating tax equal to the City sales tax of 3.5%, due on all items used in business on which
no local sales tax was paid or on which a lesser local sales tax was paid. Use tax may also be due on purchases
made for operating supplies, furnishings, equipment and fixtures. What is taxable at the City level differs
from what is taxable at the State level. Suppliers often rely on State rules in preparing invoices, which creates
potential for unpaid City Use Tax that would be assessed with penalty and interest were your company to be
audited. Jefferson County collects automobile use tax and remits monthly to the City of Wheat Ridge.
Businesses remit tax to the City on a monthly, quarterly or annual basis. Taxes are due to the City by the 20th
of the month following purchase of the item. The City has established a lockbox for the efficient and secure
deposit of sales and use tax monies. Returns are mailed directly to the bank, eliminating processing float. The
City utilizes a number of enforcement procedures to collect from delinquent accounts including taxpayer
education, delinquency notices, personal phone contact and visits, audits, summons to municipal court and
seizures.
$‐
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2012 2013 2014 2015 2016
Five Year Trend
Retail/ Professional Use Tax
Building Use Tax
Auto Use Tax
Total Use Tax
Year Retail Use Building Use Auto Use Total Use Tax
2012 $877,020 $515,750 $1,204,859 $2,597,629
2013 $595,715 $749,707 $1,307,513 $2,652,936
2014 $826,000 $770,000 $1,400,000 $2,996,000
2015 $700,000 $1,300,000 $1,700,000 $3,700,000
2016 $845,000 $1,000,000 $1,740,000 $3,585,000
53 2017 Adopted Budget
General Fund Revenues
Use Tax Revenue
Use tax has fluctuated based on business investment, build out and new commercial development. As a result
of three new residential projects breaking ground, the City saw steady growth in use tax in 2014 with an
increase in revenue. Revenue has remained steady since 2014.
Forecast: 2016 $3,585,000 2017 $3,545,000
Rationale:
The forecast anticipates that overall use tax will decrease in 2016. The City projects a slight decline in
2017 but revenue is projected overall to be steady. The City projects auto use tax to remain much the same
as consumer spending stays steady.
54 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Legislative
Legislative Services $419,630 $443,472 $440,151 $457,419
Total $419,630 $443,472 $440,151 $457,419
City Manager's Office
City Manager $263,070 $319,556 $298,339 $373,934
Economic Development $1,343,539 $1,760,378 $1,558,993 $1,621,912
Total $1,606,609 $2,079,934 $1,857,332 $1,995,846
City Attorney
City Attorney $278,903 $298,000 $298,000 $300,000
Total $278,903 $298,000 $298,000 $300,000
City Clerk's Office
City Clerk $111,808 $156,199 $153,160 $153,727
Total $111,808 $156,199 $153,160 $153,727
City Treasurer
City Treasurer $42,010 $43,278 $43,178 $43,878
Total $42,010 $43,278 $43,178 $43,878
Central Charges
Central Charges $3,565,236 $3,100,701 $2,728,906 $3,097,748
Total $3,565,236 $3,100,701 $2,728,906 $3,097,748
Municipal Court
Municipal Court $814,918 $877,333 $860,512 $930,745
Total $814,918 $877,333 $860,512 $930,745
Administrative Services
Administration $379,634 $382,194 $377,596 $395,572
Public Information $153,499 $308,224 $290,164 $300,406
Finance $242,219 $302,449 $291,114 $265,836
Human Resources $470,109 $578,212 $578,072 $547,774
Sales Tax $235,912 $317,417 $304,524 $288,742
Purchasing and Contracting $114,615 $123,176 $122,692 $126,342
Information Technology $1,673,601 $1,634,167 $1,601,900 $1,905,610
Total $3,269,589 $3,645,839 $3,566,062 $3,830,282
Community Development
Administration $207,369 $216,267 $211,467 $213,043
Planning $191,190 $246,895 $244,687 $231,533
Building $499,692 $543,163 $533,911 $508,458
Long Range Planning $217,781 $225,736 $199,021 $215,849
Total $1,116,032 $1,232,061 $1,189,086 $1,168,883
Police
Administration $794,292 $864,206 $869,288 $898,774
Grants $155,624 $130,783 $131,572 $159,153
General Fund Expenditures
55 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
General Fund Expenditures
Community Services Team $491,581 $407,860 $400,018 $297,148
Communications Center $731,898 $928,371 $926,331 $847,528
Crime Prevention Team $330,358 $237,994 $237,985 $239,036
Records Team $331,105 $358,915 $359,978 $365,609
Training and Accreditation $228,740 $301,479 $293,943 $301,229
Patrol $4,178,537 $4,066,364 $4,058,661 $4,276,002
Investigations Bureau $2,038,453 $2,221,352 $2,221,351 $2,159,610
Crime & Traffic Team $384,508 $441,285 $441,285 $456,527
Total $9,665,095 $9,958,609 $9,940,412 $10,000,616
Public Works
Administration $146,163 $146,869 $146,019 $151,977
Engineering $1,047,192 $1,092,226 $1,091,080 $1,084,038
Operations $3,029,087 $3,573,839 $3,468,839 $3,361,982
Total $4,222,442 $4,812,934 $4,705,938 $4,597,997
Parks and Recreation
Administration $191,982 $253,020 $246,725 $245,450
Recreation $183,385 $209,864 $206,628 $222,470
Parks Maintenance $1,278,224 $1,481,461 $1,354,682 $1,544,866
Forestry $419,301 $440,911 $436,732 $436,565
Natural Resources $251,645 $329,164 $302,331 $324,601
Anderson Building $25,177 $42,900 $33,397 $26,373
Athletics $182,679 $192,379 $181,287 $189,668
General Programs $257,330 $290,617 $262,602 $274,754
Outdoor Pool $175,348 $390,328 $385,707 $267,390
Active Adult Center $469,358 $551,709 $537,885 $570,544
Historic Buildings $52,392 $92,796 $87,925 $85,740
Facility Maintenance $359,728 $462,539 $435,481 $406,839
Total $3,846,550 $4,737,688 $4,471,382 $4,595,260
Total General Fund $28,958,821 $31,386,048 $30,254,119 $31,172,401
Transfers $3,249,970 $3,065,785 $3,065,785 $2,100,000
Total With Transfers $32,208,791 $34,451,833 $33,319,904 $33,272,401
56 2017 Adopted Budget
2015 2016 2016 2017 2018 2019 2020 2021 2022 Projected
Actual Adjusted Estimated Adopted Projected Projected Projected Projected Projected Change %
BEGINNING FUND BALANCE $9,356,304 $8,271,981 $8,951,966 $8,068,070 $8,068,070 $8,200,588 $8,383,581 $8,383,581 $7,826,698
GENERAL FUND REVENUE:
Sales Taxes $18,458,718 $19,024,000 $19,620,345 $20,364,200 $21,076,947.00 $21,814,640 $22,469,079 $22,469,079 $23,143,152 3%
Other Taxes $3,316,955 $3,421,500 $3,330,950 $3,383,198 $3,484,694 $3,589,235 $3,696,912 $3,696,912 $3,807,819 3%
Use Taxes $3,449,180 $3,500,000 $3,585,000 $3,545,000 $3,651,350 $3,760,891 $3,873,717 $3,873,717 $3,989,929 3%
Licenses $1,430,786 $1,599,300 $1,510,320 $1,437,960 $1,452,340 $1,466,863 $1,481,532 $1,481,532 $1,496,347 1%
Intergovernmental $1,950,966 $1,970,454 $1,913,931 $1,881,053 $1,899,864 $1,918,862 $1,938,051 $1,938,051 $1,957,431 1%
Services $1,177,244 $1,175,240 $1,224,562 $1,309,585 $1,322,681 $1,335,908 $1,349,267 $1,349,267 $1,362,759 1%
Fines & Forfeitures $581,196 $685,750 $752,900 $786,250 $794,113 $802,054 $810,074 $810,074 $818,175 1%
Interest $50,656 $50,000 $50,000 $50,000 $50,500 $51,005 $51,515 $51,515 $52,030 1%
Other $1,388,720 $573,000 $448,000 $515,155 $520,307 $525,510 $530,765 $530,765 $536,072 1%
TOTAL REVENUE $31,804,420 $31,999,244 $32,436,008 $33,272,401 $34,252,794 $35,264,966 $36,200,911 $36,200,911 $37,163,715
TOTAL REVENUE $41,160,724 $40,271,225 $41,387,974 $41,340,471 $42,320,864 $43,465,554 $44,584,493 $44,584,493 $44,990,413
GENERAL FUND EXPENDITURES:
Legislative $419,630 $443,472 $440,151 $457,419 $461,993 $466,613 $471,279 $471,279 $475,992 1%
City Manager's Office $1,606,609 $2,079,934 $1,857,332 $1,995,846 $2,035,763 $2,076,478 $2,118,008 $2,118,008 $2,160,368 2%
City Attorney $278,903 $298,000 $298,000 $300,000 $306,000 $312,120 $318,362 $318,362 $324,730 2%
City Clerk's Office $111,808 $156,199 $153,160 $153,727 $155,264 $156,817 $158,385 $158,385 $159,969 1%
City Treasurer $42,010 $43,278 $43,178 $43,878 $44,317 $44,760 $45,208 $45,208 $45,660 1%
Central Charges $3,565,236 $3,100,701 $2,728,906 $3,097,748 $3,190,680 $3,286,401 $3,384,993 $3,384,993 $3,486,543 3%
Munipcal Court $814,918 $877,333 $860,512 $930,745 $949,360 $968,347 $987,714 $987,714 $1,007,468 2%
Administrative Services $3,269,589 $3,645,839 $3,566,062 $3,830,282 $3,906,888 $3,985,025 $4,064,726 $4,064,726 $4,146,020 2%
Community Development $1,116,032 $1,232,061 $1,189,086 $1,168,883 $1,192,261 $1,216,106 $1,240,428 $1,240,428 $1,265,237 2%
Police $9,665,095 $9,958,609 $9,940,412 $10,000,616 $10,200,628 $10,404,641 $10,612,734 $10,612,734 $10,824,988 2%
Public Works $4,222,442 $4,812,934 $4,705,938 $4,597,997 $4,689,957 $4,783,756 $4,879,431 $4,879,431 $4,977,020 2%
Parks and Recreation $3,846,550 $4,737,688 $4,471,382 $4,595,260 $4,687,165 $4,780,909 $4,876,527 $4,876,527 $4,974,057 2%
TOTAL EXPENDITURES $28,958,822 $31,386,048 $30,254,119 $31,172,401 $31,820,276 $32,481,973 $33,157,794 $33,157,794 $33,848,052
SURPLUS/(DEFICIT) $2,845,598 $613,196 $2,181,889 $2,100,000 $2,432,518 $2,782,994 $3,043,117 $3,043,117 $3,315,663
Transfer Payments Out
Equipment Replacement Fund $0 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
CIP $3,249,970 $2,965,785 $2,965,785 $2,000,000 $2,200,000 $2,500,000 $3,500,000 $3,000,000 $3,000,000
TOTAL $3,249,970 $3,065,785 $3,065,785 $2,100,000 $2,300,000 $2,600,000 $3,600,000 $3,100,000 $3,100,000
ENDING FUND BALANCE $8,951,932 $5,819,392 $8,068,070 $8,068,070 $8,200,588 $8,383,581 $7,826,698 $8,326,698 $8,042,362
State Madated Reserve for Emergencies $868,765 $941,581 $907,624 $935,172 $954,608 $974,459 $994,734 $994,734 $1,015,442
Reserved for Channel 8 $206,783 $211,917 $211,917 $215,917 $219,917 $223,917 $227,917 $231,917 $235,917
Reserved for URA $0 $0 $0 $0 $0 $0 $0 $0 $0
Unrestricted Fund Balance $7,876,384 $4,665,894 $6,948,529 $6,916,981 $7,026,062 $7,185,205 $6,604,048 $7,100,048 $6,791,003
Mininum Reserve Policy 17%$4,923,000 $5,335,628 $5,143,200 $5,299,308 $5,409,447 $5,521,935 $5,636,825 $5,636,825 $5,754,169
Long-Range Financial Plan 2018 - 2022
Long-Range Financial Plan 2018 - 2022
PROJECTION NOTES:
General Fund revenue projections for sales tax, other taxes and use tax assumes a 3% growth. This projection is based on current and planned economic development activity for 2018 and beyond. This projection
includes planned commercial and
residential development.
Sales Tax revenue in years 2018 and 2019 assumes 3.5% growth, a higher rate of growth based on new commercial development planned.
All other general fund revenue projections are assumed at 1% based
on historical trends.
General Fund expenditure projections
assume a 2% growth in each operational area in 2018 and beyond.
Current and future projections for CIP include a transfer from the General Fund. These projections will not fill the gap that exists with the CIP discussed
in the Budget Message.
Equipment Replacement Fund will be
funded by a transfer from the General Fund when funds are available.
Projections for the Channel 8 reserve average $38,000 annually in PEG fee payments.
Disclaimer - this long-range financial plan is
intended for illustrative purposes only and is
subject to change during the annual budget
development.
57 2017 Adopted Budget
Financial Obligations
All of the City of Wheat Ridge’s debt service and financial obligations are appropriated for each
budget year, whether or not they are legally classified as debt. In Colorado, Certificates of
Participation (COP) and lease purchase agreements are not considered debt. The City has no
outstanding bonds as of December 31, 2015.
Community Solar Garden
The City has a lease purchase agreement to purchase electric generating capacity in a solar garden
in partnership with Xcel Energy. The payments are made as part of the Central Charges program
budget. As of December 31, 2015, the City has a capital lease outstanding amount of
$1,155,742.07. The following table is a list of lease purchases as of December 31, 2015:
Long‐Term Debt Lease Payments Balance
Community Solar Garden Note $800,000
Total $800,000
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. The
solar power capacity is recorded as capital assets in the amount of $776,628. A portion of the loan
proceeds was used to pay issuance costs of $23,372. Annual payments of $80,167.08, including
principal and interest accruing at 5.75%, are due on June 1, 2015 to May 1, 2030. For its participation,
the City receives energy credits to be used against energy consumption at various facilities.
Financial Obligations Year Interest Principal Total
Community Solar Garden Note 2015 27,322.90 19,441.23 46,764.13
2016 44,561.34 35,605.74 80,167.08
2017 42,429.22 37,737.86 80,167.08
2018 40,169.41 39,997.67 80,167.08
2019 37,774.27 42,392.81 80,167.08
2020 35,235.71 44,931.37 80,167.08
2021 32,545.14 47,621.94 80,167.08
2022 29,693.46 50,473.62 80,167.08
2023 26,671.01 53,496.07 80,167.08
2024 23,467.57 56,699.51 80,167.08
2025 20,072.31 60,094.77 80,167.08
2026 16,473.73 63,693.35 80,167.08
2027 12,659.65 67,507.43 80,167.08
2028 8,617.19 71,549.89 80,167.08
2029 4,332.67 75,834.41 80,167.08
2030 480.62 32.922.33 33,402.95
Community Solar Garden Note Total $402,506.20 $800,000.00 $1,202,506.20
58 2017 Adopted Budget
59 2017 Adopted Budget
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.
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, elected 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
About General Government
2017
Budget Priorities
To focus on the Mayor and City
Council’s key strategic
prioritized goals of:
Economically Viable
Commercial Areas
Financially Sound City
Providing Quality Service
Choice of Desirable
Neighborhoods
More Attractive Wheat
Ridge
Mayor Joyce Jay with City Manager, Mayor,
Councilmembers and Governor Hickenlooper at the
signing of House Bill 16‐1027 Fighting Elder Abuse,
sponsored by Representative Jessie Danielson.
(l to r) Deputy City Clerk Robin Eaton, Mayor Jay, and Janice
Smothers, administrative assistant to the Mayor and City
Council.
60 2017 Adopted 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; each geographic Council District is represented by two Council members. The
duties of the elected Council include:
Serve as the legislative and policy‐making body of the City in a Council‐Manager form
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 and encourage
community involvement
Conduct regular public Council meetings, study sessions and special meetings
Sign official documents and agreements on behalf of the City
2016 Strategic Accomplishments
Conducted strategic planning for the Transit Orientated Development (TOD) around
the G Line Wheat Ridge‐Ward Station
Supported TLC program (traffic safety, life quality and crime prevention) in building
strong neighborhoods and a sense of community
Engaged in storm water review analysis
Revisited 38th Avenue Corridor Plan
Continued to expand pedestrian paths and bike ways in the City
Identified communication enhancements through the Mayor’s Community Exchange
Committee
2017 Strategic Priorities
Continue to develop the TOD around the Wheat Ridge‐Ward Station
Update the 2010 Bicycle and Pedestrian Master Plan
Update the Neighborhood Revitalization Strategy
Establish the Mayor’s Cultural Art direction for the City
61 2017 Adopted Budget
01‐102 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Mayor ‐ 1 position Elected Elected Elected Elected
Council Member ‐ 8 positions Elected Elected Elected Elected
Administrative Assistant 1111
1111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $162,693 $163,200 $163,469 $163,219
Materials and Supplies $1,373 $1,550 $1,550 $1,550
Other Services and Charges $255,564 $278,722 $275,132 $292,650
Capital Outlay $0 $0 $0 $0
$419,630 $443,472 $440,151 $457,419
Staffing and Financial Summary
Total 2017 Budget by Object
Legislative Services
Personnel
Services
34%
Materials
and
Supplies …Other Services &
Charges 65.5%
62 2017 Adopted Budget
General Government
City Attorney
01‐107
Core Business
Counsel and advise the City Council, City Manager, boards and commissions and
department directors on the legal implications of contemplated policy and administrative
decisions
Prepare and review City ordinances, contracts, and intergovernmental agreements
Provide legal advice to all City departments on contracting issues, to Human Resources
on personnel matters, and to the Police Department on intergovernmental agreements
and new legislation
Represent the City in litigation in state and federal courts and before local and state
administrative agencies
Conduct legal training and other educational programs related to compliance with the
City 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 for the City
2016 Strategic Accomplishments
Revised City contracts to conform to current law and streamline contract administration
Minimized City exposure to liability claims
Advised the City in modernizing its regulations in areas of transition: commercial mobile
radio service, marijuana, sign code, and changes mandated by state law
Advised the City concerning complex code compliance issues
Assisted the Council, City Clerk and staff in submitting ballot question(s) for the 2016
coordinated election
2017 Strategic Priorities
Implement Council priorities
Address changes in Municipal Court procedure made necessary by recent legislation and
federal litigation
63 2017 Adopted Budget
01‐107 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
City Attorney Contracted Contracted Contracted Contracted
Contracted Contracted Contracted Contracted
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $0$0$0$0
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $278,903 $298,000 $298,000 $300,000
Capital Outlay $0 $0 $0 $0
$278,903 $298,000 $298,000 $300,000
Staffing and Financial Summary
Total 2017 Budget by Object
City Attorney
Other Services
and Charges
100%
64 2017 Adopted Budget
01‐610 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
No Staff Authorized 0000
0000
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $2,297,544 $2,318,485 $2,319,085 $2,250,321
Materials and Supplies $39,190 $47,250 $43,200 $52,500
Other Services and Charges $381,737 $654,799 $286,454 $714,760
Capital Outlay $0 $0 $0 $0
Debt Service $846,764 $80,167 $80,167 $80,167
$3,565,236 $3,100,701 $2,728,906 $3,097,748
Staffing and Financial Summary
Total 2017 Budget by Object
Central Charges
Personnel
Services
74%
Materials and
Supplies
2%
Other Services
and Charges
24%
65 2017 Adopted Budget
City Treasurer’s Office
About the Office of the City Treasurer
01‐101
Jerry DiTullio, City Treasurer
2017
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
Transition newly‐elected City
Treasurer to office
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 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.
66 2017 Adopted Budget
City Treasurer
01‐101
Core Business
Invest all City funds
Manage investments to maintain a stable, revenue‐enhancing portfolio
Monitor City’s available cash on a daily basis
Sign all City checks and approve purchase orders
Serve as the City Internal Auditor
Perform all other duties as may be required by ordinance
Work with City Council on tax code changes and enhancements via ordinance
2016 Strategic Accomplishments
Transitioned new treasurer into the office
Updated City website with more tax code information and processes
Added new financial reporting methods for the public and City Council via the Total Funds
Report, Monthly Financial Report and miscellaneous financial reports
Implemented the rounding of amounts to the nearest dollar on all tax returns.
Worked with City Council to pass Ordinance 1597 to bring the City of Wheat Ridge’s tax
code and policies in line with state and national best practices. The ordinance caps the
interest on delinquent taxes at 18% and permits the City Treasurer or a designee to
waive interest down to 6%
Created survey to poll sales tax collecting businesses on what they prefer to use when
paying those taxes, e.g. online or mail‐in
2017 Strategic Priorities
Identify and implement cost saving measures and develop more effective methods for
businesses to pay their sales tax online
Work with City Manager and City Council to issue bonds on four voter‐approved capital
investment projects
67 2017 Adopted Budget
01‐101 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
City Treasurer Elected Elected Elected Elected
Elected Elected Elected Elected
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $32,335 $32,378 $32,378 $32,378
Materials and Supplies $736 $600 $600 $300
Other Services and Charges $1,438 $2,800 $2,700 $3,700
Capital Outlay $7,500 $7,500 $7,500 $7,500
$42,010 $43,278 $43,178 $43,878
Staffing and Financial Summary
Total 2017 Budget by Object
City Treasurer
Personnel Services
74%
Materials and
Supplies
1%
Other Services and
Charges
8%
Capital Outlay
17%
68 2017 Adopted Budget
69 2017 Adopted Budget
City Clerk’s Office
About the City Clerk’s Office
01‐108
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, and to 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, the fulfillment
of public record requests, and the applications for
volunteer Boards and Commissions.
2017
Budget Priorities
Attain certification for
Deputy Clerk
Develop an educational
program for liquor and
amusement license
holders
Upgrade secure storage
of permanent hardcopy
records
City Clerk
Elected
City Clerk’s Office
Deputy
City Clerk
City Clerk Janelle Shaver and
Deputy City Clerk Robin Eaton
Boards and Commissions Appreciation Dinner
70 2017 Adopted Budget
City Clerk’s Office
01‐108
Core Business
Maintain records of City ordinances, resolutions, deeds, easements and official
documents, 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
Coordinate with Jefferson County for all municipal, primary, and general elections
Record and maintain 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
Manage the application and appointment process for the City’s eleven boards and
commissions
Administer yearly destruction of records per the Colorado Model Municipal Records
Retention Schedule
2016 Strategic Accomplishments
Deputy Clerk began the Colorado Municipal Clerks Association (CMCA) Institute three‐
year City Clerk Academy
City Clerk attended International Institute of Municipal Clerk’s annual conference in
Omaha, NE
Completed searchable spreadsheets with all ordinances and resolutions
Upgraded secure storage of permanent hardcopy records
2017 Strategic Priorities
Continue digital archiving of City records in order to ensure all records are permanently
backed up in digital form
Develop a program of continuing education for liquor and amusement licensees
Continue certification for the Deputy Clerk
Make further upgrades to the secure storage of permanent hard copy records
Increase efficiency of the Clerk’s Office staff through continued training and education
71 2017 Adopted Budget
01‐108 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
City Clerk Elected Elected Elected Elected
Deputy City Clerk 1 1 1 1
1111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $84,182 $83,549 $82,160 $81,727
Materials and Supplies $2,500 $1,800 $1,800 $1,800
Other Services and Charges $25,126 $70,850 $69,200 $70,200
Capital Outlay $0 $0 $0 $0
$111,808 $156,199 $153,160 $153,727
Staffing and Financial Summary
Total 2017 Budget by Object
City Clerk's Office
Personnel
Services
53%
Materials and
Supplies
1%
Other Services
and Charges
46%
72 2017 Adopted Budget
73 2017 Adopted Budget
City Manager’s Office
About the City Manager’s Office
01‐106
Ribbon‐cutting for Clear Creek Trailhead and Kipling
Trail Improvements
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 also serves as the Executive Director of
Renewal Wheat Ridge, with the Economic Development
and Urban Renewal Manager reporting to him. The City
Manager, Director of Community Development and
Economic Development Manager work collectively to
promote and market Wheat Ridge, retain and attract
retail activity, rehabilitate underutilized commercial
corridors, and increase primary job opportunities.
2017
Budget Priorities
Engage development and
redevelopment
opportunities throughout
the City
Issue bonds in the amount of
$33 million for four, voter‐
approved capital investment
projects
Develop a comprehensive
strategy focused on
revitalization of the Kipling/I‐
70 corridor
City Manager Patrick Goff
74 2017 Adopted Budget
City Manager’s Office
01‐106
Core Business
Provide overall administration for City in accordance with City Council goals and policies
Manage and supervise departments, agencies and offices to achieve goals with available
resources
Provide oversight in preparation and execution of budget
Manage and direct economic development programs within the City of Wheat Ridge
Provide effective communication with City Council, employees and citizens
Ensure organizational expectations are incorporated into daily work processes
2016 Strategic Accomplishments
Created a unified vision for the Gold Line transit oriented development (TOD) site to
inform future development and investment and to encourage redevelopment
Finalized all approvals for the Corners at Wheat Ridge redevelopment project increasing
the City’s tax base and providing new housing and retail opportunities
Finalized negotiations with Wazee Partners for the WestEnd 38 project which will bring
new rental housing and retail opportunities to the community
Increased sales and use tax rate for 12 years by .50% to raise $33 million for four
community improvement projects including Anderson Park, Gold Line TOD station,
Wadsworth Boulevard and Clear Creek Crossing development project
2017 Strategic Priorities
Negotiate development agreement for the Clear Creek Crossing site, a mixed‐use
development project including office, residential, hospitality, retail and entertainment
Facilitate a discussion with the community and City Council regarding an update to the
Neighborhood Revitalization Strategy report to create a vision and action items for the
next decade
Issue bonds in the amount of $33 million for four, voter‐approved capital investment
projects including improvements to Anderson Park, public amenities and public
infrastructure for the Gold Line TOD site, widening of Wadsworth Boulevard and
transportation infrastructure improvements for the Clear Creek Crossing development
Develop a comprehensive strategy focused on revitalizing the Kipling/I‐70 corridor and
reducing police and code enforcement activity in the area
75 2017 Adopted Budget
01‐106 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
City Manager 1111
1111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $190,165 $199,645 $198,952 $206,649
Materials and Supplies $15 $600 $250 $500
Other Services and Charges $72,890 $119,311 $99,137 $165,785
Capital Outlay $0 $0 $0 $1,000
$263,070 $319,556 $298,339 $373,934
Staffing and Financial Summary
Total 2017 Budget by Object
City Manager's Office
Personnel
Services
63.5%
Materials and
Supplies
0.1%
Other Services
and Charges
45%
Capital Outlay
0.4%
76 2017 Adopted Budget
Economic Development
01‐105
Core Business
Retention, expansion and attraction of business
Assist in site location, development, and building requirements
Marketing of City and its economic development programs
Monitor and process accounting for ESTIP and BDZ agreements
Provide staff leadership to the Wheat Ridge Urban Renewal Authority
2016 Strategic Accomplishments
Processed tax increment financing (TIF) for development of Wheat Ridge Corners at the S.W.
corner of Wadsworth Boulevard and W. 38th Avenue
Processed TIF for property along W. 38th Avenue between Upham Street and High Court for
development of a mixed‐use project
Worked to develop opportunities within the Transit Oriented Development (TOD) site along the
new G Line
Processed and assisted in land development for Clear Creek Crossing, N.E. corner of Kipling Street
and 44th Avenue, the Ridge at 38, and Town Center North
Marketed Wheat Ridge through regional cooperation with Jefferson County Economic
Development Committee and the Metro Denver Chamber of Commerce
2017 Strategic Priorities
Advance the priorities of Renewal Wheat Ridge (RWR) through redevelopment at West End 38,
the Corners at Wheat Ridge, 38th Avenue, lot three at Town Center, business grants, and
marketing of RWR
Market the redevelopment of the Transit Oriented Community at the Wheat Ridge‐Ward station
Assist with the development and attraction of business to Clear Creek Crossing
Work with Jefferson County Business Resource Center and JeffCo Economic Development
Corporation to attract new and support existing business in Wheat Ridge, Jefferson County and
the Metro Denver Region
Work to develop business districts within the areas defined as The Ridge at 38, West 29
Marketplace, and the 44th Avenue Corridor
Assist in the development of a new Neighborhood Revitalization Strategy (NRS) and update the
Economic Development Strategic Plan
77 2017 Adopted Budget
01‐105 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
1111
1111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $112,407 $110,947 $110,947 $110,947
Materials and Supplies $5,824 $7,650 $7,620 $10,850
Other Services and Charges $1,225,308 $1,641,781 $1,440,426 $1,500,115
Capital Outlay $0 $0 $0 $0
$1,343,539 $1,760,378 $1,558,993 $1,621,912
Staffing and Financial Summary
Total 2017 Budget by Object
Economic Development
Economic Development Manager
Personnel
Services
7%
Materials and
Supplies
1%
Other Services
and Charges
92%
78 2017 Adopted Budget
79 2017 Adopted Budget
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, code and
animal violations, and domestic violence matters.
Most criminal matters carry up to a $1,000 fine and
up to one year in jail. The Court Clerk’s Office is
open full‐time Monday through Friday. Court is in
session three days per week, and trials to 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, to
protect the public, deter criminal conduct and
provide restitution to victims.
2017
Budget Priorities
Develop and expand
alternatives to
sentencing
Build teamwork and
rapport of Court team
members
Improve Courtroom
security and efficiency
The majority of a court’s budget is human
resources. Wheat Ridge Municipal Court
recognizes this and understands
that its team members are its
most valuable asset.
Municipal Court Judge Christopher Randall and staff
80 2017 Adopted Budget
Municipal Court
01‐109
Core Business
Create, maintain, and adjudicate case filings for criminal, traffic, juvenile, domestic
violence, nuisance, property abatement, animal control, and sales tax
Conduct 145 full day Court sessions for various hearings, arraignments, pre‐trials, trials
by judge, trials by jury, probation compliance, restitution, and sentencing
Process domestic violence violations on a fast‐track basis, and monitor state‐mandated
counseling program; monitor compliance with probation and sentencing conditions
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, transport prisoners, monitor number of
prisoners, length of sentence, and establish bonds.
Issue bench warrants, default judgments, and outstanding judgment warrants
Operate diversion program for first‐time juvenile drug and alcohol offenders
Maintain a secure courtroom
Process administrative appeal hearings for code violations
Maintain sensitivity to vulnerable populations
Monitor sentencing compliance
Establish payment plans and other alternative forms of sentence compliance
2016 Strategic Accomplishments
Developed a proactive, supportive process to approach juvenile cases
Improved the efficiency of the Court management software
Implemented a collections program
Monitored and modified payment plans with a sensitivity to distressed populations.
Developed a program to comply with new law on the due process required for monetary
payments in contempt proceedings
2017 Strategic Priorities
Remodel courtroom and Court office areas
Implement on‐line payments
Comply with new law requiring appointment of counsel for in‐custody detainees
Modify sentencing ideology to focus on non‐monetary and treatment‐oriented practices
81 2017 Adopted Budget
01‐109 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Municipal Judge Contracted Contracted Contracted Contracted
Court Administrator 1111
Deputy Court Administrator 0111
Deputy Court Clerk II 3333
Deputy Court Clerk I 3.875 3 3 3
Probation Officer 1111
Court Marshal 1.26 1.25 1.25 1.25
10.135 10.25 10.25 10.25
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $764,617 $813,918 $801,612 $852,690
Materials and Supplies $21,050 $23,630 $23,000 $23,000
Other Services and Charges $29,252 $38,285 $34,400 $52,055
Capital Outlay $0 $1,500 $1,500 $3,000
$814,918 $877,333 $860,512 $930,745
Staffing and Financial Summary
Total 2017 Budget by Object
Municipal Court
Personnel
Services
91.6%
Materials and
Supplies
2%
Other Services
and Charges
6%
Capital Outlay
0.4%
82 2017 Adopted Budget
83 2017 Adopted Budget
Administrative Services
About Administrative Services
2017
Budget Priorities
Implement fourth year of
Pay‐for‐Performance Plan
Research new financial
management software
Implement online
scheduling and software
Enhance the City’s on‐
boarding process for new
employees
The Administrative Services Department oversees and
directs the operations of Finance, Human Resources,
Sales Tax, Purchasing, Information Technology, Risk
Management, Budget, the Public Information Office,
Front Desk Reception, and the Safety/Wellness
Programs.
Administrative Services Director Heather Geyer
and staff
84 2017 Adopted Budget
2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Finance 3333
Public Information 0 1 1.5 1.5
Administrative Services 4444
Human Resources 3333
Sales Tax 3333
Purchasing and Contracting 1.5 1.5 1.5 1.5
Information Technology 6 6 5.5 5.5
20.5 21.5 21.5 21.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $1,601,022 $1,731,338 $1,725,548 $1,770,554
Materials and Supplies $37,509 $49,100 $36,696 $38,336
Other Services and Charges $1,394,942 $1,611,271 $1,570,423 $1,585,097
Capital Outlay $236,116 $254,130 $233,395 $436,295
$3,269,589 $3,645,839 $3,566,062 $3,830,282
Staffing and Financial Summary
Total 2017 Budget by Object
Administrative Services
Personnel
Services
46%
Materials and
Supplies
1%
Other Services
and Charges
41%
Capital Outlay
12%
85 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Finance $242,219 $302,449 $291,114 $265,836
Public Information $153,499 $308,224 $290,164 $300,406
Administrative Services $379,634 $382,194 $377,596 $395,572
Human Resources $470,109 $578,212 $578,072 $547,774
Sales Tax $235,912 $317,417 $304,524 $288,742
Purchasing and Contracting $114,615 $123,176 $122,692 $126,342
Information Technology $1,673,601 $1,634,167 $1,601,900 $1,905,610
$3,269,589 $3,645,839 $3,566,062 $3,830,282
Total Budget by Program
Total 2017 Budget by Program
Administrative Services
Finance
7%
Public
Information
8%Administrative
Services
10%
Human
Resources
14%
Sales Tax
8%
Purchasing and
Contracting
3%
Information
Technology
50%
86 2017 Adopted Budget
Administrative Services
Director
HR Manager
Purchasing &
Contracting
Agent
Assistant to the
City Manager
Sales Tax
Supervisor
Executive
Assistant IT Manager
Business Partner
(2)Purchasing
Tech (.5)Accounting
Tech
Payroll
Specialist
Sales Tax Auditor
GIS Analyst
IT Technician
(.5)
Network
Administrator
Sr. IT Support
Tech (2)
Administrative
Support Tech
Sales Tax Tech
Administrative Services
Accounting
Manager
Public
Information
Officer *
Website Editor
(.5)
*This position is accounted for under
the Administrative Services Department.
It supports the entire City, including the
Police Department.
87 2017 Adopted Budget
88 2017 Adopted 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, Sales Tax, 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
2016 Strategic Accomplishments
Recruited and hired an Accounting Manager and City‐wide Public Information Officer
Shifted payroll to arrears
Received GFOA Distinguished Budget award for the 2016 Annual Budget
Implemented year four of Priority Based Budgeting
Created new Outside Agency Review Committee as part of the annual budget process to
evaluate external organization requests for funding
Launched new online citizen engagement tool called Balancing Act as part of annual
budget process
2017 Strategic Priorities
Continue year two of Outside Agency Review Committee
Research new financial management software options
Implement online time and labor system
Development of key performance indicators for inclusion in the 2018 budget
89 2017 Adopted Budget
01‐111 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Administrative Services Director 1111
Executive Assistant 1111
Assistant to the City Manager 0111
Management Analyst 1000
Operations Support Technician II 1111
4444
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $317,200 $330,489 $330,541 $347,187
Materials and Supplies $5,666 $1,000 $1,055 $1,500
Other Services and Charges $56,509 $50,705 $46,000 $46,885
Capital Outlay $259 $0 $0 $0
$379,634 $382,194 $377,596 $395,572
Staffing and Financial Summary
Total 2017 Budget by Object
Administrative Services
Personnel
Services
87%
Materials and
Supplies
0.5%
Other Services
and Charges
12.5%
90 2017 Adopted Budget
Administrative Services
Finance
01‐103
Core Business
Process daily revenue from all City sources
Manage accounts payable and respond to vendor inquiries
Process bi‐weekly payroll
Manage the general ledger accounting system
Track, record and prepare statements for acquisitions and dispositions of fixed assets
Prepare audit work papers and work with outside auditors on producing the
comprehensive annual financial report
Monitor, enforce and recommend adjustments to internal controls
Prepare accurate and timely monthly financial statements and reports
Provide strategic financial analysis to the Executive Management Team
2016 Strategic Accomplishments
Recruited, hired and trained Accounting Manager
Worked with HR to select an online scheduling system
Worked with HR to adjust payroll processing to one week in arrears
2017 Strategic Priorities
Identify and automate manual processes within the accounting division
Implement new time and attendance software
Issue request for information (RFI) for new Enterprise Resource Planning (ERP) software
Identify and implement timeline for monthly accounting closing process
Work with Executive Management Team to develop key performance indicators in
preparation of the 2018 budget
91 2017 Adopted Budget
01‐103 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Accounting Manager 0011
Accounting Supervisor 1100
Accounting Technician 1111
Payroll Specialist 0111
Payroll Technician 1000
3333
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $194,834 $230,652 $222,422 $201,239
Materials and Supplies $2,496 $3,000 $3,000 $3,000
Other Services and Charges $44,889 $68,402 $65,297 $61,597
Capital Outlay $0 $395 $395 $0
$242,219 $302,449 $291,114 $265,836
Staffing and Financial Summary
Total 2017 Budget by Object
Finance
Personnel
Services
79%
Materials and
Supplies
1%
Other Services
and Charges
20%
92 2017 Adopted Budget
Administrative Services
Human Resources
01‐112
Core Business
Oversee personnel functions such as resource administration, job classification and
compensation, employee relations, recruitment, selection and retention
Provide personnel policy development, administration, direction, and guidance
Provide program development, administration, direction and guidance for performance
systems, employee benefits and training
Oversee retirement plans, health, wellness, safety, educational, and recognition
programs, employee assistance programs, worker’s compensation, and unemployment
Serve as strategic partner in organizational development planning, leadership and
cultural development, workforce and succession planning, training, performance and
change management
2016 Strategic Accomplishments
Successfully converted the City to a standard bi‐weekly payroll in preparation for
implementing an online time and attendance system.
Enhanced usage of the City’s Learning Management System to support compliance and
professional development
Conducted 2016 Pay‐for‐Performance market analysis
Revised and implemented the City’s 2016 Personnel Policy Manual
2017 Strategic Priorities
Develop a strategic succession planning program to ensure sustainable organizational
leadership
Enhance wellness program to include dependent‐focused initiatives
Enhance the City’s on‐boarding process to engage and support new employees
93 2017 Adopted Budget
01‐112 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Human Resources Manager 1111
Human Resources Business Partner0222
Senior HR Analyst 1000
Human Resources Analyst 1000
3333
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $276,562 $325,216 $326,133 $308,820
Materials and Supplies $1,642 $4,500 $4,500 $5,100
Other Services and Charges $191,447 $248,496 $247,439 $233,854
Capital Outlay $457 $0 $0 $0
$470,109 $578,212 $578,072 $547,774
Staffing and Financial Summary
Total 2017 Budget by Object
Human Resources
Personnel
Services
54%
Materials and
Supplies
0.9%
Other Services
and Charges
45.1%
94 2017 Adopted Budget
Administrative Services
Public Information Officer (PIO)
01‐113
Core Business
Serve as the liaison between the City and the news media to coordinate the release
of information to the public
Promote the City in a positive manner though social, written and verbal
communications to include websites, press releases, Facebook, newsletter, video
promotions, interviews, etc.
Monitor and release information about public safety issues and criminal activity
Monitor website pages, community newsletter and social media sites for City
departments
Publicize, coordinate and promote events within the community
Publicize, coordinate and promote City promotions, recognitions and events
Manage WRTV, channel 8 equipment and content and related video projects
Manage media partnerships, contractors and franchise agreements
Monitor and update branding for the City and provide guidance on general style and
usage of logo and images
Support and advise Mayor, Council and elected officials on media communications
2016 Strategic Accomplishments
Increased the City’s social media presence on Facebook and Twitter
Upgraded and redesigned the City Website
Partner with RTD FastTracks to celebrate the completion of the Gold Line and open
the Ward Road Commuter Rail station
Partnered with Community Development and Public Works on implementing the 38th
Avenue public engagement strategy
Hosted ribbon‐cutting for Kipling Trail improvements
Partnered with police and fire for pedestrian safety video
2017 Strategic Priorities
Continue to increase the City’s social media presence on Facebook and Twitter
Support City Departments in public outreach efforts
95 2017 Adopted Budget
01‐113 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Public Information
Officer/Communications Manager 0111
Web & Imaging Technician 0 0 0.5 0.5
011.51.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $12,002 $73,956 $71,956 $133,644
Materials and Supplies $0 $500 $100 $500
Other Services and Charges $141,497 $228,768 $213,108 $166,262
Capital Outlay $0 $5,000 $5,000 $0
$153,499 $308,224 $290,164 $300,406
Staffing and Financial Summary
Total 2017 Budget by Object
Public Information
Personnel
Services
26.5%
Materials and
Supplies
0.5%
Other Services
and Charges
73%
96 2017 Adopted Budget
Administrative Services
Sales Tax
01‐115
Core Business
Advises on, administers and maintains licensing of all business activity, marijuana
businesses, kennels, and exempt institutions
Assists citizens with form completion and compliance methods and remedies
Educates via publications, individual assistance and a comprehensive website
Administers processes and collects sales, use, admissions, lodging, liquor and
telecommunications occupation taxes, and advises on pertinent code and regulations
Enforces requirements of the law regarding delinquent taxes and licenses
Verifies and remedies tax compliance through audits
Monitors and reports on revenues of the Enhanced Sales Tax Incentive program
2016 Strategic Accomplishments
Updated the procedure and process materials to improve service sustainability
Supported voluntary revenue collection by expanding and updating industry‐specific
educational materials
Improved the business licensing process in collaboration with multiple City divisions and
departments
Coordinated four contract audits of projects within the City
Developed new materials in response to the adoption of simplified rules for tax and
licensing of special events
2017 Strategic Priorities
Increase marketing to grow the number of online filings and improve the efficiency of
processing returns
Develop an online form to increase the data quality of business license applications and
improve the efficiency of approvals
Implement new rates on all forms and informational materials and conduct three
taxpayer education classes to enhance compliance with new sales tax rates
97 2017 Adopted Budget
01‐115 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Sales Tax Supervisor 1111
Sales Tax Auditor 1111
Sales Tax Technician 1111
3333
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $196,408 $195,110 $195,109 $182,619
Materials and Supplies $14,179 $24,310 $12,251 $12,711
Other Services and Charges $24,876 $97,997 $97,164 $93,412
Capital Outlay $450 $0 $0 $0
$235,912 $317,417 $304,524 $288,742
Staffing and Financial Summary
Total 2017 Budget by Object
Sales Tax
Personnel
Services
63%
Materials and
Supplies
5%Other Services
and Charges
32%
98 2017 Adopted Budget
Administrative Services
Purchasing and Contracting
01‐116
Core Business
Manage procurement transactions: supplier sourcing, contract and purchase order
content, purchasing card program, tele‐communication program and surplus disposal
Determine appropriate procurement method for purchase of goods, professional
services, and construction services
Work with departments to develop technical bid specifications or statement 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 of consultant and supplier services for on‐call and other multi‐year
agreements
Uphold the Universal Public Procurement Certification Council (UPPCC) code of ethics
2016 Strategic Accomplishments
Researched use of the ADG electronic requisition feature to prepare for implementation
Increased visibility of the City and this division by providing leadership services to the
MAPO community (Multiple Assemble of Procurement Officers – a cooperative bid entity
representing communities across Colorado) and representing the City at the national
procurement conference
2017 Strategic Priorities
Leverage technology and procurement resources, such as implementing electronic
requisitions
Prepare materials and provide purchasing training and review of document uses with
team leaders and support staff
Improve alignment of purchasing limits and approvals
99 2017 Adopted Budget
01‐116 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Purchasing and Contracting Agent1111
Purchasing Technician 0.5 0.5 0.5 0.5
1.5 1.5 1.5 1.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $97,049 $99,916 $99,887 $103,667
Materials and Supplies $943 $990 $990 $975
Other Services and Charges $15,744 $22,270 $21,815 $21,100
Capital Outlay $880 $0 $0 $600
$114,615 $123,176 $122,692 $126,342
Staffing and Financial Summary
Total 2017 Budget by Object
Purchasing and Contracting
Personnel
Services
82%
Materials and
Supplies
1%
Other Services
and Charges
17%
100 2017 Adopted 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 computers
Select and test software for City computers
Maintain inventory of computers and software
Negotiate technology contracts & service level agreements with providers
Assist departments with special software projects
Provide backup and disaster recovery for server and telephone system
Insure security, reliability and integrity of the technology system
2016 Strategic Accomplishments
Connected the City to Jefferson County fiber optic public safety network
Procured regional records management system project; ETA 2017
Planned for implementation of regional computer‐aided dispatch system
Moved existing software applications to web interface system
Upgraded firewall and infrastructure to increase security and resiliency
Upgraded video camera system to work from remote locations
Implemented a new recreation reservation system
Implemented advanced authentication for FBI requirements
Replaced and upgraded police interview room recording system
2017 Strategic Priorities
Upgrade the Enterprise email system with new hardware and software
Implement electronic time sheets and payroll automation via web interface
Install Windows 10 and Office 2016 throughout the enterprise
Upgrade or replace asset management system for Enterprise
Install a police scheduling software package
Install a regional records management system
Begin implementing regional computer‐aided dispatch system
101 2017 Adopted Budget
01‐117 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
IT Manager 1111
Network Administrator 1111
Sr. IT Support Technician 2222
GIS Analyst 0111
GIS Specialist 1000
IT Technician 0 1 0.5 0.5
Web & Imaging Technician 0.5 0 0 0
Help Desk Technician 0.5 0 0 0
665.55.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $506,967 $475,999 $479,500 $493,378
Materials and Supplies $12,583 $14,800 $14,800 $14,550
Other Services and Charges $919,981 $894,633 $879,600 $961,987
Capital Outlay $234,070 $248,735 $228,000 $435,695
$1,673,601 $1,634,167 $1,601,900 $1,905,610
Staffing and Financial Summary
Total 2017 Budget by Object
Information Technology
Personnel
Services
26%
Materials and
Supplies
1%
Other Services
and Charges
50%
Capital Outlay
23%
102 2017 Adopted Budget
103 2017 Adopted Budget
Community Development
About Community Development
Ken Johnstone
Community Development
Director
2017
Budget Priorities
Manage the completion of the
adaptive re‐use of the historic
Fruitdale School
Expand web‐based public
access to building permitting
and inspections
Facilitate redevelopment of
priority sites across the City
Facilitate redevelopment along
major transportation corridors
Process land use entitlements
for Clear Creek Crossing project
Promote and facilitate
development opportunities at
Wheat Ridge‐Ward Station
Planning staff
Development opportunities around Wheat Ridge‐Ward Station
A portion of the future public infrastructure will be funded from
the $12 million generated by the temporary sales tax increase
passed by voters in 2016
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 and includes long range
planning, current planning and zoning services,
building permits/inspections and hotel/motel and
housing inspections.
104 2017 Adopted Budget
2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Administration 1111
Planning 0000
Building 1111
Long Range Planning 1111
3333
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $734,673 $795,146 $781,501 $947,432
Materials and Supplies $4,309 $6,593 $5,208 $5,110
Other Services and Charges $376,584 $429,822 $401,877 $214,001
Capital Outlay $466 $500 $500 $2,340
$1,116,032 $1,232,061 $1,189,086 $1,168,883
Staffing and Financial Summary
Total 2017 Budget by Object
Community Development
Personnel
Services
81%
Materials and
Supplies
1%
Other Services
and Charges
20.5%
Capital Outlay
.5%
105 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Administration $207,369 $216,267 $211,467 $213,043
Planning $191,190 $246,895 $244,687 $231,533
Building $499,692 $543,163 $533,911 $508,458
Long Range Planning $217,781 $225,736 $199,021 $215,849
$1,116,032 $1,232,061 $1,189,086 $1,168,883
Total Budget by Program
Total 2017 Budget by Object
Community Development
Administration
18%
Planning
20%
Building
44%
Long Range
Planning
18%
106 2017 Adopted Budget
107 2017 Adopted Budget
108 2017 Adopted Budget
Community Development
Administration
01‐120
Core Business
Provide leadership for long range planning, development review and building permitting
Manage administrative activities pertaining to budget, records retention, purchasing,
public noticing and meeting minutes for four City Council appointed citizen boards and
commissions
Direct preparation of special plans and studies
Represent the City in public outreach efforts and regional real estate 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
2016 Strategic Accomplishments
Assisted the new Chief Building Official in filling staff vacancies and updating policies and
procedures
Facilitated implementation of 38th Avenue Corridor Plan priorities, including a new
streetscape concept and private sector investment program
Promoted development opportunities surrounding Wheat Ridge – Ward commuter rail
station, including presenting at ULI TOD marketplace real estate forum
Finalized development agreement to reuse the historic Fruitdale building and site and
assisted in securing all necessary public and private funding sources
Initiated amendments to City’s residential development standards to address community
concerns with the mass and scale of infill residential development
2017 Strategic Priorities
Promote redevelopment opportunities at Wheat Ridge‐Ward commuter rail station area,
funded in part by the temporary sales tax increase passed by voters in 2016
Facilitate development of Clear Creek Crossing mixed use project, also funded in part by
the temporary sales tax increase
Complete public/private rehabilitation/re‐use of historic Fruitdale building into mixed
income housing
Encourage and promote quality, mixed‐use infill development on 38th Avenue and in East
Wheat Ridge
109 2017 Adopted Budget
01‐120 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Community Development Director1111
Administrative Assistant 1111
2222
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $203,744 $210,104 $205,704 $206,188
Materials and Supplies $955 $1,108 $908 $1,000
Other Services and Charges $2,670 $5,055 $4,855 $5,055
Capital Outlay $0 $0 $0 $800
$207,369 $216,267 $211,467 $213,043
Staffing and Financial Summary
Total 2017 Budget by Object
Administration
Personnel
Services
97%
Materials and
Supplies
1%
Other Services
and Charges
2%
110 2017 Adopted Budget
Community Development
Planning
01‐121
Core Business
Review, analyze and process various land use and zoning applications such as rezoning,
subdivisions, site plans, special use permits and variances
Prepare and present land use cases for review and action by the Planning Commission,
Board of Adjustment and City Council in a timely manner
Provide direct assistance to citizens, businesses, developers and other departments and
agencies in all aspects of land use development
Develop zoning code amendments, subarea plans and comprehensive plan amendments
to respond to City Council’s land use policy direction
Serve as staff liaison to City Council, Planning Commission and Board of Adjustment
Review and approve building permits for compliance with the zoning and development
code and other guiding documents
2016 Strategic Accomplishments
Reviewed, researched and proposed residential bulk plane regulations
Reviewed, researched and proposed modification to the City’s commercial mobile radio
services and self‐ storage regulations
Reviewed, researched and performed outreach regarding accessory dwelling unit
regulations
Participated in implementation of increased code enforcement activity
Implemented improvements to the City’s pre‐application process
2017 Strategic Priorities
Expand participation in code enforcement efforts including the TLC program
Review, research and propose modifications to various sections of the zoning and
development code, including the City’s sign code and extended stay lodging regulations
Process land use entitlements applications for the Clear Creek Crossing project
111 2017 Adopted Budget
01‐121 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Senior Planner 1111
Planner II 1111
Planner I 1011
Planning Technician 0100
3333
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $181,230 $209,086 $209,086 $218,831
Materials and Supplies $1,364 $2,185 $1,450 $1,210
Other Services and Charges $8,596 $35,124 $33,651 $11,142
Capital Outlay $0 $500 $500 $350
$191,190 $246,895 $244,687 $231,533
Staffing and Financial Summary
Total 2017 Budget by Object
Planning
Personnel
Services
94%
Materials and
Supplies
0.7%
Other Services
and Charges
5%
Capital Outlay
0.3%
112 2017 Adopted Budget
Community Development
Building
01‐122
Core Business
Issue building permits and license contractors 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
Provide property‐related information and consultation to current and proposed
businesses related to alteration, expansion and relocation throughout the City
Hotel and Motel inspection program
2016 Strategic Accomplishments
Implemented in‐the‐field entering of inspection results through Surface Pro Real Time
Increased coordination and involvement in code enforcement efforts by other
departments and divisions, including the new City Council directed TLC program
Maintained established plan review and inspections timeframes during a third
consecutive, record‐breaking year for building permit and inspections volume
Increased maximum amount allowed for credit card charges accommodating larger value
homeowner permits
Streamlined process for inspection requests
Implemented on‐line contractor licensing
Updated Building Inspections web page and hand outs
Expanded business hours from 7 am to 5 pm (previously 7‐4)
2017 Strategic Priorities
Expand the public’s web‐based access to permitting, plan review and inspections
Continue to partner with property owners and developers on the reuse and repurposing
of existing buildings
Implement electronic plan review
Cross train staff in building inspections, permitting and plan review
Expand over‐the‐counter permit review throughout the week
113 2017 Adopted Budget
01‐122 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Chief Building Official 1111
Plans Examiner/Inspector 1222
Combination Inspector 2111
Senior Permit Technician 0111
Permit Technician 1111
5666
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $269,224 $294,891 $285,646 $437,679
Materials and Supplies $1,948 $2,600 $2,600 $2,400
Other Services and Charges $228,520 $245,672 $245,665 $67,189
Capital Outlay $0 $0 $0 $1,190
$499,692 $543,163 $533,911 $508,458
Staffing and Financial Summary
Total 2017 Budget by Object
Building
Personnel
Services
84%
Materials and
Supplies
0.5%
Other Services
and Charges
15.5%
114 2017 Adopted Budget
Community Development
Long Range Planning
01‐123
Core Business
Manage the long range planning activities of the City to include preparing and updating
the comprehensive plan and subarea plans
Implement recommendations of comprehensive plan and subarea plans
Oversee activities and projects of the Wheat Ridge Housing Authority (WRHA)
Oversee application and expenditure of Community Development Block Grant (CDBG)
funds and represent the City on the Community Development Advisory Board
Participate in special projects related to transportation planning and other regional
planning activities
2016 Strategic Accomplishments
Supported Cre8 Your 38 streetscape design process and subsequent design refinements
Supported implementation of Northwest Subarea Plan and ULI technical advisory panel
recommendations
Partnered with prospective purchaser/developer of Fruitdale School to determine
appropriate uses and obtain necessary entitlements for this mixed income historic
rehabilitation project
Contributed planning and urban design insights as part of project team to kick off the
Wadsworth Environmental Assessment – local match funded by $7 million from the
temporary sales increase passed by voters in 2016
2017 Strategic Priorities
Continue supporting implementation of the 38th Avenue Corridor Plan
Support catalytic CIP investment in the Northwest Subarea and implementation of the
subarea plan
Represent Community Development interests through the design phase of the
Wadsworth Environmental Assessment
Support developer’s work to finish Fruitdale School redevelopment
Support Housing Authority through strategic planning process
Develop scope of work for subarea planning process along next priority corridor
Review and process land use entitlements for the Corners at Wheat Ridge project at the
southwest corner of 38th and Wadsworth
115 2017 Adopted Budget
01‐123 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Long Range Planning 0000
0000
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $80,473 $81,065 $81,065 $84,734
Materials and Supplies $43 $700 $250 $500
Other Services and Charges $136,798 $143,971 $117,706 $130,615
Capital Outlay $466 $0 $0 $0
$217,781 $225,736 $199,021 $215,849
Staffing and Financial Summary
Total 2017 Budget by Object
Long Range Planning
Personnel
Services
49.5%
Materials and
Supplies
0.5%
Other Services
and Charges
60%
116 2017 Adopted Budget
117 2017 Adopted Budget
Police Department
About the Police Department
Police Chief Dan Brennan Honors young
citizen for his fundraising efforts
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 citizens 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.
2017
Budget Priorities
Provide timely and effective
law enforcement responses
for emergency and non‐
emergency assistance
Address traffic and quality of
life issues through education
and directed enforcement
Utilize a data‐driven
approach to reduce crime,
make roadways safer and
address quality of life issues
Improve service delivery
and efficiency through
regional partnerships
Research and implement
innovative solutions for
delivery of public safety
services
Coordinate and implement
comprehensive emergency
preparedness responses
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.
Crash & Traffic Team (CATT)
118 2017 Adopted Budget
2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Administration 5555
Grants 3111
Community Services Team 3333
Communications Center 11 13 13 13
Crime Prevention Team 2.5 3.5 2.5 2.5
Records Team 4666
Accreditation & Training 1111
Patrol Operations 47 45 45 48
Investigations Bureau 20212122
Crime & Traffic Team 5555
101.5 103.5 102.5 106.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $8,604,689 $8,986,180 $9,016,772 $9,069,143
Materials and Supplies $118,635 $125,204 $118,166 $105,249
Other Services and Charges $918,441 $822,435 $783,574 $803,224
Capital Outlay $23,329 $24,790 $21,900 $23,000
$9,665,095 $9,958,609 $9,940,412 $10,000,616
Staffing and Financial Summary
Total 2017 Budget by Object
Police Department
5.0 Community Service Officers; 1.0 Crime Prevention Officer and 0.5 Police Sergeant are funded out of
the Crime Prevention Fund.
Personnel
Services
88%
Materials and
Supplies
1%
Other
Services and
Charges
10%
Capital Outlay
1%
119 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Administration $794,292 $864,206 $869,288 $898,774
Grants $155,624 $130,783 $131,572 $159,153
Community Services Team $491,581 $407,860 $400,018 $297,148
Communication Center $731,897 $928,371 $926,331 $847,528
Crime Prevention Team $330,358 $237,994 $237,985 $239,036
Records Team $331,105 $358,915 $359,978 $365,609
Accreditation & Training $228,740 $301,479 $293,943 $301,229
Patrol Operations $4,178,537 $4,066,364 $4,058,661 $4,276,002
Investigations Bureau $2,038,453 $2,221,352 $2,221,351 $2,159,610
Crime & Traffic Team $384,508 $441,285 $441,285 $456,527
$9,665,095 $9,958,609 $9,940,412 $10,000,616
Total Budget by Program
Total 2017 Budget by Program
Police Department
Administration
9%Grants
2%
Community
Services Team
3%
Communication
Center
8%
Crime
Prevention
Team
2%
Records Team
4%
Accreditation &
Training
3%
Patrol
Operations
43%
Investigations
Bureau
22%
Crime & Traffic
Team
4%
120 2017 Adopted Budget
Police Department
Chief of Police
Division Chief
Patrol
Operations
Division Chief
Support Services
Administrative
Assistants
Patrol Bureau
Commander
East Sector
Patrol Bureau
Commander
West Sector
Investigations
Bureau
Commander
Patrol
Watch I
Crime and
Traffic Team
Crime
Prevention
Team
Property Crime
Team
Patrol
Watch II
Patrol
Watch III
Patrol
Team A
Patrol
Team B
School Resource
Officers
Patrol
Team A
Patrol
Team B
Patrol
Team A
Patrol
Team B
Police Support
Technician
SWAT
Team
Public
Information *
Emergency
Management
Communications
Bureau
Training
Unit
Property and
Evidence
Unit
Professional
Standards
Unit
Sex Offender
Registration
Records /
Telephone
Reporting Team
Crime Research
Analyst
Police Support
Technician
VICE/Intelligence
Metro Auto Theft
Task Force
(MATT)
Persons Crime
Team
Community
Services Team
Special
Investigations Unit
West Metro Drug
Task Force
*This position is accounted for under
the Administrative Services Department.
It supports the entire City, including the
Police Department.
121 2017 Adopted Budget
122 2017 Adopted Budget
Police Department
Administration
01‐201
Core Business
Provide overall administration for the Police Department’s emergency and non‐
emergency service delivery
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 education outreach efforts related to crime, traffic and
quality of life issues
Utilize financial resources fairly, efficiently and effectively to ensure quality core public
safety services
2016 Strategic Accomplishments
Initiated five problem‐solving programs in city neighborhoods to address crime, traffic
and quality of life issues
Assisted in system development for a regional records management team
Submitted a Bureau of Justice administration grant for body worn cameras
Changed the focus of the Crime and Traffic Team to traffic education and enforcement
Conducted department‐wide training on procedural justice
Department reviewed the President’s Task Force on 21st Century Policing Report
2017 Strategic Priorities
Support and maintain data‐driven problem‐solving strategies and programs that address
the prevention, deterrence and reduction of crime, and hold offenders accountable
Continue efforts to regionalize, consolidate or share public safety services including a
regionalized records management system and 911 Center
Work with federal, state and local emergency preparedness entities to develop and
implement best practices for comprehensive disaster preparedness response
Evaluate technology to make the department more efficient and effective in providing
public safety services
Evaluate and implement recommendations from the International Association of Chiefs
of Police (IACP) Staffing Study
Prepare for a national accreditation on‐site assessment in 2017
123 2017 Adopted Budget
01‐201 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Chief of Police 1111
Division Chief 1111
Police Sergeant 1111
Administrative Assistant 2222
5555
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $473,201 $555,183 $580,783 $617,699
Materials and Supplies $22,320 $25,100 $25,100 $26,325
Other Services and Charges $293,351 $278,923 $259,405 $250,750
Capital Outlay $5,420 $5,000 $4,000 $4,000
$794,292 $864,206 $869,288 $898,774
Staffing and Financial Summary
Total 2017 Budget by Object
Administration
Personnel
Services
69%
Materials and
Supplies
2.5%
Other
Services and
Charges
28%
Capital Outlay
0.5%
124 2017 Adopted 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
2016 Strategic Accomplishments
Utilized funding from the 2015 Edward Byrne Assistance Grant to upgrade audio/video
recording equipment in all department interview rooms
Utilized federal funding for crime prevention strategies targeting crime and quality of
life issues in specific neighborhoods in the community
Conducted DUI and seatbelt enforcement projects throughout the City
Purchased ballistic protection vests for police officers utilizing grant funds
Participated in the Colorado Metro Auto Theft Task Force
Utilized funding from the Colorado Department of Transportation (CDOT) for the Child
Safety Fair
Received funding from the Colorado Police Officer’s Standards Training (POST) board for
annual in‐service training
2017 Strategic Priorities
Utilize 2016 Edward Byrne Assistance Grant funding to purchase a pole‐mounted
surveillance camera, accident reconstruction and diagramming software, and to pay for
overtime of personnel targeting crime and quality of life issues in specific
neighborhoods in the community
Conduct DUI and seatbelt enforcement projects throughout the City
Utilize funding from the POST board for annual in‐service training
Utilize funding from the CDOT for the Child Safety fair
125 2017 Adopted Budget
01‐202 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Police Officer 3111
3111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $135,363 $108,029 $112,572 $135,393
Materials and Supplies $8,144 $15,254 $14,000 $1,325
Other Services and Charges $12,116 $7,500 $5,000 $22,435
Capital Outlay $0 $0 $0 $0
$155,624 $130,783 $131,572 $159,153
Staffing and Financial Summary
Total 2017 Budget by Object
Grants
Personnel
Services
85%
Materials and
Supplies
1%
Other Services
and Charges
14%
126 2017 Adopted Budget
Police Department
Community Services Team
01‐203
Core Business
Provide proactive enforcement and response to citizen calls for service due to nuisance
code violations such as trash, weeds and abandoned vehicles
Provide proactive enforcement and response to citizens calls for exterior commercial
property maintenance code violations such as the sign code violations, parking lot
standards, and dumpster enclosure issues
Provide proactive enforcement and education to citizens on ordinances and state laws
related to domestic animals, dog licensing and wildlife management
Provide proactive education and enforcement of City ordinances and state laws regarding
parks and open spaces
2016 Strategic Accomplishments
Continued the Traffic Safety, Life Quality and Crime Prevention (TLC) neighborhood
project
Improved nuisance code education and enforcement
Provided education and resources for the senior population
Increased percentage of dog‐licensing compliance through continued education and
enforcement
2017 Strategic Priorities
Address neighborhood code issues and service requests to enhance quality of life
Explore occasions to educate community members on animal control and code
enforcement processes in order to create a sense of community pride
Continue TLC neighborhood project
127 2017 Adopted Budget
01‐203 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Community Service Supervisor 1111
Community Service Officer 2222
3333
Five (5) Community Service Officers are funded out of the Crime Prevention Fund
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $268,351 $312,708 $312,708 $218,491
Materials and Supplies $1,452 $1,625 $1,625 $1,625
Other Services and Charges $218,540 $90,127 $82,285 $77,032
Capital Outlay $3,239 $3,400 $3,400 $0
$491,581 $407,860 $400,018 $297,148
Staffing and Financial Summary
Total 2017 Budget by Object
Community Services Team
Personnel
Services
53%
Materials and
Supplies
0.5%
Other Services
and Charges
45.5%
Capital Outlay
1%
128 2017 Adopted Budget
Police Department
Communications Center
01‐204
Core Business
Receive and process 911 emergency and non‐emergency calls for service for police, fire
and emergency medical response
Provide public safety dispatching services and support for police and community service
officers utilizing radio channels and a computerized dispatching system to track calls for
service and status of field units
Input and process criminal justice records and DMV information in computerized
database systems
Disseminate public safety alerts to the community by voice, email, text and social media,
including severe weather, emergency preparedness, hazardous situation information,
and police activity that affect the safety of the community or threaten life and property
Produce audio/video recordings of radio and telephone traffic for municipal and county
court proceedings and provide testimony for various court proceedings
2016 Strategic Accomplishments
Worked with public safety entities towards a regionalized public safety communication
center in Jefferson County
Worked with Human Resources and department members to improve the quality and
efficiency of the Emergency Services Specialist hiring process
Upgraded the 911 and non‐emergency telephone system in the communications center,
which will provide for future IP capability and Next Generation 911
Implemented the Emergency Call Tracking System (ECaTS), a call reporting system that
provides real‐time reporting analytics
2017 Strategic Priorities
Continue to work with other public safety entities towards a regional public safety
communication center in Jefferson County
Continue to work with Human Resources and department members to improve the
quality and efficiency of the Emergency Services Specialist hiring process
Work within the department to facilitate a smooth transition to the Jeffcom regional
center
129 2017 Adopted Budget
01‐204 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Communications Manager 1111
Communications Supervisor 0111
Lead Emergency Services Specialist1000
Emergency Services Specialist 9 11 11 11
11131313
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $647,661 $830,371 $830,371 $765,418
Materials and Supplies $8 $0 $0 $0
Other Services and Charges $79,443 $92,610 $92,460 $78,610
Capital Outlay $4,785 $5,390 $3,500 $3,500
$731,897 $928,371 $926,331 $847,528
Staffing and Financial Summary
Total 2017 Budget by Object
Communications Center
Personnel
Services
90%
Other
Services and
Charges
9%
Capital Outlay
1%
130 2017 Adopted Budget
Police Department
Crime Prevention Team (SRO)
01‐205
Core Business
Respond to calls for service in public and private schools located within the City
Provide law enforcement classes and special programs for students in these schools
Develop and maintain community partnerships and programs that deter and prevent
crime, address quality of life issues, and enhance safety in our community
2016 Strategic Accomplishments
Participated in Wheat Ridge Education Alliance
Conducted week long Safe Choices prom program
Taught drug awareness, anti‐sexting, safe dating, anti‐bullying, life choices and life time
sports classes
Coached bowling and basketball for Special Olympics Unified Sports Program
Participated in Backpack Program
Facilitated Peer Counseling through Teen CIT program
Reduced juvenile problems and delinquency in Discover Park
Partnered with Jefferson County Health Department and Jeffco schools to alleviate
smoking issues in Crown Hill Park and nearby neighborhoods
Worked with CDOT and Traffic Engineering to place traffic beacons at 9500 block W. 32nd
Ave.
Worked with all schools to implement before and after school pick up procedures
Helped plan and produce public service video regarding safe pedestrian practices for kids
Implemented strategy to quantify calls for service, in line with standard patrol procedures
Helped facilitate Sobesky Academy transfer into community
2016 Strategic Priorities
Produce additional Public Service Announcement in partnership with WRHS Capstone
participants
Continue to monitor effectiveness of Sobesky response in order to mitigate possible
impact to neighboring community re: traffic or any other issues
Develop programs and volunteer involvement in order to mitigate traffic issues at all
schools
131 2017 Adopted Budget
01‐205 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Police Sergeant 0.5 0.5 0.5 0.5
School Resource Officer 2322
2.5 3.5 2.5 2.5
1.5 Officers Funded out of Crime Prevention Fund
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $330,358 $237,994 $237,985 $239,036
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $0$0$0$0
Capital Outlay $0 $0 $0 $0
$330,358 $237,994 $237,985 $239,036
Staffing and Financial Summary
Total 2017 Budget by Object
Crime Prevention Team
Personnel
Services
100%
132 2017 Adopted 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
Assist citizens who choose to report criminal and non‐criminal incidents by phone or in
the Police lobby that do not require a police officer response
2016 Strategic Accomplishments
Entered data from 5,246 traffic citations and forwarded to County and Municipal Courts
Processed 20,730 police reports of which 3,007 were released to citizens, businesses and
insurance companies
Entered 1,250 warrants received from the Municipal, County and District Courts into
Colorado Crime Information Center (CCIC) and National Crime Information Center (NCIC)
and cancelled 960 arrests for Wheat Ridge warrants for wanted persons arrested by
other law enforcement agencies
Took 1,410 counter and phone case reports
Processed fingerprinting for 452 Wheat Ridge residents or persons
Forwarded 737 case reports to the Jefferson County District Attorney’s Office for
prosecution
2017 Strategic Priorities
Implement a single records management system for all Jefferson County Law
Enforcement Agencies by end of year
Develop records procedures and policy for the release and retention of body camera
videos in compliance with the Colorado Open Records Act statute mandates
Implement the Colorado District Attorneys’ Council eDiscovery project targeted for late
summer – early fall 2017, that will electronically transfer case report documents from
the Police Department to the 1st Judicial District Attorney’s Office
133 2017 Adopted Budget
01‐206 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Records Supervisor 1111
Records Management Specialist 3555
4666
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $330,625 $357,965 $359,028 $364,524
Materials and Supplies $350 $550 $550 $685
Other Services and Charges $130 $400 $400 $400
Capital Outlay $0 $0 $0 $0
$331,105 $358,915 $359,978 $365,609
Staffing and Financial Summary
Total 2017 Budget by Object
Records Team
Personnel
Services
99.7%
Materials and
Supplies
0.2%
Other Services
and Charges
0.1%
134 2017 Adopted Budget
Police Department
Accreditation and Training
01‐207
Core Business
Coordinate training for all Police Department personnel including the maintenance and
updating of employee training files and certifications
Develop, plan and administer the annual 40‐hour in‐service training program for
department employees
Develop, plan and administer new employee orientation training
Manage the uniform and equipment requests for department members
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
2015 Strategic Accomplishments
Provided annual in‐service training that surpassed Police Officer Standards and Training
(POST) requirements
Provided relevant monthly briefing training to officers and investigators
Recruited and hired an Accreditation/Training Manager
Renewed the department’s social media presence through a team approach
Established a team under the direction of the Support Services Division Chief to ensure
timely and accurate information to the public via appropriate media outlets
2016 Strategic Priorities
Update training assessment program for all team members
Implement a process to ensure compliance with time sensitive accreditation activities
Implement training that complies with mandatory POST training requirements
Prepare and present a training program concept that provides employees with relevant,
on‐going training throughout the year
Implementation of the Power DMS training module
135 2017 Adopted Budget
01‐207 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
PIO/Training Coordinator 1000
Accreditation Manager/Training
Coordinator 0111
1111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $15,823 $68,839 $68,839 $66,990
Materials and Supplies $56,396 $55,990 $50,204 $50,339
Other Services and Charges $156,520 $176,650 $174,900 $183,900
Capital Outlay $0 $0 $0 $0
$228,740 $301,479 $293,943 $301,229
Staffing and Financial Summary
Total 2017 Budget by Object
Accreditation and Training
Personnel
Services
22%
Materials and
Supplies
17%
Other Services
and Charges
61%
136 2017 Adopted 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
2016 Strategic Accomplishments
Promoted an image that supports guardianship and partnering with the citizens to
improve community safety
Improved the quality of patrol investigations through a more balanced call load and
provided training and education to officers concerning report preparation and case
management
Provided training and information about procedural justice processes for officers and
community members
Facilitated discussions among officers on the use of force options and Crises Intervention
Team (CIT) skills
2017 Strategic Priorities
Explore scheduling and staffing alternatives to provide greater patrol coverage during
times of peak demand
Provide training and succession planning for officers to enhance career development
Align organizational patrol priorities to support community partnerships and proactive
problem solving
Implement and improve technologies to more fully engage and educate the community
about ongoing events and situations, partnership opportunities and improve
transparency and accountability
137 2017 Adopted Budget
01‐211 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Division Chief 1111
Police Commander 2222
Police Sergeant 6666
Police Officer 36 36 36 36
Operations Support Tech II 2222
49494949
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $4,116,313 $3,998,546 $3,997,941 $4,205,552
Materials and Supplies $18,528 $14,208 $14,210 $14,000
Other Services and Charges $33,810 $42,910 $35,810 $40,950
Capital Outlay $9,886 $10,700 $10,700 $15,500
$4,178,537 $4,066,364 $4,058,661 $4,276,002
Staffing and Financial Summary
Total 2017 Budget by Object
Patrol Operations
Personnel
Services
98%
Materials and
Supplies
0.6%
Other Services
and Charges
1%
Capital Outlay
0.4%
138 2017 Adopted Budget
Police Department
Investigations Bureau
01‐212
Core Business
Investigate felony persons 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
2016 Strategic Accomplishments
Evaluated investigative strategies and case assignments as suggested by the International
Association of Chiefs of Police
Re‐examined cold case homicides and missing person’s cases
Upgraded audio visual recording capabilities and database accessibility
Enhanced communication with patrol, other City departments and community members
through meetings and correspondence concerning criminal activity and crime patterns
2017 Strategic Priorities
Continue to evaluate alternative evidence procedures and maintain effective dispositions
in an effort to control inventory levels
Increase enforcement efforts and develop partnerships in the area of I70 and Kipling to
address concerns of illegal drug trafficking
Exercise transparency and fairness in daily operations to incorporate the concept of
procedural justice into the Investigations Bureau
Maintain positive relationships with victims’ support groups and crime victims to ensure
that their needs are met
139 2017 Adopted Budget
01‐212 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Police Commander 1111
Police Sergeant 2222
Police Officer 12 13 13 14
Operations Support Tech III 2222
Sr. Evidence Technician 1111
Evidence Technician 1111
Crime Analyst 1111
20212122
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $1,906,433 $2,080,820 $2,080,820 $2,006,663
Materials and Supplies $11,437 $12,477 $12,477 $10,950
Other Services and Charges $120,583 $128,055 $128,054 $141,997
Capital Outlay $0 $0 $0 $0
$2,038,453 $2,221,352 $2,221,351 $2,159,610
Staffing and Financial Summary
Total 2017 Budget by Object
Investigations Bureau
Personnel
Services
93%
Materials and
Supplies
1%
Other Services
and Charges
6%
140 2017 Adopted Budget
Police Department
Crash and Traffic Team (CATT)
01‐213
Core Business
Reduce crime and increase traffic safety through directed enforcement, problem‐
oriented analysis and community partnerships
Analyze accident data and implement appropriate methods to reduce accidents
Conduct drug enforcement efforts as part of a regional Highway Interdiction Team
Participate in CDOT impaired driving, seat belt, and overweight tractor/trailer
enforcement programs
Work with Investigations Bureau to combat human trafficking and prostitution
2016 Strategic Accomplishments
Addressed neighborhood traffic issues and service requests
Participated in DUI grant initiatives
Participated in human trafficking investigations
Addressed crime and traffic safety concerns through the use of the Data Driven Approach
to Crime & Traffic Safety (DACTS) approach
Addressed commercial truck safety in cooperation with the Colorado State Patrol
Explored opportunities to educate community members on traffic safety
2017 Strategic Priorities
Increase traffic safety through directed enforcement, problem‐oriented analysis and
community partnerships
Partner with area schools to create safe pick up and drop off zones for students
Participate in commercial vehicle safety inspections in partnership with the Colorado
State Patrol
Identify and address traffic safety concerns
Provide police motorcycle escort for visiting dignitaries and fallen first responder
funerals
141 2017 Adopted Budget
01‐213 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Police Sergeant 1111
Police Officer 4444
5555
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $380,560 $435,725 $435,725 $449,377
Materials and Supplies $0 $0 $0 $0
Other Services and Charges $3,947 $5,260 $5,260 $7,150
Capital Outlay $0 $300 $300 $0
$384,508 $441,285 $441,285 $456,527
Staffing and Financial Summary
Total 2017 Budget by Object
Crash and Traffic Team
Personnel
Services
99%
Other
Services and
Charges
1%
142 2017 Adopted Budget
143 2017 Adopted Budget
Public Works
About Public Works
2017
Budget Priorities
Maintain critical
infrastructure, including
streets, storm sewers,
traffic signals and signs
Pursue alternative revenue
sources to fund needed
capital projects and
infrastructure
Plan, design and manage
construction for large CIP
projects such as
Wadsworth Boulevard
reconstruction, Gold Line
Station and Clear Creek
Crossing
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 Investment
Projects, and manages and maintains the City’s vehicles
and equipment.
Public Works also assists the Community Development
Department in review of commercial and residential
development projects and building permit applications as
related to public works.
Jet Vactor – used to clean culverts and storm sewer pipes
New Kipling Bridge connects
north and south sides of
Clear Creek and the Clear
Creek trail
Scott Brink
Public Works Director
144 2017 Adopted Budget
2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Administration 1111
Engineering 12121212
Operations 16161717
29293030
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $2,181,272 $2,218,942 $2,218,942 $2,270,272
Materials and Supplies $502,003 $632,541 $631,895 $657,099
Other Services and Charges $923,410 $1,048,574 $1,017,224 $1,008,026
Capital Outlay $615,757 $912,877 $837,877 $662,600
$4,222,442 $4,812,934 $4,705,938 $4,597,997
Staffing and Financial Summary
Total 2017 Budget by Object
Public Works
Personnel
Services
49%
Materials and
Supplies
14%
Other Services
and Charges
22%Capital Outlay
15%
145 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Administration $146,163 $146,869 $146,019 $151,977
Engineering $1,047,192 $1,092,226 $1,091,080 $1,084,038
Operations $3,029,087 $3,573,839 $3,468,839 $3,361,982
$4,222,442 $4,812,934 $4,705,938 $4,597,997
Total Budget by Program
Total 2017 Budget by Program
Public Works
Administration
3%Engineering
24%
Operations
73%
146 2017 Adopted Budget
147 2017 Adopted Budget
148 2017 Adopted Budget
Public Works
Administration
01‐301
Core Business
Maintain and manage improvements for the City’s essential core infrastructure, including
133 miles of streets, 36 miles of storm sewers, traffic signals, and street lights
Assist the Community Development Department in review of commercial and residential
development projects and building permit applications. Assist other City Departments
such as Parks and Police, and other internal and external stakeholders as required
Administer and police construction activities in street rights‐of‐way
Manage and maintain the City’s fleet vehicles and equipment
Manage and oversee the successful delivery of all Capital Improvement Project
2016 Strategic Accomplishments
Successfully attained final approval from the Colorado Department of Transportation
(CDOT) and the Federal Highway Administration (FHWA) for the Clear Creek Crossing
Phase I Environmental Assessment Re‐Evaluation
Negotiated and approved an intergovernmental agreement with the Urban Flood Control
District (UDFCD) and the City of Golden to re‐evaluate and re‐map the 100‐year flood
zone for Clear Creek
Successfully attained a $75,000 grant from the Regional Air Quality Council to assist in
the purchase of a new street sweeper
Assisted in the facilitation of the Drainage Infrastructure Roads and Trails (D.I.R.T.) Task
Force to quantify and prioritize critical infrastructure needs
Assisted in the coordination and completion of an extensive public process for 38th
Avenue (Create Your 38)
Continued to administer a public process and successful delivery of services and
infrastructure as part of the Neighborhood Traffic Management Program (NTMP)
Initiated a process for customer service improvements through use of updated
technology and improved processes, in accordance with the Department’s Strategic Plan
2017 Strategic Priorities
Begin and complete an accreditation process for the Department through the American
Public Works Association (APWA)
149 2017 Adopted Budget
01‐301 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Public Works Director 1111
1111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $143,380 $143,119 $143,119 $148,027
Materials and Supplies $143 $100 $0 $100
Other Services and Charges $2,640 $3,650 $2,900 $3,650
Capital Outlay $0 $0 $0 $200
$146,163 $146,869 $146,019 $151,977
Staffing and Financial Summary
Total 2017 Budget by Object
Administration
Personnel
Services
97%
Materials and
Supplies
0.1%
Other Services
and Charges
2.9%
150 2017 Adopted Budget
Engineering
01‐302
Core Business
Plan and administer the design and construction of street, drainage, and traffic
improvement projects identified in the Capital Investment Program
Review and approve proposed development construction documents such as: roadway
design and grading and drainage plans, final drainage reports, surveys and plats,
agreements, and other documents to assure compliance with City specifications
Process right‐of‐way construction permits and approve traffic control plans
Respond to service requests as required (internally and externally), including the
activities and projects of other agencies
Support the Community Development, Police, Parks and Administration Departments on
all matters requiring engineering expertise
Manage and support flood zone mapping, regulations, and other related issues
2016 Strategic Accomplishments
Completed construction of the Tabor Street multi‐modal improvement project
Completed GIS mapping of the City storm sewer system
Modernized and streamlined the right‐of‐way permit program to improve customer
service
Completed construction of two major storm sewer outfalls and resurfaced streets as
identified in the Pavement Management Program
Worked toward completion of the Bike and Pedestrian Master Plan Update and ADA
Transition Plan
Completed a master planning study of Sloan Lake Tributary outfall basin
2017 Strategic Priorities
Complete the Wadsworth Corridor Environmental Assessment
Enhance the City’s flood plain management program to improve the City’s rating under
the federal program (NFIP) to help the community reduce flooding and flood insurance
costs
Complete final design the Wadsworth Corridor improvement
Complete the Bicycle and Pedestrian Master and ADA Transition Plans, and begin
implementing priority measures as identified in the plan
Implement an asset management system for the City’s ADA ramp inventory
Complete the final phase of the division’s strategic plan to enhance service delivery
151 2017 Adopted Budget
01‐302 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Engineering Manager 1111
Administrative Assistant 1111
Civil Engineer II 2333
Civil Engineer I 1000
Stormwater Coordinator 0111
Engineering Technician 7666
12121212
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $1,013,224 $1,006,105 $1,006,105 $1,038,863
Materials and Supplies $2,659 $7,941 $7,395 $6,499
Other Services and Charges $30,525 $69,180 $68,580 $36,876
Capital Outlay $784 $9,000 $9,000 $1,800
$1,047,192 $1,092,226 $1,091,080 $1,084,038
Staffing and Financial Summary
Total 2017 Budget by Object
Engineering
Personnel
Services
92%
Materials and
Supplies
1%Other Services
and Charges
6.5%
Capital Outlay
.5%
152 2017 Adopted Budget
Public Works
Operations
01‐303
Core Business
Maintain and provide preventive maintenance services for streets, alleys, storm sewers,
walkways, bus benches, bus shelters, pedestrian lights, traffic signal lights and signs
Manage the City’s automotive fleet through maintenance and scheduled replacement
Maintained more than 230 pieces of power equipment
Provide snow removal and ice control on City streets
Complete service requests for internal and external customers
Work with risk management to provide estimates and quotes for recovery of damages to
City vehicles and property
2016 Strategic Accomplishments
Installed rotating flashing beacons on 38th Avenue & Independence Street and 32nd
Avenue at Wheat Ridge High School
Completed approximately 110 service requests from external and internal customers
Repaired approximately 900 potholes
Removed approximately 150 graffiti markings in public right‐of‐ways
Upgraded obsolete traffic signal components throughout the City
Replaced prioritized equipment and vehicles
2017 Strategic Priorities
Continue to enhance traffic signal communications capabilities
Continue to upgrade obsolete traffic signal components
Replace ten vehicles (Five Police, four Public Works and one Parks and Recreation)
153 2017 Adopted Budget
01‐303 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Operations Manager 1111
Operations Supervisor 1111
Operations Support Technician III 1111
Equipment Operator II 3333
Equipment Operator I 2222
Maintenance Worker II 5566
Traffic Control Technician 1111
Lead Mechanic 1111
Mechanic 1111
16161717
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $1,024,669 $1,069,718 $1,069,718 $1,083,382
Materials and Supplies $499,200 $624,500 $624,500 $650,500
Other Services and Charges $890,245 $975,744 $945,744 $967,500
Capital Outlay $614,973 $903,877 $828,877 $660,600
$3,029,087 $3,573,839 $3,468,839 $3,361,982
Staffing and Financial Summary
Total 2017 Budget by Object
Operations
Personnel
Services
32%
Materials and
Supplies
19%Other Services
and Charges
29%
Capital Outlay
20%
154 2017 Adopted Budget
155 2017 Adopted Budget
Parks and Recreation
About Parks and Recreation
Joyce Manwaring
Director of Parks & Recreation
2017
Budget Priorities
Prospect Park renovation
Johnson Park trail
replacement
Replacement of fitness
equipment
Update Open Space
Management Plan
The Wheat Ridge Parks and Recreation Department
oversees the operations of the Parks, Forestry and
Open Space Division, the Recreation Division and
Administration. The mission of the Department is to
create and offer services, as well as to partner with
the community, to provide exceptional programs,
parks, open space and facilities that enhance
opportunities for personal growth, wellbeing and
healthy lifestyles.
The Parks and Recreation Department is committed
to promoting and supporting healthy lifestyles to
enhance quality of life by providing the following
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
• Stewardship of the urban tree canopy
Director Joyce Manwaring and Parks and Recreation Analyst Matt
Anderson accepting the CAPRA accreditation award
156 2017 Adopted Budget
2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Administration 2222
Recreation 1.5 1.5 1.5 1.5
Parks Maintenance 17171717
Forestry 3333
Natural Resources 3333
Athletics 2222
General Programs 1.5 1.5 1.5 1.5
Active Adult Center 4.13 4.125 4.625 4.625
Facilities Maintenance 1111
35.13 35.125 35.625 35.625
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $2,255,749 $2,558,857 $2,433,926 $2,483,320
Materials and Supplies $321,035 $427,149 $370,830 $419,464
Other Services and Charges $1,189,157 $1,391,598 $1,337,656 $1,611,170
Capital Outlay $80,609 $360,084 $328,970 $81,306
$3,846,550 $4,737,688 $4,471,382 $4,595,260
Staffing and Financial Summary
Total 2017 Budget by Object
Parks and Recreation
Personnel
Services
54%
Materials and
Supplies
9%
Other
Services and
Charges
35%
Capital
Outlay
2%
157 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Administration $191,982 $253,020 $246,725 $245,450
Recreation $183,385 $209,864 $206,628 $222,470
Parks Maintenance $1,278,224 $1,481,461 $1,354,682 $1,544,866
Forestry $419,301 $440,911 $436,732 $436,565
Natural Resources $251,645 $329,164 $302,331 $324,601
Anderson Building $25,177 $42,900 $33,397 $26,373
Athletics $182,679 $192,379 $181,287 $189,668
General Programs $257,330 $290,617 $262,602 $274,754
Outdoor Pool $175,348 $390,328 $385,707 $267,390
Active Adult Center $469,358 $551,709 $537,885 $570,544
Historic Buildings $52,392 $92,796 $87,925 $85,740
Facilities Maintenance $359,728 $462,539 $435,481 $406,839
$3,846,550 $4,737,688 $4,471,382 $4,595,260
Total Budget by Program
Total 2017 Budget by Program
Parks and Recreation
Administration
5%Recreation
5%
Parks
Maintenance
34%
Forestry
9%Natural Resources
7%
Anderson Building
1%
Athletics
4%
General Programs
6%
Outdoor Pool
6%
Active Adult
Center
12%
Historic Buildings
2%
Facilities
Maintenance
9%
158 2017 Adopted Budget
Director of Parks and Recreation
Parks, Forestryand Open Space
Manager
Parks and Recreation Department
Forestry and Open Space Supervisor
Parks Project
CoordinatorOperations
Supervisor
Recreation
and Facilities
Manager
Recreation
SupervisorSenior
Programs
Recreation
SupervisorFacility &
Fitness
Recreation
Supervisor
General/TR Programs
Recreation Supervisor
Aquatics
Recreation Supervisor
Athletics
Facilities Maintenance
Supervisor
Crew Leader (2.0)
Maintenance Worker II
(6.0)
Maintenance
Worker I (5.0)
Seasonal
Employees (non‐benefitted)
Parks and Recreation
Analyst
Sr. Staff
Assistant
Social Media
Specialist(1.0)
Maintenance Worker II
Maintenance
Worker I
Horticulture
Technician
Forestry Technician
Forestry
Assistant
Recreation
Coordinator (0.5)
Recreation
Leader (0.5)
Intermittent& Seasonal
Employees(non‐
benefitted)
Recreation
Coordinator(1.0)
Recreation Coordinator
(1.625)
Operations
Support Technician II (1.0)
Operations Support Technician I
(1.0)
Intermittent
& Seasonal Employees
(non‐benefitted)
Facility Coordinator
(2)
Facility Assistant
(.5)
Operations
Support
Technician III (1.0)
Fitness Coordinator
(0.5)
Custodian
(1.0)
Pool Manager
(2.0)
Intermittent& Seasonal
Employees(non‐benefitted)
Seasonal
Employees
(non-benefitted)
Facility
Maintenance
Technician(1)
Intermittent &
Seasonal Employees (non‐
benefitted)
Intermittent
& Seasonal Employees
(non‐benefitted)
159 2017 Adopted Budget
160 2017 Adopted 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 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 departmental policy to ensure a positive and safe experience for all users
Supervise Parks, Forestry, Open Space and Recreation Divisions
2016 Strategic Accomplishments
Completed national accreditation certification for Parks and Recreation
Completed Master Plan for Prospect Park Renovation
Resurfaced and repaired outdoor pool water features
Received grant award for shade shelters in the Greenbelt
2017 Strategic Priorities
Design development and construction drawings for Prospect Park Renovation
Construction Phase I Prospect Park
Apply for Gold Medal Award
Develop a HEAL Advisory Committee to create and accomplish HEAL initiatives
Complete national accreditation annual report
Anderson Park renovation master plan development
161 2017 Adopted Budget
01‐601 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Parks & Recreation Director 1111
Parks & Recreation Analyst 0111
Administrative Assistant 1000
2222
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $185,259 $230,270 $230,025 $230,025
Materials and Supplies $3,207 $5,000 $5,000 $7,800
Other Services and Charges $3,516 $17,750 $11,700 $7,625
Capital Outlay $0 $0 $0 $0
$191,982 $253,020 $246,725 $245,450
Staffing and Financial Summary
Total 2017 Budget by Object
Administration
Personnel
Services
94%
Materials and
Supplies
3%
Other Services
and Charges
3%
162 2017 Adopted Budget
Parks and Recreation
Recreation and Facilities
01‐602
Core Business
Supervision, administration and management of the Recreation division which includes
operation and programming of the Recreation Center, Active Adult Center, outdoor pool
and aquatics, athletics and general recreation programs
Supervise facility maintenance
Supervise the marketing program and staff
Develop and monitor budget expenditures and revenues for the Recreation division
2016 Strategic Accomplishments
Participated in Department accreditation process
Developed the recreation programming plan for the division
Developed a Social Media Policy/Response plan to assist with management and operation of
social media accounts
Developed two new marketing campaigns for the DISCOVER program and lifeguard recruitment
to provide a more proactive and strategic approach to marketing programs and services
2017 Strategic Priorities
Implement Mobile WebTrac to improve online registration for the mobile user
Develop a five to ten‐year facility maintenance schedule for City Hall
Develop a security plan for City Hall
163 2017 Adopted Budget
01‐602 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Recreation & Facilities Manager 1111
Marketing Coordinator 0.5000
Marketing Generalist 0 0.5 0.5 0.5
1.5 1.5 1.5 1.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $158,499 $179,246 $177,316 $186,699
Materials and Supplies $20,026 $24,561 $25,145 $28,970
Other Services and Charges $4,860 $6,057 $4,167 $6,801
Capital Outlay $0 $0 $0 $0
$183,385 $209,864 $206,628 $222,470
Staffing and Financial Summary
Total 2017 Budget by Object
Recreation
Personnel
Services
84%
Materials and
Supplies
13%
Other Services
and Charges
3%
164 2017 Adopted Budget
Parks and Recreation
Parks Maintenance
01‐603
Core Business
Provide a safe environment for users of park land and facilities
Maintain all turf at City parks and facilities
Maintain irrigation systems in parks
Implement Parks and Recreation Department Strategic Plan Initiatives
Oversee and direct maintenance work of contractors within specified right‐of‐way areas
2016 Strategic Accomplishments
Completed required standards for Parks and Recreation Accreditation
Designed and constructed equipment storage bays at maintenance facility
Maintained facilities management software
Coordinated additional Holiday lighting on 38th Avenue
2017 Strategic Priorities
Bid out and manage right‐of way contracts for Tabor Streetscape and Gold Line projects
Design and build second storage building at the Wheat Ridge Maintenance Facility
Bid out and construct Panorama irrigation system renovations
Assist in phase one design and construction for Prospect Park/Lovejoy renovations
165 2017 Adopted Budget
01‐603 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Parks, Forestry, and Open Space
Manager (P&R)1111
Operations Supervisor (P&R)1111
Parks Project Coordinator (P&R)1111
Crew Leader ‐ Parks Maintenance
(P&R)2222
Parks Maintenance Worker II 5666
Parks Maintenance Worker I 6555
Sr. Staff Assistant 1111
17171717
Five (5) positions funded out of Open Space Fund
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $597,532 $674,641 $601,314 $647,708
Materials and Supplies $73,331 $89,111 $60,970 $68,263
Other Services and Charges $591,344 $595,425 $598,511 $784,589
Capital Outlay $16,017 $122,284 $93,887 $44,306
$1,278,224 $1,481,461 $1,354,682 $1,544,866
Staffing and Financial Summary
Total 2017 Budget by Object
Parks Maintenance
Personnel
Services
42%
Materials and
Supplies
4%
Other Services
and Charges
51%
Capital Outlay
3%
166 2017 Adopted Budget
Parks and Recreation
Forestry
01‐604
Core Business
Ensure a beautiful, safe, and healthy tree canopy
Provide forest and horticultural planning for management of trees, shrubs, perennials
and annual flowers within the City’s parks, open spaces and right‐of‐ways
Issue licenses for tree care companies doing business within Wheat Ridge
2016 Strategic Accomplishments
Adopted of Forestry Management Plan
Continued to update the tree inventory, care and health records
Planted annual flowers and 32nd Ave planting beds
2017 Strategic Priorities
Implementation of Forestry Management Plan
Integration of procedures and protocols for staff and contractors
Proactively enact Integrated Pest Management (IPM) by setting additional trapping for
pests
Monitor the Emerald Ash Borer
Continue to update the tree inventory, care and health records
Maintain flower beds, shrub beds and tree rings
167 2017 Adopted Budget
01‐604 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Forestry Technician 1111
Forestry Assistant 1111
Horticulture Technician 1111
3333
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $216,509 $254,554 $250,803 $225,567
Materials and Supplies $26,016 $31,635 $38,453 $41,219
Other Services and Charges $115,224 $154,722 $147,476 $169,779
Capital Outlay $61,552 $0 $0 $0
$419,301 $440,911 $436,732 $436,565
Staffing and Financial Summary
Total 2017 Budget by Object
Forestry
Personnel
Services
52%
Materials and
Supplies
9%
Other Services
and Charges
39%
168 2017 Adopted 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 and related facilities
2016 Strategic Accomplishments
Continued programs for fuel load and noxious weed reduction and removal
Added trailhead and trail extension between Kipling St. and Moore St.
2017 Strategic Priorities
Implement a collaborative signage and mapping plan for the regional Peaks to Plains
multi‐agency partnership encompassing the Wheat Ridge portion of the Clear Creek Trail
Complete trail facility‐related projects to comply with Americans with Disabilities Act
Add an informational kiosk to Lewis Meadows to help with onsite communications
Add flood gates and onsite signage for rerouting trail users when trail is underwater
Update Open Space Management Plan
169 2017 Adopted Budget
01‐605 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Forestry & Open Space
Supervisor 1111
Parks Maintenance Worker II 1111
Parks Maintenance Worker I 1111
3333
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $162,579 $189,644 $186,236 $185,326
Materials and Supplies $17,554 $48,910 $27,210 $47,460
Other Services and Charges $70,434 $90,610 $88,885 $91,815
Capital Outlay $1,079 $0 $0 $0
$251,645 $329,164 $302,331 $324,601
Staffing and Financial Summary
Total 2017 Budget by Object
Natural Resources
Personnel
Services
57%
Materials and
Supplies
15%
Other Services
and Charges
28%
170 2017 Adopted Budget
Parks and Recreation
Anderson Building
01‐620
Core Business
Provide indoor activity space for:
Parks and Recreation activities
Community programs
Special events
Local youth groups
Private rentals
League play and practices
Jazzercise
Yoga, martial arts, ballet, fitness, gymnastics and youth athletics classes
2016 Strategic Accomplishments
Hosted the Power Lifting competition rental
Improved scheduling communication between staff by utilizing Outlook for room
scheduling
Secured Core Values Volleyball as a long‐term rental customer
2017 Strategic Priorities
Provide practice space for new CARA Youth Volleyball program
Host at least one special event or organized/sanctioned event
Update internal Building Supervisors Training Manual
171 2017 Adopted Budget
01‐620 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
No Staff Authorized 0000
0000
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $7,060 $10,498 $6,459 $7,855
Materials and Supplies $0 $68 $68 $0
Other Services and Charges $18,117 $32,334 $26,870 $18,518
Capital Outlay $0 $0 $0 $0
$25,177 $42,900 $33,397 $26,373
Staffing and Financial Summary
Total 2017 Budget by Object
Anderson Building
Personnel
Services
25%
Other Services
and Charges
75%
172 2017 Adopted 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
Administer athletic leagues
Coordinate field use for local youth groups
Schedule field usage and rentals, and implement user fees
2016 Strategic Accomplishments
Increased participation in sports party packages
Researched the feasibility of offering a youth volleyball league
Increased participation in the Everitt Middle School Sports Program
Successfully created and implemented an adult Pickle Ball tournament
Participated in Department accreditation process
2017 Strategic Priorities
Create skills development program for soccer players ages five through eight
Formally define soccer club coach position for the purpose of providing training for
coaches and skills clinics for players
Add a new local elementary school to the after school sports programs
Implement a pilot program for CARA Youth Volleball
173 2017 Adopted Budget
01‐621 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Recreation Supervisor 1111
Recreation Coordinator 0.5 0.5 0.5 0.5
Recreation Leader 0.5 0.5 0.5 0.5
2222
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $160,749 $165,036 $157,857 $162,800
Materials and Supplies $19,282 $22,428 $20,000 $22,983
Other Services and Charges $2,647 $4,915 $3,430 $3,885
Capital Outlay $0 $0 $0 $0
$182,679 $192,379 $181,287 $189,668
Staffing and Financial Summary
Total 2017 Budget by Object
Athletics
Personnel
Services
86%
Materials and
Supplies
12%
Other Services
and Charges
2%
174 2017 Adopted Budget
Parks and Recreation
General Programs
01‐622
Core Business
Provide state licensed preschool program and state licensed summer day camp program
Provide quality educational, arts and crafts and general interest programs for parents and
tots, preschool, youth, teens and adults
Coordinate Easter Egg Hunt, Holiday Celebration on Ridge at 38, holiday classes and
Performances in the Park
Offer and implement quality recreation programs for individuals with disabilities
including sports, fitness, outdoor recreation, general interest and special events
Coordinate inclusion opportunities for individuals with and without disabilities
2016 Strategic Accomplishments
Restructured camp registration and fees to maximize revenue
Increased the Colorado SHINE licensed preschool program rating from level 1 to level 2
Sun Camp partnered with the Institute for Environmental Solutions and Parks, Forestry,
and Open space by helping water300 new trees, shrubs, and plants at the Kipling West
Trailhead
Participated in Department accreditation processes
2017 Strategic Priorities
Increase sponsorships for special events by adding additional events to the sponsorship
brochure and by researching and implementing new marketing opportunities
Provide classes with new topics for youth and adult programs
Increase the Therapeutic Leisure Links program by renaming the program and finding
new ways to promote it
Research opportunities to grow the Summer Sun Camp program in terms of participation,
capacity, and revenue
175 2017 Adopted Budget
01‐622 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Recreation Supervisor 1111
Recreation Coordinator 0.5 0.5 0.5 0.5
1.5 1.5 1.5 1.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $223,956 $246,043 $224,365 $231,790
Materials and Supplies $25,570 $31,897 $28,000 $31,547
Other Services and Charges $7,805 $12,677 $10,237 $11,417
Capital Outlay $0 $0 $0 $0
$257,330 $290,617 $262,602 $274,754
Staffing and Financial Summary
Total 2017 Budget by Object
General Programs
Personnel
Services
84%
Materials and
Supplies
12%
Other Services
and Charges
4%
176 2017 Adopted 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
2016 Strategic Accomplishments
Provided community education on water and sun safety
Provided continual training for the aquatic staff to ensure a fun and safe facility
Resurfaced lap pool
Replaced grates in all of the pools
Renovated existing features and amenities
Provided additional shade structures
2017 Strategic Priorities
Offer extended hours of operation three days a week
Track the results of the Clear Comfort advanced oxidation system
Participate in the American Red Cross Aquatic Examiner program
Develop an on‐line customer evaluation survey for aquatic programs
Offer continuing education for frontline team members on customer service and
lifeguard efficiency
Offer certified pool operator training and lifeguard training instructor courses for head
lifeguards
177 2017 Adopted Budget
01‐623 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
No Staff Authorized 0000
0000
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $88,209 $119,551 $118,645 $112,209
Materials and Supplies $37,265 $56,778 $54,000 $49,355
Other Services and Charges $49,873 $58,999 $58,864 $70,826
Capital Outlay $0 $155,000 $154,198 $35,000
$175,348 $390,328 $385,707 $267,390
Staffing and Financial Summary
Total 2017 Budget by Object
Outdoor Pool
Personnel
Services
42%
Materials and
Supplies
18%
Other Services
and Charges
27%
Capital Outlay
13%
178 2017 Adopted 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 grow socially, stay healthy and be involved in their community through
recreation programs, social events, trips and tours throughout the Denver‐metro area
Enhance programs through activity sponsorships, fund raising and the Wheat Ridge
Community Foundation
Promote the Active Adult Center programs by producing and distributing quarterly
newsletter, flyers, press releases and by developing appropriate marketing campaigns
Offer the SilverSneakers® program for members of Kaiser, Secure Horizon, Anthem,
Aetna, AARP, Humana and other health plans
Supervise and manage the facility and coordinate rentals for parties, social gatherings
and meetings
Oversee the Center’s volunteer program
2016 Strategic Accomplishments
Increased class offerings to meet the needs of a changing senior population including
Saturday Art classes, AARP Driving course, and Parkinson’s‐focused exercise drop‐in class
Replaced one 15‐passenger vehicle to ensure safety and reliability of transportation for
citizen trips, outings and summer camp programs
Reallocated space within the center for improved customer service and activity
programming
Increased participation in registered dance programs at the Active Adult Center
Participated in Department accreditation processes
Deployed the updated RecTrac registration software program
2017 Strategic Priorities
Create a 10‐year AAC strategic plan and five‐year senior fund plan
Increase intermittent staffing to provide additional programming that appeals to older
adults with varied schedules
Reconfigure amplified sound and video system in Prospect Hall
179 2017 Adopted Budget
01‐624 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Recreation Supervisor 1111
Recreation Coordinator 1.13 1.125 1.625 1.625
Operations Support Technician II 1111
Operations Support Technician I 1111
4.13 4.125 4.625 4.625
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $344,168 $378,200 $371,008 $382,198
Materials and Supplies $55,202 $68,093 $68,155 $70,192
Other Services and Charges $69,988 $96,416 $91,612 $118,154
Capital Outlay $0 $9,000 $7,110 $0
$469,358 $551,709 $537,885 $570,544
Staffing and Financial Summary
Total 2017 Budget by Object
Active Adult Center
Personnel
Services
67%
Materials and
Supplies
12%
Other Services
and Charges
21%
180 2017 Adopted 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
Richards‐Hart Estate
Preserve cultural and historic assets of the City
Maintain facility and grounds of the Richards‐Hart Estate to provide a unique setting for
weddings, receptions and events
2016 Strategic Accomplishments
Replaced boiler at Richards‐Hart Estate
Repaired sagging floor in main room of Richards‐Hart Estate
Completed the Historical Resource Management Plan for CAPRA Accreditation.
2017 Strategic Priorities
Complete exterior chinking and daubing repairs to Johnson Cabin
Complete exterior repairs to south wood porch and gutter system of the Brick House
Museum in the Historical Park
Replace carpet runner on the main stairway of the Richard's Hart Estate
181 2017 Adopted Budget
01‐625 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
No Staff Authorized 0000
0000
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $11,308 $13,488 $11,842 $13,457
Materials and Supplies $7,435 $7,593 $6,329 $10,250
Other Services and Charges $33,649 $49,915 $47,979 $62,033
Capital Outlay $0 $21,800 $21,775 $0
$52,392 $92,796 $87,925 $85,740
Staffing and Financial Summary
Total 2017 Budget by Object
Historic Buildings
Personnel
Services
16%
Materials and
Supplies
12%
Other Services
and Charges
72%
182 2017 Adopted 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
2016 Strategic Accomplishments
Completed Courtroom/Council Chambers metal roof project
Replaced Police Department second floor restroom and lobby restroom counter tops
Coordinated various work space remodels
Continued to provide responsive internal customer service
2017 Strategic Priorities
Consult with on‐call engineering company to design plumbing upgrades at City Hall
Coordinate various work space remodels
Provide responsive internal customer service
183 2017 Adopted Budget
01‐118 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Facilities Maintenance 1111
1111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $99,920 $97,686 $98,056 $97,686
Materials and Supplies $36,148 $41,075 $37,500 $41,425
Other Services and Charges $221,699 $271,778 $247,925 $265,728
Capital Outlay $1,961 $52,000 $52,000 $2,000
$359,728 $462,539 $435,481 $406,839
Staffing and Financial Summary
Total 2017 Budget by Object
Facilities Maintenance
Personnel
Services
24%
Materials and
Supplies
10%
Other Services
and Charges
65%
Capital Outlay
1%
184 2017 Adopted Budget
185 2017 Adopted Budget
Recreation Center Fund
About the Recreation Center Fund
The Wheat Ridge Recreation Center is a state‐of‐the‐art
facility located in the heart of Wheat Ridge that also serves
as a conference and event center. The Recreation Center
Fund was established through voter approval of a ballot
question to increase the sales and use tax rate in
November of 1997. The fund was approved for the
construction and operation of a public recreation center
with activities for all ages. Facilities at the Recreation
Center include an indoor warm water leisure pool, indoor
lap pool, indoor walk/run track, gymnasium, aerobics
room, weight training area, racquetball courts, climbing
wall, and meeting/banquet facilities. The 1/2% retail sales
and use tax rate imposed by the City was effective
January 1, 1998 and was terminated in March 2002 when
a total of $12,350,000 had been raised.
2017
Budget Priorities
Replace lap pool sump
pumps
Expand personal training
program
Refinish wood floors
Participate in Aquatic
Examiner Service through
American Red Cross
(l to r) Wheat Ridge Recreation
Center, Recreation and Facilities
Manager Julie Brisson and Parks
Forestry and Open Space Manager
Rick Murray, and Taekwondo
Class.
186 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $952,648 $796,583 $877,476 $695,970
Revenues
Facility Operations $1,880,771 $1,886,528 $1,882,972 $1,885,280
Aquatics $106,336 $114,000 $122,274 $117,020
Fitness $155,446 $168,300 $162,000 $166,723
Interest $13,984 $8,000 $8,000 $8,000
Miscellaneous $0 $0 $0 $0
Total Revenues $2,156,538 $2,176,828 $2,175,246 $2,177,023
Total Available Funds $3,109,185 $2,973,411 $3,052,722 $2,872,993
EXPENDITURES
Facility Operations $1,233,083 $1,300,501 $1,263,054 $1,287,720
Aquatics $639,466 $687,216 $702,247 $717,666
Fitness $298,544 $309,535 $307,848 $316,180
Marketing $60,616 $85,149 $83,603 $86,532
Total Expenditures $2,231,709 $2,382,401 $2,356,752 $2,408,098
Ending Fund Balance $877,476 $591,010 $695,970 $464,895
Recreation Center Fund
187 2017 Adopted Budget
2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Facility Operations 7 7 6.5 6.5
Aquatics 3 3 3.5 3.5
Fitness 1111
Marketing 0.5 0.5 0.5 0.5
11.5 11.5 11.5 11.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $1,530,007 $1,622,565 $1,629,196 $1,671,214
Materials and Supplies $200,043 $186,263 $198,397 $200,610
Other Services and Charges $501,659 $573,573 $529,159 $536,274
Capital Outlay $0 $0 $0 $0
$2,231,709 $2,382,401 $2,356,752 $2,408,098
Staffing and Financial Summary
Total 2017 Budget by Object
Recreation Center Fund
Personnel
Services
70%
Materials and
Supplies
8%
Other Services
and Charges
22%
188 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Facility Operations $1,233,083 $1,300,501 $1,263,054 $1,287,720
Aquatics $639,466 $687,216 $702,247 $717,666
Fitness $298,544 $309,535 $307,848 $316,180
Marketing $60,616 $85,149 $83,603 $86,532
$2,231,709 $2,382,401 $2,356,752 $2,408,098
Total Budget by Program
Total 2017 Budget by Program
Recreation Center Fund
Facility
Operations
53%
Aquatics
30%
Fitness
13%
Marketing
4%
189 2017 Adopted Budget
190 2017 Adopted Budget
Recreation Center Operations Fund
Facility Operations
64‐602
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
2016 Strategic Accomplishments
Planned, coordinated and executed web‐based program registration software upgrade
Participated in Department accreditation process
Cleaned entire facility during annual maintenance shutdown
Resurfaced all hard wood floors and repaired tile and grout in pool and locker room areas
Painted interior and exterior of the Recreation Center, as needed
Replaced carpet in aquatic and maintenance offices
2017 Strategic Priorities
Complete energy audit for the facility
Monitor and prioritize five‐year replacement schedule for capital equipment repair and
replacement
Recertify all Team Members in CPR/AED/First Aid to maintain a safe facility for patrons
191 2017 Adopted Budget
64‐602 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Facility Operations Supervisor 1111
Facility Coordinator 0022
Facility Assistant 330.50.5
Recreation Support Technician 1111
Custodian 1111
Facility Maintenance Technician 1111
776.56.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $702,040 $711,388 $710,542 $732,166
Materials and Supplies $71,346 $79,030 $78,430 $78,770
Other Services and Charges $459,697 $510,083 $474,082 $476,784
Capital Outlay $0 $0 $0 $0
$1,233,083 $1,300,501 $1,263,054 $1,287,720
Staffing and Financial Summary
Total 2017 Budget by Object
Facility Operations
Personnel
Services
57%
Materials and
Supplies
6%
Other Services
and Charges
37%
192 2017 Adopted Budget
Recreation Center Operations Fund
Aquatics
64‐604
Core Business
Provide a variety of programs and services for all ages and swimming abilities
Provide a safe and fun environment for recreational swimming
Maintain aquatic facilities, schedule quality aquatic programming, and educate 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
2016 Strategic Accomplishments
Replaced grating in the leisure pool
Replaced frog slide
Continued to provide aquatic education to guests on water safety
Provided a venue for competitive swim teams to practice
Continued to provide training to aquatic staff on industry standards and best practices
Participated in Department accreditation processes
Offered an instructor training academy for the American Red Cross
2017 Strategic Priorities
Develop an on‐line customer evaluation/survey for aquatic programs
Provide a venue for competitive teams to practice and conduct swim meets
Participate in the American Red Cross Aquatic Examiner program
Offer continuing education for frontline team members on customer service and
lifeguarding efficiency
Provide certified pool operator training and lifeguard training instructor courses for head
lifeguards
Increase private swim lessons offerings to meet the current demand
193 2017 Adopted Budget
64‐604 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Recreation Supervisor 1111
Pool Manager 222.52.5
333.53.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $537,114 $581,234 $590,340 $601,133
Materials and Supplies $71,531 $56,300 $70,500 $72,500
Other Services and Charges $30,820 $49,682 $41,407 $44,033
Capital Outlay $0 $0 $0 $0
$639,466 $687,216 $702,247 $717,666
Staffing and Financial Summary
Total 2017 Budget by Object
Aquatics
Personnel
Services
84%
Materials and
Supplies
10%
Other Services
and Charges
6%
194 2017 Adopted Budget
Recreation Center Operations Fund
Fitness
64‐605
Core Business
Coordinate and supervise comprehensive fitness programs for all ages including:
specialty fitness classes, massage, reiki, personal training, aerobics, cycling, Silver
Sneakers, other fitness/wellness programming
Supervise certified fitness staff including: personal trainers, fitness assistant, head weight
room attendant, weight room attendants, specialty fitness instructors, fitness Instructors,
wellness therapists, fitness coordinator
Maintain operations of the fitness facilities and equipment
Offer the SilverSneakers program for members of the Kaiser, Secure Horizon, Anthem,
Aetna, AARP, Humana and other health plans
Offer CancerFit program for participants with cancer diagnosis
Provide fitness programming for evolving fitness trends
2016 Strategic Accomplishments
Participated in annual shutdown/maintenance of the Recreation Center and focused on
deep cleaning the second floor fitness areas
Researched and replaced cardio, circuit and advanced training equipment in fitness area
Conducted a DISCOVER event that showcased a variety of fitness, wellness and other
programs
Participated in Department accreditation process
2017 Strategic Priorities
Research and implement youth fitness concept of combining athletics and fitness into
one class
Research opportunities to increase revenue in the personal training and massage
programs
Recertify all Team Members in CPR/AED/First Aid to maintain a safe facility for patrons
Research and recommend fitness equipment replacement
195 2017 Adopted Budget
64‐605 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Recreation Coordinator 0.5 0.5 0.5 0.5
Recreation Supervisor 0.5 0.5 0.5 0.5
1111
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $261,778 $282,152 $280,583 $291,597
Materials and Supplies $29,576 $19,150 $19,050 $15,650
Other Services and Charges $7,191 $8,233 $8,215 $8,933
Capital Outlay $0 $0 $0 $0
$298,544 $309,535 $307,848 $316,180
Staffing and Financial Summary
Total 2017 Budget by Object
Fitness
Personnel
Services
92%
Materials and
Supplies
5%
Other Services
and Charges
3%
196 2017 Adopted Budget
Recreation Center Operations Fund
Marketing
64‐607
Core Business
Oversee the bi‐annual production of the Parks and Recreation Activities Guide which is mailed to
23,000 residents and distributed to an additional 2,000 – 3,000 people
Develop strategies to market Wheat Ridge Recreation Center facilities, programs and classes
Produce printed and electronic communications to inform the public about Parks and Recreation
facilities, programs and classes
Establish contacts with the media
Write and design public service announcements, articles and ads
2016 Strategic Accomplishments
Redesigned Parks and Recreation print materials including flyers, trifold brochures and mailings
Developed two new marketing campaigns for the DISCOVER program and lifeguard recruitment
to provide a more proactive and strategic approach to marketing programs and services
Participated in Department accreditation processes
Developed a social media policy/response plan to assist with management and operation of
social media accounts
Completed research, focus groups, and timeline for the branding process
2017 Strategic Priorities
Develop brand identity and implementation strategy for the Parks and Recreation Department
Implement Mobile WebTrac to improve online registration for the mobile user
Expand sponsorship opportunities to increase revenue and build relationships in the community
197 2017 Adopted Budget
64‐607 2014
Authorized
2015
Authorized
2016
Authorized
2017
Authorized
Marketing Coordinator 0.5000
Marketing Generalist 0 0.5 0.5 0.5
0.5 0.5 0.5 0.5
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Personnel Services $29,075 $47,791 $47,731 $46,318
Materials and Supplies $27,590 $31,783 $30,417 $33,690
Other Services and Charges $3,951 $5,575 $5,455 $6,524
Capital Outlay $0 $0 $0 $0
$60,616 $85,149 $83,603 $86,532
Staffing and Financial Summary
Total 2017 Budget by Object
Marketing
Personnel
Services
53%
Materials and
Supplies
39%
Other
Services and
Charges
8%
198 2017 Adopted Budget
199 2017 Adopted Budget
Public Art Fund
Special Funds
Fund 12 2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $52,615 $63,740 $65,819 $82,641
Revenues
Building Use Tax $8,263 $4,500 $4,500 $10,000
Building Permits $3,270 $3,000 $2,000 $6,070
Plan Review Fees $1,471 $2,000 $1,500 $2,050
Interest $200 $100 $100 $100
One Percent Public Projects $0 $23,000 $8,722 $9,250
Total Revenues $13,204 $32,600 $16,822 $27,470
Total Available Funds $65,819 $96,340 $82,641 $110,111
Expenditures
Public Art Acquisition $0 $0 $0 $0
Total Expenditures $0 $0 $0 $0
Ending Fund Balance $65,819 $96,340 $82,641 $110,111
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 and use tax charged in connection with all private site
development having an anticipated construction cost of $100,000 or greater
Development review fees charged in connection with private site development, having
an anticipated construction cost of $100,000 or greater
200 2017 Adopted Budget
Police Investigation Fund
Special Funds
Fund 17 2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $91,539 $67,866 $92,842 $44,456
Revenues
Interest $325 $350 $150 $150
Miscellaneous Revenue $977 $0 $0 $0
Total Revenues $1,303 $350 $150 $150
Total Available Funds $92,842 $68,216 $92,992 $44,606
Expenditures
Operating Supplies $0 $5,000 $5,000 $0
Other Major Equipment $0 $43,536 $43,536 $20,000
Contract Services $0 $0 $0 $5,000
Total Expenditures $0 $48,536 $48,536 $25,000
Ending Fund Balance $92,842 $19,680 $44,456 $19,606
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 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.
201 2017 Adopted Budget
202 2017 Adopted 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 Open Space Fund generates approximately $875,000 in revenue per year
2016 Strategic Accomplishments
Complete Prospect Park Master Plan
Complete construction of Clear Creek Trail and Trailhead ‐ Kipling
2017 Strategic Priorities
Renovation of Prospect Park
Replace Bass Lake retaining wall
Replace Johnson Park Trail
Clear Creek Trail
203 2017 Adopted Budget
Fund 32 2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $1,432,023 $659,239 $1,225,330 $1,246,667
Revenues
State Grants $0 $39,999 $39,975 $400,000
Open Space Tax $1,138,360 $900,000 $1,000,000 $1,000,000
Developer Fees $64,930 $0 $53,038 $180,000
County Grants $255,184 $253,000 $191,400 $200,000
Interest Earning $12,475 $8,000 $8,000 $8,000
Miscellaneous Fees $3,000 $0 $3,000 $0
Transfers from General Fund $0 $0 $0 $0
Total Revenues $1,473,948 $1,200,999 $1,295,413 $1,788,000
Total Available Funds $2,905,971 $1,860,238 $2,520,743 $3,034,667
Expenditures
Acquisitions $0 $0 $0 $0
Development Projects $665,454 $1,173,340 $310,000 $2,050,000
Maintenance Projects $532,571 $833,525 $466,172 $350,000
Salaries and Benefits $477,848 $499,337 $497,904 $511,050
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $1,675,873 $2,506,202 $1,274,076 $2,911,050
Ending Fund Balance $1,230,099 ($645,964)$1,246,667 $123,617
Special Funds
Open Space Fund
204 2017 Adopted 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
outstanding judgment fee
This 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
2016 Strategic Accomplishments
Improved safety measures to protect Judge, witnesses, and staff while Court is in
session
Provided financial assistance to indigent defendants sentenced to probation
Monitored compliance with domestic violence counseling/behavior modification
Supported victims of crime by collecting and distributing direct services funds with a
portion of court fees and fees imposed in domestic violence convictions
2017 Strategic Priorities
Provide financial assistance for substance abuse and mental health evaluations
Provide financial assistance to indigent defendants in support of behavior modification
and domestic violence counseling
Support victims of crime by collecting and distributing direct services funds by
collections of court fees and fees imposed in domestic violence convictions
205 2017 Adopted Budget
Fund 33 2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $77,022 $79,572 $83,731 $84,281
Revenues
$1 Court Fees $1,712 $2,000 $1,900 $2,000
$4 Court Fees $6,832 $8,000 $7,500 $8,000
Direct Victim Services $9,816 $12,000 $11,000 $12,000
Warrants/Judgements $2,925 $4,000 $3,500 $4,000
Transcript Fees $343 $1,500 $1,000 $1,500
Interest $273 $550 $150 $550
Total Revenues $21,900 $28,050 $25,050 $28,050
Total Available Funds $98,922 $107,622 $108,781 $112,331
Expenditures
Outside Personnel $0 $0 $0 $0
Transcript Fees $477 $1,500 $1,000 $1,500
Equipment Maintenance $225 $1,000 $1,000 $2,000
Court $4 Expenses $0 $5,000 $5,000 $10,000
Warrants/Judgements $2,945 $4,500 $3,500 $4,500
Direct Victim Services $9,930 $14,000 $11,000 $14,000
Probation $1 Expenses $1,614 $3,000 $3,000 $3,000
Office Equipment $0 $0 $0 $0
Other Major Equipment $0 $0 $0 $0
Total Expenditures $15,191 $29,000 $24,500 $35,000
Ending Fund Balance $83,731 $78,622 $84,281 $77,331
Special Funds
Municipal Court Fund
206 2017 Adopted Budget
Conservation Trust Fund
Special Fund 54
Core Business
Established in 1974, the Conservation 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 funds are distributed on a quarterly, per capita basis to municipalities, counties
and other eligible entities for parks, recreation and open space purposes
Conservation funds are used for new projects as well as maintenance projects
2016 Strategic Accomplishments
Replaced circuit equipment at Recreation Center
Resurfaced miscellaneous park basketball and tennis courts
Replaced frog slide and grates in leisure pool at Recreation Center
2017 Strategic Priorities
Prospect Park Renovation
Founders Park deaccessioning public art, new playground
Complete Recreation Center maintenance projects
Replace Recreation Center Fitness Equipment
Clear Creek Trail
207 2017 Adopted Budget
Fund 54 2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $326,099 $215,378 $452,081 $360,291
Revenues
Colorado Lottery $297,794 $300,000 $300,000 $300,000
Grants $0 $0 $0 $0
Interest $539 $500 $500 $500
Miscellaneous Income $0 $0 $0 $0
Transfers from General Fund $0 $0 $0 $0
Total Revenues $298,333 $300,500 $300,500 $300,500
Total Available Funds $624,432 $515,878 $752,581 $660,791
Expenditures
Development Projects $75,000 $100,000 $90,291 $225,000
Maintenance Projects $97,351 $485,035 $301,999 $390,000
General Fund Transfers $0 $0 $0 $0
Total Expenditures $172,351 $585,035 $392,290 $615,000
Ending fund Balance $452,081 ($69,157)$360,291 $45,791
Special Funds
Conservation Trust Fund
208 2017 Adopted Budget
Equipment Replacement Fund
Special Funds
Fund 57
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $474,021 $407,121 $468,527 $354,412
Revenues
E911 Reimbursements $0 $53,000 $53,000 $53,000
Transfer from General Fund $0 $100,000 $100,000 $100,000
Interest $4,234 $3,000 $3,200 $3,300
Total Revenues $4,234 $156,000 $156,200 $156,300
Total Available Funds $478,255 $563,121 $624,727 $510,712
Expenditures
CAD/RMS $0 $0 $0 $0
Police Radios $0 $0 $0 $226,750
Other Major Equipment $0 $230,000 $205,000 $0
Professional Services $9,727 $202,509 $65,315 $140,000
Total Expenditures $9,727 $432,509 $270,315 $366,750
Ending Fund Balance $468,527 $130,612 $354,412 $143,962
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.
2016 Strategic Accomplishments
Continued with the implementation of a regional Records Management System (RMS) with a
completion date in 2017
2017 Strategic Priority
Fully implement the regional RMS system
Convert the existing RMS data to the new Niche system
209 2017 Adopted Budget
210 2017 Adopted 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
2016 Strategic Accomplishments
Provided education to business owners on the Standard Emergency Contact Update and
Response (SECURE) program for afterhours contact
Furthered engagement of the faith‐based community in helping to address crime and
quality of life issues
Involved volunteers in Walk and Watch program to impact crime issues in parks and
greenbelt areas
Conducted the 2016 Citizen’s Police Academy and the 2016 Volunteer Academy
Conducted Child Safety Fair in partnership with Healing Waters Church as part of a
broader partnership with the faith‐based community
Initiated and completed public service announcement regarding child pedestrian safety
Partnered with Lakewood P.D. citizen volunteer program in order to enhance
effectiveness and augment resources
2017 Strategic Priorities
Incorporate Feed the Future program into Crime Prevention Unit (CPU)
Develop and produce additional public service announcements for pedestrian safety
Conduct second annual Child Safety Fair in partnership with Healing Waters Church
Expand duties of citizen volunteers in partnership with Lakewood P.D. in effort to foster
more community involvement
211 2017 Adopted Budget
Crime Prevention/Code Enforcement Fund
Fund 63 2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $346,170 $285,859 $401,752 $443,736
Revenues
Lodger's Tax $426,970 $300,000 $411,000 $300,000
CDOT ‐ Safety fair Grant $0 $0 $0 $0
No Proof of Insurance $35,643 $30,000 $35,000 $30,000
Interest $714 $1,000 $4,000 $1,000
Total Revenues $463,327 $331,000 $450,000 $331,000
Total Available Funds $809,497 $616,859 $851,752 $774,736
Expenditures
Personnel Services $381,755 $369,383 $369,383 $464,342
Materials & Supplies $14,609 $20,100 $20,100 $19,300
Other Services & Charges $11,381 $18,533 $18,533 $20,533
Total Expenditures $407,746 $408,016 $408,016 $504,175
Ending Fund Balance $401,752 $208,843 $443,736 $270,561
Special Funds
212 2017 Adopted Budget
213 2017 Adopted Budget
Capital Investment Program (CIP)
About CIP
New bridge along the east side of Kipling Street connecting the Clear Creek trail
The Capital Investment Program (CIP) is a multi‐year
program aimed at upgrading and expanding City
facilities, buildings, grounds, streets, parks and roads.
The intent of the CIP is to serve as a guide in the
provision of new facilities to meet the increasing
demand for capital improvements throughout the City,
as well as in the replacement of outmoded facilities.
The City of Wheat Ridge continually faces the fact that it
has a list of many worthy and valuable projects that far
exceed the funding available at any one time. A process
has been set up to evaluate each program, its funding
needs, potential funding sources and priority with respect
to all other needs within the City.
A basis has been established with a 10‐year CIP listing,
which assigns a preliminary schedule and provides a
description of the projects and future operational costs of these projects.
2017
Budget Priorities
Complete next phase of the
Wadsworth Blvd. Corridor
design and environmental
assessment
Complete ADA transition
Complete minor street
improvement projects and
upgrades
Complete designated
preventative maintenance
projects
Complete Bike/Ped Master
Plan
214 2017 Adopted Budget
2015
Actual
2016
Adjusted
2016
Estimated
2017
Adopted
Beginning Fund Balance $1,684,881 $643,332 $781,976 $1,033,971
Revenues
Lodger's Tax $305,509 $275,000 $294,500 $290,000
Grant ‐ RTD Gold Line Station $226,928 $380,228 $499,600 $0
Grant ‐ CDOT Wadsworth $0 $0 $0 $0
Grant ‐ Wadsworth PEL $353,496 $0 $0 $0
Grant‐ Wadsworth (FED) $0 $1,200,000 $720,000 $1,760,000
Grant ‐ Wadsworth Widening (CDOT & Othe $0 $0 $0 $0
Grant ‐ CDOT Bus Benches $0 $0 $0 $0
Grant ‐ Kipling Trail $1,206,293 $599,000 $985,257 $0
Public Improvement Fee $0 $0 $5,000 $0
Interest $15,701 $10,000 $20,000 $20,000
Msicellaneous Revenue $0 $0 $65,081 $46,825
Transfers from General Fund $3,249,970 $2,965,785 $2,965,785 $2,000,000
Total Revenues $5,357,896 $5,430,013 $5,555,223 $4,116,825
Total Available Funds $7,042,778 $6,073,345 $6,337,199 $5,150,796
Expenditures
Drainage $407,618 $479,391 $229,570 $260,000
Streets $5,844,516 $7,669,987 $4,950,658 $4,658,000
Traffic $5,471 $49,582 $14,000 $35,000
Facilities $0 $0 $0 $25,000
Parks & Recreation Projects $0 $0 $0 $25,000
Economic Development $0 $62,627 $46,000 $50,000
Municipal Projects $3,197 $63,000 $63,000 $75,000
Utility Undergrounding $0 $0 $0 $0
Transfers to General Fund $0 $0 $0 $0
Total Expenditures $6,260,802 $8,324,587 $5,303,228 $5,128,000
Ending Fund Balance $781,976 ($2,251,242)$1,033,971 $22,796
Special Funds
Capital Investment Program (CIP)
215 2017 Adopted Budget
Capital Investment Program
Project Profile
ADA TRANSITION PLAN
Project Description:
Completion of an ADA Transition Plan (Americans with Disabilities Act) in accordance with Federal
and State requirements
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Financially Sound Yes – Required per federal/state mandate
Economically Viable
Yes – provides means for a long‐term plan to leverage resources for
needed accessibility improvements as single projects or combined
with other City projects, such as pavement management.
Desirable Neighborhoods Yes – will provide improved mobility and accessibility
More Attractive Yes – Enhances neighborhood livability
Benefits of Project
The plan will identify needs and improvements and upgrades needed within street public right‐of‐
ways that may include curb ramps and other types of mobility access improvements. Provides
means for a long‐term plan to leverage resources with other City projects, such as pavement
management. Costs include City‐wide inventory, completion of a plan including policies for
addressing needs and requirements, and subsequent construction of improvements.
Plan Estimates
2017 2018 2019
Streets/Drainage $50,000 $50,000 $50,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $50,000 $50,000 $50,000
DA Compliant
ADA Ramp Ramp Location Map
216 2017 Adopted Budget
Capital Investment Program
Project Profile
BICYCLE AND PEDESTRIAN COMPLETION
Project Description:
Completion of the Bicycle and Pedestrian Master Plan and subsequent City‐wide improvements in
accordance with priorities identified in the plan. 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.
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Financially Sound Yes – Can often be added or combined with other projects
Economically Viable Yes – Addresses multi‐modal transportation needs and safety
Desirable Neighborhoods Yes – Adds to quality of life, livability, and safety
More Attractive Yes – Adds to neighborhood vitality
Benefits of Project
Provides alternative transportation and recreation options for residents, including improved and
safer access to schools, parks, businesses, and other destinations. In many cases reduces roadway
speeds and enhances livability in neighborhoods, as well as improving linkages within Wheat Ridge
and neighboring communities. In 2017 the existing master plan update will be completed.
Plan/Project Estimates
2017 2018 2019
Streets/Drainage $$ $
Bike/Ped $30,000 $ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $30,000 $ $
Bicycle lanes are clearly marked for safety and convenience
217 2017 Adopted Budget
Capital Investment Program
Project Profile
CLEAR CREEK MASTER PLAN
Project Description:
Per FEMA requirements, if a Conditional Letter of Map Revision (CLOMR) has been submitted and is
nearing approval. This will lead to a Letter of Map Revision (LOMR) which will revise the existing
master plan for Clear Creek and more accurately reflect flow and establishment of flood hazard
areas. Updating the master plan will help ascertain proposed future flood mitigation and/or water
quality projects and update flood maps to accurately identify property risks and resource needs.
The City is working jointly with the cities of Golden, Denver, Adams County and the Urban Drainage
and Flood Control District on this critical endeavor.
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Financially Sound Yes – Will determine feasibility of future projects
Economically Viable
Yes – In addition to determining feasibility of future projects, the
plan will also identify opportunities for leveraging projects and
potential funding sources with other agencies, as well as reducing
insurance costs for property owners.
Desirable Neighborhoods
Yes – neighborhoods with flood risk properties may potentially be
provided significant risk reductions
More Attractive Yes – See above
Benefits of Projects
Flood risk reduction opportunities, including protection of properties, reduced flood insurance
premiums.
Project Estimates
2017 2018 2019
Streets/Drainage $50,000 $ $
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $50,000 $ $
218 2017 Adopted Budget
Capital Investment Program
Project Profile
MAPLE GROVE RESERVOIR EMERGENCY PLANNING
Project Description:
Joint effort with Consolidated Water, Urban Drainage and Flood Control District, and the City of
Lakewood to study release rates, establish mapping, and refine communications in the event of
excessive rainfall and potential flooding of downstream properties in the event of a 100‐year or
greater flood event in Lena Gulch.
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Financially Sound Yes ‐ Relatively low cost
Economically Viable Yes ‐ Very large benefit‐to‐cost ratio
Desirable Neighborhoods Yes ‐ Protects properties and enhances public safety
More Attractive Yes ‐ Reduces flooding and maintenance needs
Benefits of Project
The project/study will provide added protection of properties (public and private) downstream from
Maple Grove Reservoir dam (via Lena Gulch) in the event of a major event, as well as assist Police
and Public Works in identifying trigger points to issue warnings to residents, impose traffic
restrictions, and help provide as much notice and protection as possible.
Estimated Contribution
2017 2018 2019
Streets/Drainage $10,000 $ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $10,000 $ $
Study Area Location: Lena Gulch between Maple Grove Reservoir and Clear Creek
219 2017 Adopted Budget
Capital Investment Program
Project Profile
MINOR STREET IMPROVEMENT PROJECT – 29th Avenue at Fenton St.
Project Description:
Street reconstruction and re‐alignment of 29th Avenue as a result of completion of Ashland
Reservoir, the Denver Water Reservoir Construction at 29th Avenue and Fenton Street. City
contribution is the result of an Inter Government Agreement (IGA) with Denver Water.
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Financially Sound
Yes – reduces long term maintenance costs and improves traffic
flow and safety
Economically Viable Yes – Inter‐agency partnership enhances feasibility
Desirable Neighborhoods Yes – Street Improvement adds to quality of life by improving safety
More Attractive
Yes – Street alignment and improvement adds to neighborhood
vitality
Benefits of Project
With the completion of the Ashland Reservoir project by Denver Water, the intersection of 29th
Avenue and Fenton Street will be re‐aligned and improved. This improvement has been desired and
planned by the City, even before the reservoir project. With Denver Water and the City’s joint
participation, this project will complete a long‐awaited goal of the City to realign the street, correct
drainage and parking deficiencies and enhance overall bicycle and pedestrian safety.
Construction Estimate
2017 2018 2019
Streets/Drainage $435,000 $ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $435,000 $ $
*City’s contribution per terms of the IGA with Denver Water
Ashland Water Tank Replacements 29th and Fenton Street
220 2017 Adopted Budget
Capital Investment Program
Project Profile
PREVENTIVE MAINTENANCE PROJECTS
Project Description:
Each year, the City performs a variety of preventive maintenance projects to maintain the City’s
roadway infrastructure of over 100 miles of streets. The City utilizes a pavement management
system that provides a systematic ranking of street conditions and rehabilitation strategies that
include crack sealing, slurry sealing, and mill and overlay projects. The intent is to provide the best
maintenance practices at the appropriate time to effectively maintain and prolong the life of the
City’s critical street infrastructure investment.
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Financially Sound
Yes – The pavement management program and associated annual
maintenance projects provide the means for the most effective and
economic maintaining of the City’s streets
Economically Viable
Yes – Protects and maintains the City’s investments, which
contribute to the economic vitality and livability of the City. The
projects also reduce overall maintenance costs.
Desirable Neighborhoods Yes – Adequately maintained streets support property values
More Attractive Yes – Good streets enhance appearance, safety and transportation options
Benefits of Project
The preventive maintenance projects provide a means for the most effective and economic
maintenance of the City’s streets for the long term, as well as maintaining property values and
reducing long‐term maintenance costs. These projects also leverage bicycle and pedestrian, and
utility and drainage improvements where feasible.
Cost Estimates
2017 2018 2019
Streets/Drainage $2,000,000 $2,000,000 $2,700,000
Bike/Ped $$ $
Maintenance $$ $
Total $2,000,000 $2,000,000 $2,700,000
221 2017 Adopted Budget
Capital Investment Program
Project Profile
PUBLIC IMPROVEMENT PROJECTS – DEVELOPMENT RELATED
Project Description:
Additional public infrastructure investment related to development/redevelopment projects,
providing additional public benefit beyond the development itself. 2017 project is a new traffic
signal at the intersection of 32nd Avenue and Xenon Street. Other projects may include City
contributions to complete sidewalk gaps adjacent or outside of the development itself, bicycle and
pedestrian enhancements, and/or other projects that may provide long‐term benefits to the City
and general public.
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Financially Sound Yes – Opportunities for public/private partnerships
Economically Viable Yes – Addresses long term City needs/sustainability
Desirable Neighborhoods Yes – Adds to quality of life, livability, and safety
More Attractive Yes – Assists redevelopment/property improvements
Benefits of Project
Provides overall public benefit in tandem with private redevelopment. A new traffic signal will
provide safer and more efficient traffic flow on 32nd Avenue and in and out of the Applewood
Shopping Center. Provides opportunities to strategically leverage with private partners to complete
public improvements that may or may not be the attributable to the development itself.
Construction Contribution Estimates
2017 2018 2019
Streets/Drainage $233,000 $100,000 $100,000
Bike/Ped $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $233,000 $100,000 $100,000
X
Public infrastructure improvements include sidewalks and lighting of City‐wide project on an as needed basis. A new
traffic signal will be added at 32nd and Xenon.
222 2017 Adopted Budget
Capital Investment Program
Project Profile
WADSWORTH BOULEVARD ENVIRONMENTAL ASSESSMENT, DESIGN, AND CONSTRUCTION
Project Description:
The project provides for the planning, design, and eventual reconstruction of Wadsworth Boulevard
between 35th Avenue and I‐70. Efforts in 2016 and 2017 will consist primarily of completion of an
environmental assessment and identification of right‐of‐way acquisition needs.
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Financially Sound
Yes – The combination and leveraging of federal, city, state, and
other funds will address traffic congestion, safety, capacity, and
multi‐modal transportation needs well into the future.
Economically Viable
Yes – In addition to rehabilitating deteriorating roadway, it will
improve economic opportunities within the corridor
Desirable Neighborhoods Yes – Adds to value and future redevelopment opportunities
More A ttractive Yes – Plan includes streetscape and other amenities
Benefits of Project
Provides much of the up‐front design and environmental work needed for the eventual
reconstruction of Wadsworth Boulevard, including improvements that address future needs for
capacity and safety, drainage and utilities, pedestrian and bicycle mobility, and overall public safety.
The eventual improvements will provide opportunities for future redevelopment and economic
growth in the corridor.
Wadsworth Boulevard Cost Estimates
2017 2018 2019
Streets/Drainage $1,760,000 $6,360,000 $13,290,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Other Agency Projects $$ $
Total $1,760,000 $6,360,000 $13,290,000
*Federal funding attained with local commitment. Complete funding details, including sources and amounts are
currently being refined.
Between 35th Avenue and I‐70 Wadsworth Rendering
223 2017 Adopted Budget
Capital Investment Program
Project Profile
CLEAR CREEK CROSSING
Project Description:
An Environmental Assessment (EA) must be re‐evaluated and approved in accordance with a
proposed phased development, in contrast to the single larger scale development proposed in 2007,
but not constructed. The re‐evaluation requires revised traffic studies based on newly proposed
land uses, along with water quality, air, noise and other environmental element updates. This work
in cooperation with CDOT and the Federal Highway Administration (FHWA) will allow for needed
public infrastructure improvements.
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Financially Sound
Yes – this small investment in the EA re‐evaluation will potentially
help make improvements that will generate significant new revenues
for the City for many years
Economically Viable
Yes – completion of this redevelopment project will increase city
revenues by $2.8 million per year
Desirable
Neighborhoods
Yes – completion of this redevelopment project will create new retail,
residential and entertainment options for Wheat Ridge residents
More Attractive
Yes – the redevelopment project will be built to the City’s
architectural and site design standards and include new landscaping
and trails
Benefits of Projects
Approval of this EA re‐evaluation by FHWA and CDOT will allow for redevelopment of a long‐vacant
site into a mixed‐use commercial center including office, residential, hospitality and entertainment.
Estimated City tax revenues from the proposed development total $2.8 million per year.
Project Estimates
2017 2018 2019
Streets/Drainage $140,000 $ $
Bike/Ped $$ $
Utilities $$ $
Other Agency Projects $$ $
Total $140,000 $ $
Aerial view of Clear Creek
Crossing Project
224 2017 Adopted Budget
Capital Investment Program
Project Profile
MISCELLANEOUS DRAINAGE IMPROVEMENT PROJECTS
Project Description:
The City’s overall storm water drainage network lacks sufficient facilities, including a lack of needed
storm sewers. Much of the existing system is also aging and falling into disrepair. The project
allocates monies each ear to address higher identified needs and priorities.
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Financially Sound Yes – Project costs are feasible
Economically Viable
Yes – Reduces flooding of streets, damage from erosion, and
protects properties from damage. Also reduces short term and
long term maintenance costs.
Desirable Neighborhoods Yes – will further protect private properties
More Attractive
Yes – Can be leveraged with other concurrent improvements, such
as street and maintenance paving projects
Benefits of Project
These projects address and correct higher priority drainage deficiencies that exist City‐wide. These
projects mitigate ponding and flooding on public streets, runoff and water damage to both public
and private properties, and effect repairs to aging existing facilities.
Plan Estimates
2017 2018 2019
Streets/Drainage $200,000 $200,000 $200,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $200,000 $200,000 $200,000
Drainage outfall and outfall construction
225 2017 Adopted Budget
Capital Investment Program
Project Profile
GATEWAY SIGNAGE PROGRAM
Project Description:
Installation of Gateway/Entry‐Way signs at various City perimeter locations to supplement existing
signs
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Financially Sound Yes – Relative low cost
Economically Viable
Yes – Enhances the City’s image and branding, thus assisting with
maintaining economic viability.
Desirable Neighborhoods Yes – Provides added aesthetics and sense of community
More Attractive Yes – Enhances City’s image
Benefits of Project
Through a previously established plan with City Council guidance, a few smaller entry‐way signs
have been installed to supplement larger gateway monument signs at major roadway locations,
such as the sign at Kipling and I‐70. The supplemental entry‐way signs are being installed at
neighborhood entries along collector streets entering the City from neighboring communities.
Larger gateway signs are planned for other highway locations, such as Kipling and 26th Avenue.
Plan Estimates
2017 2018 2019
Economic Development $50,000 $50,000 $50,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $50,000 $50,000 $50,000
Gateway monument sign Entryway sign
226 2017 Adopted Budget
Capital Investment Program
Project Profile
NEIGHBORHOOD TRAFFIC MANAGEMENT
Project Description:
The Neighborhood Traffic Management Program (NTMP) is a process that allows residents to
request traffic calming measures on residential streets.
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Financially Sound Yes – Measures and program are relatively inexpensive
Economically Viable
Yes – Physical improvements (if desired by residents) are low cost
to install and can sometimes be combined or added on to other
projects, such as pavement management
Desirable Neighborhoods
Yes – can improve safety and quality of life when traffic speeds are
reduced
More Attractive Yes – Can be designed and installed to compliment neighborhood
Benefits of Project
The NTMP is a process that allows residents to request traffic calming measures on residential
streets. This program may result in physical improvements, such as speed humps, or may involve
further enforcement and education. The goal is to calm traffic on residential streets and enhance
livability and safety
Plan Estimates
2017 2018 2019
Traffic $35,000 $35,000 $35,000
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $35,000 $35,000 $35,000
Neighborhood traffic calming devices
227 2017 Adopted Budget
Capital Investment Program
Project Profile
Street Light Installation Project
Project Description:
The Street Light Installation Project will provide a way for residents to petition for additional
overhead street lights in their neighborhood, per the City’s adopted policy and guidelines for street
lights. The project will provide funding for the process.
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Financially Sound Yes – Adds value to City’s investment
Economically Viable Yes – Relative low cost
Desirable Neighborhoods Yes – Improves visibility and safety
More Attractive Yes – Adds amenity to neighborhood
Benefits of Project
Residents will be engaged in the process of working with the City to make improvements to their
neighborhoods, including better visibility and safety.
Plan Estimates
2017 2018 2019
Streets/Drainage $$ $
Bike/Ped $$ $
Utilities $10,000 $10,000 $10,000
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $10,000 $10,000 $10,000
Recently replaced with energy-efficient LED lights
228 2017 Adopted Budget
Capital Investment Program
Project Profile
New Shop Project
Project Description:
This project will provide seed money to start the process of upgrading and/or replacing the City’s
Public Works Operations building. The facility is decades old and outdated; many current building
requirements are not met, inhibiting the efficiency of operations and compromising desired levels
of customer service.
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Financially Sound Yes – Initial seed money to start the planning process is small
Economically Viable Yes – Long‐term investment in a critical City operations facility
Desirable Neighborhoods Yes – Long term will assist in more efficient delivery of services
More Attractive Yes – Existing facility is badly outdated
Benefits of Project
A new or updated building will meet current space needs and improve efficiency of the operations
division.
Plan Estimates
2017 2018 2019
Streets/Drainage $$ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Municipal Capital Project $25,000 $ $
Total $25,000 $ $
Existing Public Works Operations Building
229 2017 Adopted Budget
Capital Investment Program
Project Profile
Municipal Parking Lot Project
Project Description:
This preservation work will utilize appropriate pavement maintenance strategies to
preserve/maintain two City‐owned parking lots in the 38th Avenue corridor. The lots will also be re‐
striped.
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Financially Sound Yes – The small investment will preserve a City asset/investment
Economically Viable Yes – The investment is a relatively low cost
Desirable Neighborhoods
Yes – Contributes to economic vitality of surrounding properties
and the entire area
More Attractive Yes – Preservation work will aesthetically improve appearance
Benefits of Project
For a relatively low investment, the project will preserve the pavement in the lots and contribute to
the aesthetic image of a vibrant 38th Avenue.
Plan Estimates
2017 2018 2019
Municipal Parking Lots $25,000 $ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $$ $
Total $25,000 $ $
Lot west of Right Coast Pizza on the south side of 38th
Lot to the south of 38th and west of Sheridan
230 2017 Adopted Budget
Capital Investment Program
Project Profile
Aerial Photography/GIS Updates
Project Description:
Updating GIS aerial photography and GIS to provide accurate data for mapping and inventory. It will
also update the flood plain boundaries and help to meet legal requirements.
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Financially Sound Yes – The investment is necessary to maintain information accuracy
Economically Viable Yes – Smaller investment now will save dollars long term
Desirable Neighborhoods Yes – Will indirectly assist property owners and stakeholders
More Attractive
Yes – Will indirectly assist properties and neighborhoods by
providing accurate information for various needs
Benefits of Project
This multi‐year effort will enable the City to maintain accurate asset records, mapping and
inventories. Up‐to‐date and accurate information is critical to the City’s ability to function and serve
customers in all areas (public and private), including providing property information, utility locations
and permitting, flood plain boundaries and elevations, and legal needs and requirements. Outdated
information can cost the City and stakeholders significant amounts of time and resources, as well as
increase liability exposure.
Plan Estimates
2017 2018 2019
Streets/Drainage $$ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Municipal Capital Projects $25,000 $35,000 $35,000
Total $25,000 $35,000 $35,000
Aerial View of the City and the I‐70 and I‐76 Highway Interchange
231 2017 Adopted Budget
Capital Investment Program
Project Profile
Police Department Evidence Project
Project Description:
The existing PD evidence building is at capacity and additional storage is needed for evidence that
requires a locked vault (drugs, guns and money). The second floor over the large garage in the
Public Works Shops building is not currently being used and can be converted to provide additional
secure storage for Police Department evidence.
Ci
t
y
G
o
a
l
s
Financially Sound Yes – Utilizing existing facility space
Economically Viable Yes – Can be converted more economically than new construction
Desirable Neighborhoods Yes – Provides a safe storage for potentially dangerous evidence
More Attractive Does not apply
Benefits of Project
The conversion of unutilized, existing space will be more economical than locating a new facility site
and doing new construction. This will provide a safe and secure addition to meet the evidence
storage needs of the Police Department.
Plan Estimates
2017 2018 2019
Streets/Drainage $$ $
Bike/Ped $$ $
Utilities $$ $
Maintenance $$ $
Plans/Studies $$ $
Equipment $$ $
Other Agency Projects $50,000 $50,000 $
Total $50,000 $50,000 $
Evidence storage is at capacity
232 2017 Adopted Budget
2017 CIP Adopted Budget
REVENUES
2015 2016 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
30-580-00-589 Beginning Fund Balance $1,684,881 $643,332 $781,976 $1,033,971 $22,796 $52,796 $432,796 $37,796 $152,796 $117,796 $232,796 $97,796
30-500-00-508 Lodger's Tax $305,509 $275,000 $294,500 $290,000 $290,000 $290,000 $290,000 $290,000 $290,000 $290,000 $290,000 $290,000
30-520-11-539 Grant - RTD Gold Line Station $226,928 $380,228 $499,600 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-03-539 Grant-CDOT-Wadsworth $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-09-539 Grant - Wadsworth PEL $353,496 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-12-539 Grant - Wadsworth Widening (FED)$0 $1,200,000 $720,000 $1,760,000 $6,360,000 $11,840,000 $4,600,000 $0 $0 $0 $0 $0
30-520-13-539 Grant - Wadsworth Widening (CDOT & Other)$0 $0 $0 $0 $0 $2,350,000 $7,980,000 $0 $0 $0 $0
30-520-10-539 CDOT Grant-Bus Benches $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-520-08-539 Grant - Kipling Trail $1,206,293 $599,000 $985,257 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-550-00-551 Public Improvement Fee $5,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-580-00-581 Interest $15,701 $10,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000
30-580-00-588 Misc. Revenue $0 $0 $65,081 $46,825 $0 $0 $0 $0 $0 $0 $0 $0
30-590-00-591 Transfer from General Fund $3,249,970 $2,965,785 $2,965,785 $2,000,000 $2,200,000 $2,500,000 $3,500,000 $3,000,000 $3,000,000 $3,000,000 $3,100,000 $3,100,000
TOTAL REVENUE $5,357,896 $5,430,013 $5,555,223 $4,116,825 $8,870,000 $17,000,000 $16,390,000 $3,310,000 $3,310,000 $3,310,000 $3,410,000 $3,410,000
TOTAL AVAILABLE FUNDS $7,042,778 $6,073,345 $6,337,199 $5,150,796 $8,892,796 $17,052,796 $16,822,796 $3,347,796 $3,462,796 $3,427,796 $3,642,796 $3,507,796
EXPENDITURES
2015 2016 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
DPW DRAINAGE
30-302-800-831 Maple Grove Reservoir $10,000 $10,000 $0 $10,000 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-833 Misc. Drainage Improvements Projects $39,418 $352,391 $199,570 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
30-302-800-834 Arvada Channel Improvements $350,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-835 29th Ave Drainage Improvements $8,200 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-836 Sloans Lake MDP & FHAD Update $0 $17,000 $17,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-837 Clear Creek Master Plan Update $0 $50,000 $0 $50,000 $0 $0 $0 $0 $0 $0 $0 $0
30-302-800-838 Clear Creek CLOMR and FHAD $0 $50,000 $13,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DRAINAGE $407,618 $479,391 $229,570 $260,000 $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 $0 $350,000 $0 $435,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-841 Clear Creek Crossing $66,507 $32,522 $72,000 $140,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-842 Kipling pedestrian improvements $2,411,317 $1,333,382 $425,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-851 Public Improvement Projects, Dev. Related $0 $100,000 $17,000 $233,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $100,000
30-303-800-852 Bike/Pedestrian Improvements $117,789 $22,804 $5,831 $0 $0 $150,000 $150,000 $0 $150,000 $0 $150,000 $0
30-303-800-853 Bike/Pedestrian Master Plan $0 $60,000 $30,000 $30,000 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-854 Wadsworth PEL $262,823 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-860 Gold Line station $178,775 $1,507,073 $970,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-303-800-861 ADA Improvements $4,007 $95,993 $43,247 $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 $1,500 $0 $0 $10,000 $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 $0 $1,500,000 $900,000 $1,760,000 $6,360,000 $13,290,000 $13,440,000 $0 $0 $0 $0 $0
30-303-800-884 Preventative Maintenance Projects $2,796,799 $2,668,213 $2,487,580 $2,000,000 $2,000,000 $2,700,000 $2,800,000 $2,800,000 $2,800,000 $2,800,000 $3,000,000 $3,000,000
30-303-800-892 Neighborhood Revitalization $4,997 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL STREETS $5,844,516 $7,669,987 $4,950,658 $4,658,000 $8,520,000 $16,300,000 $16,550,000 $2,960,000 $3,110,000 $2,960,000 $3,310,000 $3,160,000
DPW TRAFFIC
30-304-800-843 Traffic Signal Improvement Project $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-304-800-844 Neighborhood Traffic Management Projects $5,471 $49,582 $14,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000
TOTAL TRAFFIC $5,471 $49,582 $14,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000
DPW FACILITIES
30-305-800-811 New Shop Funding $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL DPW FACILITIES $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
PARKS & RECREATION CAPITAL PROJECTS
30-603-800-864 Municipal Parking Lots $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
Anderson Park $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL PARKS & RECREATION $0 $0 $0 $25,000 $0 $0 $0 $0 $0 $0 $0 $0
ECONOMIC DEVELOPMENT
30-610-700-725 Conditions Surveys - URA $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-700-724 Gateway Signage Program $0 $62,627 $46,000 $50,000 $50,000 $50,000 $0 $0 $0 $0 $0 $0
TOTAL ECONOMIC DEVELOPMENT $0 $62,627 $46,000 $50,000 $0 $50,000 $0 $0 $0 $0 $0 $0
MUNICIPAL CAPITAL PROJECTS
30-610-800-801 Land Acquisition $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-811 City Hall Improvements/Maintenance $3,197 $63,000 $63,000 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-814 Emergency Warning System $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
30-610-800-872 Aerial Photography/GIS Updates $0 $0 $0 $25,000 $35,000 $35,000 $0 $0 $0 $0 $0 $0
30-610-800-873 PD Evidence $0 $0 $0 $50,000 $50,000 $0 $0 $0 $0 $0 $0 $0
TOTAL MUNICIPAL $3,197 $63,000 $63,000 $75,000 $85,000 $35,000 $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 $6,260,802 $8,324,587 $5,303,228 $5,128,000 $8,840,000 $16,620,000 $16,785,000 $3,195,000 $3,345,000 $3,195,000 $3,545,000 $3,395,000
ENDING FUND BALANCE $781,976 -$2,251,242 $1,033,971 $22,796 $52,796 $432,796 $37,796 $152,796 $117,796 $232,796 $97,796 $112,796
233 2017 Adopted Budget
Pay‐for‐Performance Compensation Plan
In 2013, the City launched a new compensation plan for full‐time/part‐time benefitted employees
that is financially sustainable and is a plan that will help staff recruit and retain top talent.
Additionally, the compensation plan is market‐based and fully aligned with the City’s efforts with
the performance management project (PMP) that has culminated in the full implementation of a
pay‐for‐performance system. 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. It is important for the City to reward
employees who exemplify these core values and who help achieve the City’s strategic results.
The City’s new 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 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 to 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,
recognition and wellness programs as well as development opportunities based on
financial conditions and strategic objectives, as compared to other governmental and
private employers in the community.
The new Compensation Plan consists of two sub plans: 1) a Pay‐for‐Performance open range plan
(which includes civilian and police sergeants and higher ranks) and 2) a Sworn Step Plan which
includes Police Officer I and II.
Market Survey Update ‐ The City conducted a biennial market analysis update in 2016 to see how
the City’s pay practices relate to the employer comparison group. For 2017, the market shift in
compensation is 3% for the City civilian plan and 6% for the sworn step plan. Current economic
conditions are factored into decisions related to the compensation system. Additionally, staff
implemented the new Part‐Time Employee Pay Plan in 2014 and adjusted minimum pay rates to
reflect the State‐mandated increase in minimum wage.
234 2017 Adopted Budget
The next market survey update for both pay plans will be conducted in 2018. Following the
performance evaluation due dates scheduled in the fall of 2017, employees may receive an increase
based on how they met the core values and competencies of the new PMP system. 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. Performance increases are awarded based on an employee’s performance review. They
are not guaranteed. The City does not grant cost‐of‐living increases. Pay increases are allocated
based on the employee’s performance and achievement of organizational core values and
performance competencies. Cost‐of‐living increases are no longer a best practice and very few local
government entities use this method. Overall, cost‐of‐living increases do not reward performance
and do not support the culture of the City.
The City’s new compensation system considers job content and qualification only. Demonstrated
achievement of performance goals and objectives, core values and competencies result in
determining the pay increase employees are eligible for on an annual basis. Increases are
contingent upon available funding.
235 2017 Adopted Budget
Police Officer I
Steps Entry Post Certified POI
Annual $52,000 $54,600 $57,603
Hourly $25.0000 $26.2500 $27.6937
5.0%5.5%
Police Officer II
Steps 1 2 3 4 5 6 7
Annual $61,600 $64,926 $67,848 $70,901 $73,950 $76,982 $80,138
Hourly $29.6153 $31.2144 $32.6192 $34.0870 $35.5529 $37.0106 $38.5279
5.4%4.5%4.5%4.3%4.1%4.1%
Sworn Officer Step Plan
Police Department
% spread between steps
% spread between steps
236 2017 Adopted Budget
Range Range
Minimum Maximum
Salary Grade 10 $27,200 $36,800
Parks & Recreation Custodian $13.08 $17.69
Parks & Recreation Maintenance Worker I‐P&R
Salary Grade 20 $30,100 $42,100
Public Works Maintenance Worker I‐PW $14.47 $20.24
Parks & Recreation Operations Support Technician I‐P&R
Salary Grade 30 $33,200 $46,400
Administrative Services Accounting Technician $15.96 $22.31
Parks & Recreation Forestry Assistant
Administrative Services IT Technician
Parks & Recreation Maintenance Worker II‐Parks
Administrative Services Operations Support Technician II‐Admin
Parks & Recreation Operations Support Technician II‐P&R
Salary Grade 40 $35,800 $50,200
Municipal Court Deputy Court Clerk I $17.21 $24.13
Parks & Recreation Recreation Leader
Administrative Services Sales Tax Technician
Salary Grade 50 $38,000 $55,000
Municipal Court Deputy Court Clerk II $18.27 $26.44
Parks & Recreation Facility Assistant
Parks & Recreation Forestry Technician
Parks & Recreation Horticulture Technician
Public Works Maintenance Worker II ‐ PW
Parks & Recreation Operations Support Tech III‐P&R
Police Department Operations Support Tech III‐Police
Public Works Operations Support Tech III‐PW
Community Development Permit Technician
Administrative Services Purchasing Technician
Parks & Recreation Pool Manager
Police Department Records Mnagement Specialist
Parks & Rec /Parks Senior Staff Assistant
Salary Grade 60 $41,600 $60,400
Mayor's Office Admin. Assistant‐Mayor/Council $20.00 $29.04
Community Development Administrative Assistant‐CD
Police Department Administrative Assistant‐Police
Public Works Administrative Assistant‐PW
Police Department Community Service Officer
Police Department Emergency Services Specialist
Public Works Engineering Technician I
Salary Grade Job Title
Non‐Exempt Summary Report
Job Titles Listed by Salary Grade
237 2017 Adopted Budget
Salary Grade 60 ‐ con't $41,600 $60,400
Public Works Equipment Operator I $20.00 $29.04
Police Department Evidence Technician I
Parks & Recreation Facility Coordinator
Parks & Recreation Marketing Generalist
Public Works Mechanic
Administrative Services Payroll Specialist
Parks & Recreation Recreation Coordinator
Salary Grade 70 $46,100 $66,900
Police Department Community Service Officer ‐ Lead $22.16 $32.16
Community Development Combination Inspector‐I
Municipal Court Court Marshal
Parks & Recreation Crew Leader‐Parks
City Clerk's Office Deputy City Clerk
Public Works Engineering Technician II
Public Works Equipment Operator II
Police Department Evidence Technician II
Parks & Recreation Facilities Maintenance Supervisor
Public Works Mechanic ‐ Lead
Municipal Court Probation Officer
Community Development Senior Permit Technician
Public Works Traffic Control Technician
Salary Grade 80 $50,400 $75,600
Community Development Combination Inspector II $24.23 $36.35
Public Works Entineering Technician III
Salary Grade 90 $55,600 $83,400
Police Department Communications Supervisor $26.73 $40.10
Police Department Community Service Team Supervisor
Administrative Services Executive Assistant
Police Department Records Supervisor
Administrative Services Senior IT Technician
Salary Grade 100 $61,600 $92,400
No positions $29.62 $44.42
Salary Grade 110 $74,000 $111,000
Police Department Sergeant $35.58 $53.37
238 2017 Adopted Budget
Exempt Summary Report
Job Titles Listed by Salary Grade
Range Range
Minimum Maximum
Salary Grade 200 $47,476 $71,214
Community Development Planner I $22.83 $34.24
Salary Grade 210 $51,200 $76,800
Parks & Recreation Parks & Rec Analyst $24.62 $36.92
Community Development Planner II
Administrative Services Sales Tax Auditor
Public Works Stormwater Coordinator
Salary Grade 220 $56,500 $84,800
Police Department Crime/Research Analyst $27.16 $40.77
Court Deputy Court Administrator
Administrative Services GIS Analyst
Administrative Services Human Resources Business Partner
Parks & Recreation Forestry and Open Space Supervisor
Parks & Recreation Operations Supervisor-Facilities
Parks & Recreation Operations Supervisor-Parks
Parks & Recreation Project Coordinator
Parks & Recreation Recreation Supervisor
Police Department Training & Accreditation Manager
Salary Grade 230 $64,800 $97,200
City Manager's Office Assistant to the City Manager $31.15 $46.73
Municipal Court Court Administrator
Public Works Operations Supervisor
Administrative Services Purchasing & Contract Agent
Administrative Services Sales Tax Supervisor
Salary Grade 240 $72,400 $108,600
Public Works Civil Engineer II $34.81 $52.21
City Manager's Office Economic Development /Urban Renewal Mgr
Administrative Services Network Administrator
Community Development Senior Planner
Salary Grade 250 $80,000 $120,000
Administrative Services Accounting Manager $38.46 $57.69
Public Works Operations Manager
Parks & Recreation Parks,Open Space,Forestry Manager
Administrative Services PIO/Communications Manager
Parks & Recreation Recreation and Facilities Manager
Salary Grade Job Title
239 2017 Adopted Budget
Salary Grade 260 $86,300 $133,700
Community Development Chief Building Official $41.49 $64.28
Public Works Engineering Manager
Administrative Services Human Resources Manager
Administrative Services IT Manager
Police Department Police Commander
Salary Grade 270 $92,900 $144,100
Police Department Police Division Chief $44.66 $69.28
Salary Grade 280 $102,000 $158,000
Administrative Services Director-Administrative Services $49.04 $75.96
Community Development Director-Community Development
Parks & Recreation Director of Parks & Recreation
Public Works Director of Public Works
Salary Grade 290 $111,400 $172,600
Police Department Chief of Police $53.56 $82.98
Salary Grade 300 $130,800 $209,200
City Manager's Office City Manager $62.88 $100.58
240 2017 Adopted Budget
Range Range
Minimum Maximum
Salary Grade PT1 $9.30 $12.57
Parks & Recreation Assistant Coach
Building Supervisor
Childcare Attendant
Climbing Wall Attendant
Concession Worker
Gym Attendant
Recreation Aide
Weight Room Attendant
Salary Grade PT2 $9.62 $13.46
Parks & Recreation Coach
Environmental Interpreter
Guest Service Attendant
Head Childcare Attendant
Head Weight Room Attendant
Instructor - Sports
Lifeguard
Maintenance Worker - Seasonal
Scorekeeper
Salary Grade PT3 $10.43 $14.57
Parks & Recreation Head Coach
Head Lifeguard
Lead Maintenance Worker - Seasonal
Preschool Group Leader - Licensed
Water Safety Instructor
Salary Grade PT4 $11.39 $16.57
Parks & Recreation Custodian
Salary Grade PT5 $12.93 $18.80
Parks & Recreation Concession Manager
Driver
Instructor - Dance
Instructor - Recreation
Recreation Leader
Sports Official
Job Titles Listed by Salary Grade
Part-Time Summary Report
Salary Grade Job Title
241 2017 Adopted Budget
Salary Grade PT6 $14.23 $20.60
Parks & Recreation Summer Camp Specialist
Parks & Recreation Preschool Specialist - Licensed
Salary Grade PT7 $15.58 $23.37
Parks & Recreation Instructor - Aqua Aerobics
Instructor - Fitness
Instructor - Martial Arts
Salary Grade PT8 $17.55 $26.30
Parks & Recreation Facility Assistant
GIS Technician - Parks
Instructor - Nutritionist
Personal Trainer
Pool Manager
Human Resources Support Technician
Salary Grade PT9 $19.81 $29.71
Parks & Recreation Graphic Designer
Instructor - Special Fitness
Wellness Therapist
242 2017 Adopted Budget
2014 2015 2016 2017
Authorized Authorized Authorized Authorized
GENERAL FUND
LEGISLATIVE
Legislative Services
Mayor - 1 position Elected Elected Elected Elected
Council Member - 8 positions Elected Elected Elected Elected
Administrative Assistant 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
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
Economic Development Manager 1.000 1.000 1.000 1.000
Total 2.000 2.000 2.000 2.000
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 0.000 1.000 1.000 1.000
Deputy Court Clerk II 3.000 3.000 3.000 3.000
Deputy Court Clerk I 3.875 3.000 3.000 3.000
Probation Officer 1.000 1.000 1.000 1.000
Court Marshal 1.260 1.250 1.250 1.250
Total 10.135 10.250 10.250 10.250
Staffing Table
243 2017 Adopted Budget
2014 2015 2016 2017
Authorized Authorized Authorized Authorized
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
Assistant to the City Manager 0.000 1.000 1.000 1.000
Management Analyst 1.000 0.000 0.000 0.000
Operations Support Technician II 1.000 1.000 1.000 1.000
Subtotal 4.000 4.000 4.000 4.000
Public Information Office
Public Information Officer/Communications Manager 0.000 1.000 1.000 1.000
Web & Imaging Technician 0.000 0.000 0.500 0.500
Subtotal 0.000 1.000 1.500 1.500
Finance
Accounting Manager 0.000 0.000 1.000 1.000
Accounting Supervisor 1.000 1.000 0.000 0.000
Accounting Technician 1.000 1.000 1.000 1.000
Payroll Specialist 0.000 1.000 1.000 1.000
Payroll Technician 1.000 0.000 0.000 0.000
Subtotal 3.000 3.000 3.000 3.000
Sales Tax
Sales Tax Supervisor 1.000 1.000 1.000 1.000
Sales Tax Auditor 1.000 1.000 1.000 1.000
Sales Tax Technician 1.000 1.000 1.000 1.000
Subtotal 3.000 3.000 3.000 3.000
Human Resources
Human Resources Manager 1.000 1.000 1.000 1.000
Human Resources Business Partner 0.000 2.000 2.000 2.000
Senior HR Analyst 1.000 0.000 0.000 0.000
Human Resources Analyst 1.000 0.000 0.000 0.000
Subtotal 3.000 3.000 3.000 3.000
Purchasing and Contracting
Purchasing and Contracting Agent 1.000 1.000 1.000 1.000
Purchasing Technician 0.500 0.500 0.500 0.500
Subtotal 1.500 1.500 1.500 1.500
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 0.000 1.000 1.000 1.000
GIS Specialist 1.000 0.000 0.000 0.000
IT Technician 0.000 1.000 0.500 0.500
Web & Imaging Technician 0.500 0.000 0.000 0.000
Help Desk Technician 0.500 0.000 0.000 0.000
Subtotal 6.000 6.000 5.500 5.500
Total 20.500 21.500 21.500 21.500
244 2017 Adopted Budget
2014 2015 2016 2017
Authorized Authorized Authorized Authorized
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
Subtotal 2.000 2.000 2.000 2.000
Planning
Senior Planner 1.000 1.000 1.000 1.000
Planner II 1.000 1.000 1.000 1.000
Planner I 1.000 0.000 1.000 1.000
Planning Technician 0.000 1.000 0.000 0.000
Subtotal 3.000 3.000 3.000 3.000
Building
Chief Building Official 1.000 1.000 1.000 1.000
Plans Examiner/Inspector 1.000 2.000 2.000 2.000
Combination Inspector 2.000 1.000 1.000 1.000
Property Inspector 0.000 0.000 0.000 0.000
Senior Permit Technician 0.000 1.000 1.000 1.000
Permit Technician 1.000 1.000 1.000 1.000
Subtotal 5.000 6.000 6.000 6.000
Long Range Planning
Senior Planner 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Total 11.000 12.000 12.000 12.000
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 Commander 0.000 0.000 0.000 0.000
Police Sergeant 1.000 1.000 1.000 1.000
Administrative Assistant 2.000 2.000 2.000 2.000
Police Support Technician 0.000 0.000 0.000 0.000
Subtotal 5.000 5.000 5.000 5.000
Community Services Team
Community Service Supervisor 1.000 1.000 1.000 1.000
Community Service Officer 2.000 2.000 2.000 2.000
Subtotal 3.000 3.000 3.000 3.000
Communications Center
Communications Manager 1.000 1.000 1.000 1.000
Communications Supervisor 0.000 1.000 1.000 1.000
Lead Emergency Services Specialist 1.000 0.000 0.000 0.000
Emergency Services Specialist 9.000 11.000 11.000 11.000
Subtotal 11.000 13.000 13.000 13.000
245 2017 Adopted Budget
2014 2015 2016 2017
Authorized Authorized Authorized Authorized
Staffing Table
Crime Prevention Team
Police Sergeant 0.500 0.500 0.500 0.500
Crime Prevention Officer 0.000 0.000 0.000 0.000
School Resource Officer 2.000 3.000 2.000 2.000
Subtotal 2.500 3.500 2.500 2.500
Grants
Police Officer 3.000 1.000 1.000 1.000
Subtotal 3.000 1.000 1.000 1.000
Records Team
Records Supervisor 1.000 1.000 1.000 1.000
Records Management Specialist 3.000 5.000 5.000 5.000
Subtotal 4.000 6.000 6.000 6.000
Accreditation & Training
PIO/Training Coordinator 1.000 0.000 0.000 0.000
Accreditation Manager/Training Coordinator 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 Lieutenant 0.000 0.000 0.000 0.000
Police Sergeant 6.000 6.000 6.000 6.000
Police Officer 36.000 36.000 36.000 39.000
Operations Support Tech III 0.000 0.000 0.000 0.000
Operations Support Tech II 2.000 0.000 0.000 0.000
Subtotal 47.000 45.000 45.000 48.000
Investigations Bureau
Police Commander 1.000 1.000 1.000 1.000
Police Lieutenant 0.000 0.000 0.000 0.000
Police Sergeant 2.000 2.000 2.000 2.000
Police Officer 12.000 13.000 13.000 14.000
Operations Support Tech III 2.000 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
Subtotal 20.000 21.000 21.000 22.000
Crime & 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 101.500 103.500 102.500 106.500
246 2017 Adopted Budget
2014 2015 2016 2017
Authorized Authorized Authorized Authorized
Staffing Table
PUBLIC WORKS DEPARTMENT
Administration
Public Works Director 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Engineering
Engineering Manager 1.000 1.000 1.000 1.000
Administrative Assistant 1.000 1.000 1.000 1.000
Civil Engineer II 2.000 3.000 3.000 3.000
Civil Engineer I 1.000 0.000 0.000 0.000
Stormwater Coordinator 0.000 1.000 1.000 1.000
Engineering Technician 7.000 6.000 6.000 6.000
Subtotal 12.000 12.000 12.000 12.000
Operations
Operations Manager 1.000 1.000 1.000 1.000
Operations Supervisor 1.000 1.000 1.000 1.000
Operations Support Technician III 1.000 1.000 1.000 1.000
Equipment Operator II 3.000 3.000 3.000 3.000
Equipment Operator I 2.000 2.000 2.000 2.000
Maintenance Worker II 5.000 5.000 6.000 6.000
Traffic Control Technician 1.000 1.000 1.000 1.000
Lead Mechanic 1.000 1.000 1.000 1.000
Mechanic 1.000 1.000 1.000 1.000
Subtotal 16.000 16.000 17.000 17.000
Total 29.000 29.000 30.000 30.000
PARKS AND RECREATION
Administration
Parks & Recreation Director 1.000 1.000 1.000 1.000
Parks & Recreation Analyst 0.000 1.000 1.000 1.000
Administrative Assistant 1.000 0.000 0.000 0.000
Subtotal 2.000 2.000 2.000 2.000
Recreation
Recreation & Facilities Manager 1.000 1.000 1.000 1.000
Marketing Coordinator 0.500 0.000 0.000 0.000
Marketing Generalist 0.000 0.500 0.500 0.500
Subtotal 1.500 1.500 1.500 1.500
Parks Maintenance
Parks Maintenance Worker II 5.000 6.000 6.000 6.000
Parks Maintenance Worker I 6.000 5.000 5.000 5.000
Sr. Staff Assistant 1.000 1.000 1.000 1.000
Subtotal 12.000 12.000 12.000 12.000
Forestry
Forestry Technician 1.000 1.000 1.000 1.000
Forestry Assistant 1.000 1.000 1.000 1.000
Horticulture Technician 1.000 1.000 1.000 1.000
Subtotal 3.000 3.000 3.000 3.000
247 2017 Adopted Budget
2014 2015 2016 2017
Authorized Authorized Authorized Authorized
Staffing Table
Natural Resoures
Forestry & Open Space Supervisor 1.000 1.000 1.000 1.000
Parks Maintenance Worker II 1.000 1.000 1.000 1.000
Parks Maintenance Worker I 1.000 1.000 1.000 1.000
Subtotal 3.000 3.000 3.000 3.000
Athletics
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 0.500 0.500 0.500 0.500
Recreation Leader 0.500 0.500 0.500 0.500
Subtotal 2.000 2.000 2.000 2.000
General Fitness Programs
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 0.500 0.500 0.500 0.500
Subtotal 1.500 1.500 1.500 1.500
Active Adult Center
Recreation Supervisor 1.000 1.000 1.000 1.000
Recreation Coordinator 1.130 1.125 1.625 1.625
Operations Support Technician II 1.000 1.000 1.000 1.000
Operations Support Technician I 1.000 1.000 1.000 1.000
Subtotal 4.130 4.125 4.625 4.625
Facilities Maintenance
Facility Maintenance Supervisor 1.000 1.000 1.000 1.000
Subtotal 1.000 1.000 1.000 1.000
Total 30.130 30.125 30.625 30.625
General Fund Total 206.265 210.375 210.875 214.875
OPEN SPACE FUND
Parks, Forestry, and Open Space Manager (P&R)1.000 1.000 1.000 1.000
Operations Supervisor (P&R) 1.000 1.000 1.000 1.000
Parks Project Coordinator (P&R) 1.000 1.000 1.000 1.000
Crew Leader - Parks Maintenance (P&R) 2.000 2.000 2.000 2.000
Open Space Fund Total 5.000 5.000 5.000 5.000
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 - Lead - Comm. Services (PD) 0.000 1.000 1.000 1.000
Community Service Officer - Comm. Services (PD) 3.000 2.000 2.000 4.000
Crime Prevention Fund Total 4.500 4.500 4.500 6.500
248 2017 Adopted Budget
2014 2015 2016 2017
Authorized Authorized Authorized Authorized
Staffing Table
RECREATION CENTER OPERATIONS FUND
Facility Operation
Facility Operations Supervisor 1.000 1.000 1.000 1.000
Facility Coordinator 0.000 0.000 2.000 2.000
Facility Assistant 3.000 3.000 0.500 0.500
Recreation Support Technician 1.000 1.000 1.000 1.000
Custodian 1.000 1.000 1.000 1.000
Facility Maintenance Technician 1.000 1.000 1.000 1.000
Subtotal 7.000 7.000 6.500 6.500
Aquatics
Recreation Supervisor 1.000 1.000 1.000 1.000
Pool Manager 2.000 2.000 2.500 2.500
Subtotal 3.000 3.000 3.500 3.500
Fitness
Recreation Coordinator 0.500 0.500 0.500 0.500
Recreation Supervisor 0.500 0.500 0.500 0.500
Subtotal 1.000 1.000 1.000 1.000
Marketing
Marketing Coordinator 0.500 0.000 0.000 0.000
Marketing Generalist 0.000 0.500 0.500 0.500
Subtotal 0.500 0.500 0.500 0.500
Recreation Center Operations Fund Total 11.500 11.500 11.500 11.500
Grand Total 227.265 231.375 231.875 237.875
249 2017 Adopted Budget
2018 FTE 2019 FTE 2020 FTE 2021 FTE 2022 FTE TOTAL
FTE
Human Resources Technician 0.50 Sales Tax Operations Support Tech. II 1.00 Risk Management Coordinator 1.00 Communications Specialist/Event Coordinator 1.00 Management Analyst 1.00
Digital Communications Specialist 0.50 Accountant 1.00 Buyer 1.00 Sales Tax Auditor 1.00
Human Resources Business Partner 1.00 GIS Specalist 1.00
Total 1.00 Total 2.00 Total 3.00 Total 3.00 Total 1.00 10.00
0.00
Planning Manager 1.00 Zoning/Landscape Inspector 0.50
Total 1.00 Total 0.50 1.50
Deputy Court Clerk II 1.00
Total 1.00 1.00
Facility Manager 1.00 Graphic Designer (Current Contract)1.00 Active Adult Center Coordinator 0.48 Parks Project Coordinator 1.00 HEAL Coordinator 0.50
Senior Staff Asst (Current Temp) 1.00 Forestry Assistant 1.00 HEAL Coordinator 0.50 Marketing Coordinator 0.10
Horticulture Technician (Current Seasonal)1.00 Facility Maintenance Technician 1.00 Operations Superviosr 1.00
Horticulture Technician (Current Seasonal)1.00 Parks Project Coordinator 1.00
Recreation Leader (Current PT)0.50
Total 4.50 Total 4.00 Total 0.98 Total 1.00 Total 1.60 12.08
School Resource Officer 1.00 Persons Detective 1.00 Records Management Specialist 1.00 Investigations Sergeant 1.00
Operations Support Tech 1.00 Patrol Sergeant - Patrol 1.00
Total 2.00 Total 2.00 Total 1.00 Total 1.00 6.00
Maintenance Worker II 1.00 Traffic/Civil Engineer 1.00 CIP Engineer 1.00
Survey GIS Technician 1.00 CIP Technician 1.00
Traffic Technician/Senior /Supervisor 1.00
Total 1.00 Total 3.00 Total 2.00 6.00
TOTAL FTE 10.50 11.50 6.98 5.00 2.60 36.58
POLICE DEPARTMENT
PUBLIC WORKS
5-Year Staffing Plan 2018-2022
ADMINISTRATIVE SERVICES
CITY CLERK'S OFFICE
COMMUNITY DEVELOPMENT
MUNICIPAL COURT
PARKS AND RECREATION
250 2017 Adopted 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
Research fees $0.00 no charge for first hour
$30.00 each additional hour; rounded to 1/4 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 theCcity
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
2017 Fee Schedule
Administrative and Clerk Fees:
Transcripts of City Council meetings
251 2017 Adopted 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 $100.00
O & M Schedule and SMA recording $100.00
Trip generation study review $200.00
$600.00
Resubmittal Fees
Third submittal $300.00 (half of initial review fee)
Fourth submittal $600.00 (full initial review fee)
All subsequent submittals $600.00
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)
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
Boring
Surcharge for working without a permit
Permits for work in excess of two million
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.
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)
252 2017 Adopted 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-Rom $10.00 each plus research time
Liquor Occupation License
Class D $650.00
Class F $600.00
Class G $900.00
Class J $700.00
Class T $1,300.00
Class D
News rack license fee $10.00 per rack
List of licensed businesses
Labels $25.00
Computer printout $10.00
Public Works Fees
Black & white plots/drawings/aerial photos
Color plots/drawings/aerial photos
City Treasurer Fees
253 2017 Adopted Budget
LAND USE APPLICATION FEES
Pre-application Meeting $200 + $0.50 per address label sheet
Neighborhood Meeting $100 + $100/acre
Application fee $1,000 + $200/acre
Publication/public notice fee $325 (with site plan, add Site Plan fees)
Concept Plan Application fee $200
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
Publication/Public Notice Fee $120
Application Fee $200 + $200/acre
Non-administrative (public hearing)*
Processing fee $200
Publication/public notice fee $120
Outline Development Plan (PD
rezone)
Application fee $800 + $125/acre
Publication/public notice fee
Specific Development Plan $225
Application fee
Publication/public notice fee $500 + $500/acre
Amendment, hearing required $120 (waive if processed with ODP)
Application fee
Publication/public notice fee $600 + $250/acre
Amendment, administrative $120
Application fee
$300 + $250/acre
Application fee $600 + $125/acre
Publication/public notice fee $225
Planned Development
Rezoning (straight)
Planning, Zoning and Building Fees
Annexation w/ Rezoning
Floodplain Exemption
Planned Building Group
254 2017 Adopted Budget
Application fee $500
Publication/public notice fee $225
Application Fee $200 (with site plan, add Site Plan fees)
Non-admin. (public hearing)
Processing fee $200
Publication/public notice fee $120
Subdivision –Application fee $300
Administrative Partial right-of-way processing fee $100
Application fee $700 $100/lot SF or duplex or $200/acre
Publication/public notice fee $120
Partial right-of-way processing fee $100 $100/lot SF or duplex or $200/acre
Application fee $1,000
Publication/public notice fee $225
30-Day – Application fee $200
30-Day – Renewal (only 2 allowed)$100 per renewal
One-Year
Application fee $300
Publication/public notice fee $120
Application fee $200
Non-administrative (public hearing)
Processing fee $100
Publication/public notice fee $120
OTHER FEES
Address
Change/Notification Application and Processing Fee $25
Zoning Letters $25 per hour (1 hour minimum)
Plats & Development Plans $11 first page + $10/addl page
Boundary Surveys $20 first page + $10/ addl page
Other Documents $11 first page + $5/each addl page
Streetscape Fee-in-Lieu of
dedication
Single-family or duplex multi-family or
nonresidential $52.35 per linear foot of ROW frontage based
on exising improvements
Parkland Fee-in-Lieu of
dedication
Type of Residential Density
Factor Land Value
Single and Multi-Family 2.1 $3.64 / sf
Urban Renewal Area 1.7 $3.64 / sf
Mixed Use Development 1.7 $3.64 / sf
Within ½ mile of transit station 1.7 $3.64 / sf
Senior Housing 1.5 $3.64 / sf
Recording Fees**
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
Development & Zoning Fees (con't)
Subdivision – Minor
Subdivision – Major
Temporary Permit
Variance
Right-of-Way Vacation
255 2017 Adopted 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
fractionof, 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 normal bus. Hours $60.00 /hr (min. 2 hours)
Additional review of plans $60.00 /hr (min. 2 hours)
Investigative fee (work without 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
Community Development Building Fees
Building Permit Fees (fees are dependant on valuation amount)
256 2017 Adopted 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 - Strucure 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
Community Development Building Fees
257 2017 Adopted Budget
Address Check $15.00 first 30 minutes
$6.25 each additional 15 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 $17.50 first 30 minutes
$8.50 each additional 15 minutes
Dog Licensing Fees $20.00 for each animal, regardless of whether
it has been spayed or neutered
Evidence Photos $4.00 minimum, depending on format
Evidence Audio Recordings $4.00 minimum, depending on format
Evidence Video Recordings $8.00 minimum, depending on format
Pawn Shops $5,000.00 per year
$1.00 per transaction
Fingerprints $10.00 must reside or work in Wheat Ridge
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 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
Police Department Fees
Report Fees
258 2017 Adopted Budget
Anderson Community Building Gymnasium $30.00 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.)$100.00 per hr. /six-hour minimum
Friday evenings & weekend events (May-Sept.)$150.00 per hr./ six-hour minimum
All-day rental $1,200.00
Weekday events (Oct. - Apr.)$75.00 per hour/three-hour min.
Weekday events (May-Sept.)$100.00 per hour/three-hour min.
Alcohol liability insurance fee $100.00 fewer than 50 persons
(required by City insurance - cost may vary)$125.00 50 or more persons
Outdoor Pool in Anderson Park
Daily Admission Resident Non-Resident
Youth (3-17) & Senior (65+)$4.00 $5.00
Adult (18-64)$5.00 $6.00
10 Visit Pass
Youth (3-17) & Senior (65+)$32.00 $42.00
Adult (18-64)$40.00 $50.00
Season Pass
Youth (3-17) & Senior (65+)$59.00 $79.00
Adult (18-64)$79.00 $99.00
Family of 4 (same household)$229.00 $269.00
Outdoor Pool Pavillion Rental
$100.00 residents
$130.00 non residents
After hours pool rental (7-8:30 pm)$380.00 fewer than 50 guests
$420.00 50 to 150 guests
call for quote on more than 150 guests
Wheat Ridge Recreation Center
Daily Drop-in Fees Resident Jeffco Non Resident
Child 2 & under free free free
Child 3-5 years $3.50 $4.00 $4.50
Youth 6-17 years $4.50 $5.50 $6.00
Adult 18 and over $5.00 $6.00 $6.50
Senior 65 and over $4.50 $5.50 $6.00
Family $14.00 $17.00
Parks and Recreation
Available in two hour time slots: 11:30 am - 1:30 pm; 2-4 pm; or 4:30-6:30 pm
Includes admittance for up to 14 youth and 4 adults. Additional guests will be charged a drop-in fee, based
on age and residency
259 2017 Adopted Budget
Punch Card Fees (20 visits)Resident Jeffco Non Resident
Child 3-5 years $52.50 $60.00 $67.50
Youth 6-17 years $67.50 $82.50 $90.00
Adult 18 and over $75.00 $90.00 $97.50
Senior 65 and over $67.50 $82.50 $90.00
Annual Pass Fees Resident Jeffco Non Resident
Child 3-5 years $215.00 $250.00 $290.00
Youth 6-17 years $300.00 $375.00 $400.00
Adult 18 and over $400.00 $450.00 $490.00
Senior 65 and over $300.00 $375.00 $400.00
Area Cost
Days
Available Hours Available
Lap pool (nonprofit/per hour/per lane)$12.00 varies varies
Lap Pool (private)$15.00 varies varies
Gymnasium (per hour/shared use)$25.00 varies varies
Gymnasium (per hour/excl. use)$40.00 varies varies
Aerobics room (per hour)$45.00 varies varies
Activity rooms 1 & 2 (per hour)$20.00 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 $45.00 Mon - Fri varies
Per hour/per section $75.00Fri eve, Sat, Sun Sat 11 am -midnight/Sun noon - 8 pm
Three sections/kitchen (Oct-Apr)$1,800.00 Sat-Sun Sat 11 am -midnight/Sun noon - 8 pm
Three sections/kitchen (May-Sept)$2,000.00 Sat-Sun Sat 11 am -midnight/Sun noon - 8 pm
Damage deposit/ per section $100.00 Sun-Sat No alcohol
$300.00 All sections/no alcohol
$500.00 Fri - Sun All sections/serving alcohol
Kitchen Fee $75.00
Alcohol liability insurance fee $100.00 fewer than 50 persons
(required by City insurance - cost may vary)$125.00 50 or more persons
Active Adult Center
Available Monday - Friday from 4:00 - 10 pm; Saturday & Sunday from 8 am - 10 pm
Prospect Hall $60.00 per hour for residents
$75.00 per hour non residents
$100.00 security/damage deposit - no alcohol
$200.00 security/damage deposit - with alcohol *
Arts/Craft room $30.00 per hour
$100.00 security/damage deposit
Ketner room $30.00 per hour
$100.00 security/damage deposit
NOTE: Household rates for Seasonal and Annual Passes: The first adult pays 100%. For each additional person through
the first four household members, the rate is 50%.
Recreation Center Ballroom (Packages may be available)
*alcohol is allowed only for weddings & anniversaries & requires liability insurance
Parks and Recreation
260 2017 Adopted Budget
Field Rental Fees
All field rentals $30.00 without lights/ includes one field prep
All field rentals $40.00 with lights/ includes one field prep
Additional field prep $25.00 each
Tournaments:
$15.00 per player; this covers 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
Parks Pavilions & Shelters
Park Pavilions
Anderson Park 100 maximum occupancy
Discovery Park 75 maximum occupancy
Prospect Park 150 maximum occupancy
Mon - Thurs $100.00
Fri - Sun $150.00 if reservation made before March 1
Fri - Sun $200.00 if reservation made after March 1
*Your group is expected to provide assistance for routine field work throughout the tournament
Wheat Ridge Youth Sports Organizations
Includes the following Wheat Ridge organizations: Wheat Ridge area Baseball Association, Midget Football,
Girl's Softball Association, boy's and girl's basketball, Avalanche Soccer, Piranhas Swim Team, Sts. Peter & Paul
Atheletic Associaton and Beth Eden School
Non-Refundable Application Processing Fees
Residents may reserve pavilions and shelters beginning January 2; non-residents may reserve pavilions/shelters
beginning March 1
*There will be a $10 per hour charge for use of field lights
*Each group is limited to two tournaments per season
*The hourly field use fee (as listed above) is waived in lieu of a $25 fee for each field prep and a field
reservation fee of $8 per hour
The following policy and fee structure applies to local youth groups using fields for fund-raising tournaments.
Parks and Recreation
261 2017 Adopted Budget
Park Shelters
Panorama Park $50.00 50 maximum occupancy
Randall Park $50.00 50 maximum occupancy
Paramount Park $50.00 50 maximum occupancy
Fruitdale Park $50.00 50 maximum occupancy
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 75 or more persons; refundable
Weekly Group Rentals Mon - Friday $100.00 per day plus $100 refundable deposit
(applies to camps, schools, etc.)
Rental Exceptions
Carnation Festival N/C
WR/Arvada Kiwanis N/C
one-time weekday use of Anderson Pavilion
Parks and Recreation
262 2017 Adopted Budget
Audio recordings of Court
proceedings to CD $25.00
$5.00 each additional 15 minutes of prep
Copy of animal, civil, general
codes, and sales tax files
$10.00 Includes up to 30 minutes to search, retreive, redact and
copy
$6.00 each additional 15 minutes of prep
Copy of traffic or parking file
$5.00 Includes up to 15 minutes to search, retrieve, redact, and
copy
Copies with no preparation
required $0.25 per page
Name search
$10.00 Includes up to 30 minutes to search, retreive, redact and
copy
$6.00 each additional 15 minutes of prep
Research fee, extensive varies Salary of staff person
$6.00 Minimum for 15 each minutes
Transcripts $3.00 Per page
$150.00 Minimum deposit required
Associated Case Fees
Non-injury accident surcharge $30.00
$60.00
Court-appointed counsel
application $10.00 Judge may waive
Court costs $25.00
Deferred judgement $75.00
Deferred prosecution $75.00
$50.00 Municipal Code of Laws : 16-110 &16-111
Municipal Court Fees
Injury accident
Direct services (domestic violence)
263 2017 Adopted Budget
Drug/drug paraphernalia
destruction $10.00 Municipal Code of Laws: 16-131, 132 & 133
Filing for bonds $25.00
Payment plan $25.00 per request
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 defendant found guilty at trial
$5.00 Per civilian witness if defendant fails to appear and trial and
witness served
Bench warrant $50.00
DMV default $30.00 Lien-juvinile general warrant
DMV default $30.00 Lien on traffic warrants
Failure to appear $25.00
Insufficient funds or returned
check $26.00
Late fee for parking summons $15.00
Officer appearance fee assessed $30.00 If defendant fails to appear for trial
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 depost $25.00
Jury trial cost varies by cost of jury
Failure to Appear or Comply with
Municipal Court Fees
264 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 29,111 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 1,810 1,798 1,798 1,798
625 Medicare Portion FICA 423 420 420 420
630 ICMA Retirement 991 1,160 1,160 1,160
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $32,335 $32,378 $32,378 $32,378
651 Office Supplies 736 600 600 300
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
MATERIALS & SUPPLIES $736 $600 $600 $300
702 Conference/Meeting 1,131 1,000 1,000 1,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 240 200 100 200
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 68 600 600 1,000
758 Rentals and Leases 0 0 0 0
759 Telephone Expense 0 0 0 0
780 Outside Agency Contributions 0 1,000 1,000 1,500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,438 $2,800 $2,700 $3,700
800 Office Furniture & Equipment 0 0 0 0
802 Office Equipment 0 0 0 0
806 Software 7,500 7,500 7,500 7,500
CAPITAL OUTLAY $7,500 $7,500 $7,500 $7,500
DEPARTMENT ACCOUNT TOTALS: $42,010 $43,278 $43,178 $43,878
City Treasurer
01-101
265 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 59,857 58,100 58,100 58,100
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 23,026 25,425 25,750 25,500
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 67,795 67,680 67,680 67,680
620 FICA Expenses Employer 7,635 7,840 7,795 7,795
625 Medicare Portion FICA 2,025 1,831 1,820 1,820
630 ICMA Retirement 2,355 2,324 2,324 2,324
640 Outside Personnel Services 0000
PERSONNEL SERVICES $162,693 $163,200 $163,469 $163,219
651 Office Supplies 443 600 600 600
654 Photocopy/Printing 507 500 500 500
655 Postage 13 0 0 0
660 Operating Supplies 411 450 450 450
MATERIALS & SUPPLIES $1,373 $1,550 $1,550 $1,550
702 Conference/Meeting 21,286 33,458 33,950 33,950
704 Contractual Services 0000
706 Dues/Books/Subscriptions 2,391 2,500 2,500 2,500
712 Annual Appreciation Dinner 4,858 6,000 6,000 6,000
716 Legislative Membership 34,654 35,992 33,992 35,500
723 Tuition Reimbursement 0000
728 Training 0 400 0 400
740 Auto Mileage Reimbursement 164 500 300 500
750 Professional Service 70,000 60,000 60,000 80,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 120,561 135,322 135,090 130,250
798 Management Contingency 0000
799 Miscellaneous Services and Charges 1,650 4,550 3,300 3,550
OTHER SERVICES & CHARGES $255,564 $278,722 $275,132 $292,650
800 Office Furniture & Equipment 0000
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $419,630 $443,472 $440,151 $457,419
01-102
General Government ‐ Legislative Services
266 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 165,094 194,812 187,000 175,107
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 9,966 12,500 12,500 5,732
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 10,704 12,422 12,422 10,857
625 Medicare Portion FICA 2,503 2,904 2,700 2,539
630 ICMA Retirement 6,566 8,014 7,800 7,004
640 Outside Personnel Services 0000
PERSONNEL SERVICES $194,834 $230,652 $222,422 $201,239
651 Office Supplies 600 600 600 600
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 1,896 2,400 2,400 2,400
MATERIALS & SUPPLIES $2,496 $3,000 $3,000 $3,000
702 Conference/Meeting 847 4,795 1,690 3,890
704 Contractual Services 0000
706 Dues/Books/Subscriptions 1,708 1,957 1,957 1,957
712 Annual Appreciation Dinner 0000
716 Legislative Membership 0000
723 Tuition Reimbursement 0000
728 Training 577 1,750 1,750 1,750
740 Auto Mileage Reimbursement 496 700 700 700
750 Professional Service 17,300 35,700 35,700 26,500
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
784 Jeffco Treas Collection Fees 7,397 8,000 8,000 8,000
799 Miscellaneous Services and Charges 16,564 15,500 15,500 18,800
OTHER SERVICES & CHARGES $44,889 $68,402 $65,297 $61,597
800 Office Furniture & Equipment 0 395 395 0
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $395 $395 $0
DEPARTMENT ACCOUNT TOTALS: $242,219 $302,449 $291,114 $265,836
Administrative Services ‐ Finance
01-103
267 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 101,188 99,370 99,370 99,370
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 5,846 6,161 6,161 6,161
625 Medicare Portion FICA 1,367 1,441 1,441 1,441
630 ICMA Retirement 4,005 3,975 3,975 3,975
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $112,407 $110,947 $110,947 $110,9471
651 Office Supplies 166 232 170 100
654 Photocopy/Printing 276 1,568 1,600 0
655 Postage 1,000 1,000 1,000 3,000
660 Operating Supplies 4,382 4,850 4,850 7,750
MATERIALS & SUPPLIES $5,824 $7,650 $7,620 $10,850
702 Conference/Meeting 4,252 3,280 3,080 3,580
704 Contractual Services 76,236 6,850 35,350 10,350
706 Dues/Books/Subscriptions 4,158 6,151 6,151 6,935
710 Marketing and Sponsorships 165,683 194,950 204,450 220,450
714 Legals & Publishing 0 0 0 0
718 TIF- Wheat Ridge Urban Renewal Authority 225,994 760,000 530,000 540,000
719 Economic Development Incentive 202,217 42,000 33,345 24,000
720 Economic Development - WRURA 300,000 300,000 300,000 300,000
721 NRS Implementation 225,000 301,000 301,000 357,000
728 Training 1,209 2,000 2,000 2,000
740 Auto Mileage Reimbursement 525 1,000 500 1,000
750 Professional Service 20,034 24,550 24,550 34,800
798 Management Contingent 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $1,225,308 $1,641,781 $1,440,426 $1,500,115
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: $1,343,539 $1,760,378 $1,558,993 $1,621,912
01-105
City Manager's Office ‐ Economic Development
268 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 160,348 168,152 168,152 174,641
604 Deferred Compensation 16,014 16,815 16,815 17,464
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 780 1,200 600 600
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 7,049 7,440 7,347 7,812
625 Medicare Portion FICA 2,373 2,438 2,438 2,532
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $190,165 $199,645 $198,952 $206,649
651 Office Supplies 15 500 250 500
654 Photocopy/Printing 0 100 0 0
660 Operating Supplies 0000
MATERIALS & SUPPLIES $15 $600 $250 $500
702 Conference/Meeting 8,931 9,050 15,000 11,150
704 Contractual Services 0000
706 Dues/Books/Subscriptions 4,569 4,635 4,635 4,635
714 Legals & Publishing 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 28,325 25,000 25,000 50,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
798 Management Contingency 31,065 80,626 54,502 100,000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $72,890 $119,311 $99,137 $165,785
802 Office Furniture & Equipment 0 0 0 1,000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $1,000
DEPARTMENT ACCOUNT TOTALS: $263,070 $319,556 $298,339 $373,934
01-106
City Manager's Office ‐ City Manager
269 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 0000
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 0000
625 Medicare Portion FICA 0000
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $0 $0 $0 $0
651 Office Supplies 0000
654 Photocopy/Printing 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0000
704 Contractual Services 81,612 84,000 84,000 84,000
706 Dues/Books/Subscriptions 0000
714 Legals & Publishing 0000
721 NRS Implementation 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 197,291 214,000 214,000 216,000
758 Rentals and Leases 0000
759 Telephone Expense 0000
780 Outside Agency Contributions 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $278,903 $298,000 $298,000 $300,000
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $278,903 $298,000 $298,000 $300,000
01-107
General Government ‐ City Attorney
270 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 75,460 74,831 73,671 73,200
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 4,624 4,640 4,500 4,538
625 Medicare Portion FICA 1,081 1,085 1,061 1,061
630 ICMA Retirement 3,016 2,993 2,928 2,928
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $84,182 $83,549 $82,160 $81,727
651 Office Supplies 2,500 1,800 1,800 1,800
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 0 0 0 0
MATERIALS & SUPPLIES $2,500 $1,800 $1,800 $1,800
702 Conference/Meeting 1,752 4,700 4,600 4,600
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 515 700 700 700
708 Election Expense 0 26,000 26,000 26,000
714 Legals & Publishing 14,058 15,000 14,000 15,000
715 Recording Fees 472 2,000 2,000 2,000
721 NRS Implementation 0 0 0 0
728 Training 150 3,900 3,900 3,900
740 Auto Mileage Reimbursement 602 500 500 500
750 Professional Service 7,577 18,050 17,500 17,500
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 $25,126 $70,850 $69,200 $70,200
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: $111,808 $156,199 $153,160 $153,727
01-108
City Clerk's Office
271 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 612,654 683,317 683,317 715,749
604 Deferred Compensation 6,726 7,495 7,495 7,495
606 Auto Allowance 0 0 0 0
607 Cell Phone Allowance 780 600 600 600
610 Overtime and Premium Pay 6,314 6,300 7,500 6,480
617 Temporary Personnel - Hourly 22,090 6,000 4,000 6,000
619 Temporary Personnel - Non Hourly 14,021 11,700 11,700 13,720
620 FICA Expenses Employer 37,382 41,906 31,000 44,054
625 Medicare Portion FICA 9,194 10,263 10,000 10,758
630 ICMA Retirement 18,255 21,337 21,000 22,634
640 Outside Personnel Services 37,200 25,000 25,000 25,200
PERSONNEL SERVICES $764,617 $813,918 $801,612 $852,690
651 Office Supplies 3,027 3,000 3,000 3,250
654 Photocopy/Printing 598 1,500 1,500 1,500
655 Postage 0 0 0 0
660 Operating Supplies 17,425 19,130 18,500 18,250
MATERIALS & SUPPLIES $21,050 $23,630 $23,000 $23,000
702 Conference/Meeting 8,348 11,500 9,000 12,250
704 Contractual Services 3,968 7,250 6,250 7,250
706 Dues/Books/Subscriptions 1,124 935 850 955
708 Election Expense 0 0 0 0
714 Legals & Publishing 0 0 0 0
715 Recording Fees 0 0 0 0
721 NRS Implementation 0 0 0 0
728 Training 0 500 500 500
732 Witness & Juror Fees 624 1,800 1,500 1,800
740 Auto Mileage Reimbursement 47 400 400 400
750 Professional Service 15,140 15,900 15,900 28,900
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 $29,252 $38,285 $34,400 $52,055
802 Office Furniture & Equipment 0 1,500 1,500 3,000
809 Other Major Equipment 0 0 0 0
CAPITAL OUTLAY $0 $1,500 $1,500 $3,000
DEPARTMENT ACCOUNT TOTALS: $814,918 $877,333 $860,512 $930,745
01-109
Municipal Court
272 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 280,085 292,108 291,550 307,009
604 Deferred Compensation 6,607 6,560 6,560 6,860
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 600 600 600 600
610 Overtime and Premium Pay 276 390 1,000 0
617 Temporary Personnel - Hourly 168 0 0 0
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 15,971 16,917 16,917 17,875
625 Medicare Portion FICA 4,016 4,140 4,140 4,452
630 ICMA Retirement 5,877 6,174 6,174 6,791
640 Outside Personnel Services 0000
PERSONNEL SERVICES $317,200 $330,489 $330,541 $347,187
651 Office Supplies 1,302 995 1,000 1,000
654 Photocopy/Printing 4,364 0 50 0
655 Postage 0000
660 Operating Supplies 0 5 5 500
MATERIALS & SUPPLIES $5,666 $1,000 $1,055 $1,500
702 Conference/Meeting 11,792 11,510 8,000 15,400
704 Contractual Services 0000
706 Dues/Books/Subscriptions 3,884 3,695 3,000 3,485
714 Legals & Publishing 0000
715 Recording Fees 0000
728 Training 5,222 6,500 6,000 6,500
732 Witness & Juror Fees 0000
740 Auto Mileage Reimbursement 456 3,500 1,000 1,000
750 Professional Service 35,154 25,500 28,000 20,500
755 Computer Software 0000
759 Telephone Expense 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $56,509 $50,705 $46,000 $46,885
802 Office Furniture & Equipment 259 0 0 0
809 Other Major Equipment 0000
CAPITAL OUTLAY $259 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $379,634 $382,194 $377,596 $395,572
01-111
Administrative Services ‐ Administration
273 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 246,658 255,259 255,269 255,269
604 Deferred Compensation 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 1,524 19,500 22,000 22,000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 14,982 18,868 17,036 17,036
621 Workers' Compensation 45 0 0 0
623 Unemployment Insurance 17,313 17,313 0
625 Medicare Portion FICA 3,504 4,496 4,304 4,304
630 ICMA Retirement 9,849 9,780 10,211 10,211
PERSONNEL SERVICES $276,562 $325,216 $326,133 $308,820
651 Office Supplies 1,642 4,500 4,500 5,100
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $1,642 $4,500 $4,500 $5,100
702 Conference/Meeting 4,768 6,780 6,780 9,095
704 Contractual Services 0000
706 Dues/Books/Subscriptions 7,234 9,404 9,404 9,154
712 Employee Functions 25,239 21,700 21,700 30,000
724 Pre-Employment Physicals 27,521 25,500 25,500 29,000
726 Recruitment & Advertising 27,998 44,725 44,725 48,725
728 Training 18,809 33,050 33,050 32,100
729 Safety 4,805 9,980 9,980 9,980
731 Wellness Program 27,076 19,700 19,700 20,800
740 Auto Mileage Reimbursement 451 650 500 500
750 Professional Service 47,547 77,007 76,100 44,500
776 Other Equip Maintenance 0000
797 Vacation Accrual Cash-Out 0000
OTHER SERVICES & CHARGES $191,447 $248,496 $247,439 $233,854
802 Office Furniture & Equipment 457 0 0 0
809 Other Major Equipment 0000
CAPITAL OUTLAY $457 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $470,109 $578,212 $578,072 $547,774
01-112
Administrative Services ‐ Human Resources
274 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 10,769 64,000 62,000 119,700
604 Deferred Compensation 0000
606 Auto Allowance 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 650 5,735 5,735 7,421
625 Medicare Portion FICA 152 1,341 1,341 1,735
630 ICMA Retirement 431 2,880 2,880 4,788
640 Outside Personnel Services 0000
PERSONNEL SERVICES $12,002 $73,956 $71,956 $133,644
651 Office Supplies 0 500 100 500
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $500 $100 $500
702 Conference/Meeting 0 3,590 730 3,590
704 Contractual Services 40,623 86,223 86,223 70,017
706 Dues/Books/Subscriptions 3,285 3,455 3,455 3,555
714 Legals & Publishing 0000
715 Recording Fees 0000
728 Training 0 500 0 500
732 Witness & Juror Fees 0000
740 Auto Mileage Reimbursement 0 500 100 500
750 Professional Service 63,599 99,500 99,500 49,500
755 Computer Software 33,989 35,000 23,100 38,600
759 Telephone Expense 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $141,497 $228,768 $213,108 $166,262
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0 5,000 5,000 0
CAPITAL OUTLAY $0 $5,000 $5,000 $0
DEPARTMENT ACCOUNT TOTALS: $153,499 $308,224 $290,164 $300,406
01-113
Administrative Services ‐ Public Information
275 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 158,188 167,958 167,957 163,564
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 9,422 10,835 10,835 10,141
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,204 2,534 2,534 2,372
630 ICMA Retirement 5,973 6,990 6,990 6,542
640 Outside Personnel Services 20,621 6,793 6,793 0
PERSONNEL SERVICES $196,408 $195,110 $195,109 $182,619
651 Office Supplies 745 480 480 780
654 Photocopy/Printing 607 840 840 1,000
655 Postage 12,827 22,990 10,931 10,931
660 Operating Supplies 0000
MATERIALS & SUPPLIES $14,179 $24,310 $12,251 $12,711
702 Conference/Meeting 537 2,250 2,600 3,000
704 Contractual Services 21,159 91,282 91,282 82,327
706 Dues/Books/Subscriptions 1,285 1,632 1,632 2,055
712 Employee Functions 0000
723 Tuition Reimbursement 0000
728 Training 1,383 1,750 900 5,250
740 Auto Mileage Reimbursement 512 1,083 750 780
750 Professional Service 0000
758 Rentals and Leases 0000
759 Telephone Expense 0000
797 Vacation Accrual Cash-Out 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $24,876 $97,997 $97,164 $93,412
800 Office Furniture & Equipment 450 0 0 0
802 Office Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $450 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $235,912 $317,417 $304,524 $288,742
01-115
Administrative Services ‐ Sales Tax
276 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 87,348 89,490 89,490 92,851
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 5,068 5,549 5,520 5,756
623 Unemployment Insurance 0000
625 Medicare Portion FICA 1,185 1,297 1,297 1,346
630 ICMA Retirement 3,448 3,580 3,580 3,714
640 Outside Personnel Services 0000
PERSONNEL SERVICES $97,049 $99,916 $99,887 $103,667
651 Office Supplies 573 500 500 500
654 Photocopy/Printing 370 390 390 400
655 Postage 0000
660 Operating Supplies 0 100 100 75
MATERIALS & SUPPLIES $943 $990 $990 $975
702 Conference/Meeting 378 4,015 4,015 940
704 Contractual Services 0000
706 Dues/Books/Subscriptions 994 1,100 1,100 1,100
712 Employee Functions 0000
723 Tuition Reimbursement 0000
728 Training 1,034 1,255 1,000 3,360
740 Auto Mileage Reimbursement 406 500 500 500
750 Professional Service 12,807 15,000 15,000 15,000
759 Telephone Expense 124 200
776 Other Equipment Maintenance/Repair 200 200 200
797 Vacation Accrual Cash-Out 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $15,744 $22,270 $21,815 $21,100
802 Office Furniture & Equipment 880 0 0 600
809 Other Major Equipment 0000
CAPITAL OUTLAY $880 $0 $0 $600
DEPARTMENT ACCOUNT TOTALS: $114,615 $123,176 $122,692 $126,342
01-116
Administrative Services ‐ Purchasing and Contracting
277 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 435,212 405,261 410,000 423,537
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 4,810 5,000 5,000 5,000
614 Standby Pay 15,801 15,500 15,500 15,500
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 27,384 26,736 26,000 26,259
625 Medicare Portion FICA 6,404 6,253 6,000 6,141
630 ICMA Retirement 17,357 17,249 17,000 16,941
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $506,967 $475,999 $479,500 $493,378
651 Office Supplies 8 0 300 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 12,575 14,800 14,500 14,550
MATERIALS & SUPPLIES $12,583 $14,800 $14,800 $14,550
702 Conference/Meeting 6,021 11,758 7,000 5,000
704 Contractual Services 0 0 0 0
706 Dues/Books/Subscriptions 5,965 5,300 5,300 5,300
728 Training 11,486 4,000 4,000 20,000
740 Auto Mileage Reimbursement 658 800 800 800
750 Professional Service 10,502 47,215 32,500 14,000
755 Computer Software 175 0 0 0
759 Telephone Expense 330,169 249,800 275,000 320,500
774 Facility Repair & Maint 0 0 0 0
776 Other Equipment Maintenance 555,004 575,760 555,000 596,387
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $919,981 $894,633 $879,600 $961,987
802 Office Furniture & Equipment 23,536 19,875 21,000 16,975
803 Tools and Work Equipment 0 0 0 0
806 Computer Software 5,276 40,400 32,000 163,900
808 Capital Leases 57,070 65,000 65,000 65,000
809 Other Major Equipment 148,187 123,460 110,000 189,820
CAPITAL OUTLAY $234,070 $248,735 $228,000 $435,695
DEPARTMENT ACCOUNT TOTALS: $1,673,601 $1,634,167 $1,601,900 $1,905,610
01-117
Administrative Services ‐ Information Technology
278 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 69,071 67,353 67,353 67,353
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
610 Overtime and Premium Pay 12,944 11,656 12,000 11,656
614 Standby Pay 8,797 9,232 9,232 9,232
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 5,181 5,471 5,492 5,471
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 1,212 1,280 1,285 1,280
630 ICMA Retirement 2,715 2,694 2,694 2,694
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $99,920 $97,686 $98,056 $97,686
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 36,148 41,075 37,500 41,425
MATERIALS & SUPPLIES $36,148 $41,075 $37,500 $41,425
702 Conference/Meeting 0 0 0 0
704 Contractual Services 62,216 65,038 63,000 70,038
706 Dues/Books/Subscriptions 0 0 0 0
728 Training 0 0 0 0
730 Uniforms & Protective Clothing 666 690 675 690
750 Professional Services 4,100 6,750 6,750 10,000
758 Rentals & Leases 3,000 3,500 3,500 3,500
759 Telephone Expense 0 0 0 0
760 Utilities 97,078 114,000 100,000 106,000
774 Facility Repair & Maintenance 51,063 69,300 65,000 63,000
776 Other Equipment Maintenance 3,577 12,500 9,000 12,500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $221,699 $271,778 $247,925 $265,728
802 Office Furniture & Equipment 0 0 0 0
803 Tools and Work Equipment 1,961 2,000 2,000 2,000
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 0 50,000 50,000 0
CAPITAL OUTLAY $1,961 $52,000 $52,000 $2,000
DEPARTMENT ACCOUNT TOTALS: $359,728 $462,539 $435,481 $406,839
01-118
Parks and Recreation ‐ Facilities
279 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 173,453 179,629 179,629 180,326
604 Deferred Compensation 6,779 6,730 6,730 7,011
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone 180 0 0 0
610 Overtime and Premium Pay 1,167 3,600 1,200 1,200
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 9,347 10,139 10,139 9,833
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,517 2,605 2,605 2,614
630 ICMA Retirement 1,462 1,801 1,801 1,604
640 Outside Personnel Services 5,239 2,000 0 0
PERSONNEL SERVICES $203,744 $210,104 $205,704 $206,188
651 Office Supplies 945 1,000 800 1,000
654 Photocopy/Printing 9 108 108 0
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $955 $1,108 $908 $1,000
702 Conference/Meeting 1,710 3,655 3,655 3,655
704 Contractual Services 0000
706 Dues/Books/Subscriptions 710 900 900 900
712 Employee Functions 0000
718 Ordinance Enforcement 0000
728 Training 250 500 300 500
730 Uniforms & Protective Clothing 0000
750 Professional Service 0000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $2,670 $5,055 $4,855 $5,055
802 Office Furniture & Equipment 0 0 0 800
CAPITAL OUTLAY $0 $0 $0 $800
DEPARTMENT ACCOUNT TOTALS: $207,369 $216,267 $211,467 $213,043
01-120
Community Development ‐ Administration
280 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 162,856 187,790 187,790 190,507
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0 0 0 6,240
620 FICA Expenses Employer 9,645 11,333 11,333 11,888
623 Unemployment Insurance 0000
625 Medicare Portion FICA 2,256 2,651 2,651 2,776
630 ICMA Retirement 6,474 7,312 7,312 7,420
640 Outside Personnel Services 0000
PERSONNEL SERVICES $181,230 $209,086 $209,086 $218,831
651 Office Supplies 0000
654 Photocopy/Printing 325 920 420 500
655 Postage 0000
660 Operating Supplies 1,039 1,265 1,030 710
MATERIALS & SUPPLIES $1,364 $2,185 $1,450 $1,210
702 Conference/Meeting 4,936 5,200 4,815 6,400
704 Contractual Services 0000
706 Dues/Books/Subscriptions 2,780 2,879 2,500 2,692
712 Employee Functions 0000
728 Training 780 1,645 936 1,650
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 100 400 400 400
750 Professional Service 0 25,000 25,000 0
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $8,596 $35,124 $33,651 $11,142
802 Office Furniture & Equipment 0 500 500 350
803 Tools and Work Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $500 $500 $350
DEPARTMENT ACCOUNT TOTALS: $191,190 $246,895 $244,687 $231,533
01-121
Community Development ‐ Planning
281 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 241,593 231,447 231,446 374,582
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 832 3,000 3,000 3,000
614 Standby Pay 0 15,000 15,000 15,205
617 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 14,474 24,185 21,200 24,239
623 Unemployment Insurance 0000
625 Medicare Portion FICA 3,385 5,656 5,100 5,669
630 ICMA Retirement 8,939 15,603 9,900 14,984
640 Outside Personnel Services 0000
PERSONNEL SERVICES $269,224 $294,891 $285,646 $437,679
651 Office Supplies 0000
654 Photocopy/Printing 1,241 1,700 1,700 1,400
655 Postage 707 0 0 0
660 Operating Supplies 0 900 900 1,000
MATERIALS & SUPPLIES $1,948 $2,600 $2,600 $2,400
702 Conference/Meeting 178 3,925 1,575 4,725
704 Contractual Services 220,422 233,007 233,000 34,000
706 Dues/Books/Subscriptions 5,879 3,675 6,025 7,124
718 Ordinance Enforcement 0000
712 Employee Functions 0000
728 Training 1,691 3,005 3,005 7,240
730 Uniforms & Protective Clothing 350 1,560 1,560 1,600
740 Auto Mileage Reimbursement 0 500 500 500
750 Professional Service 0 0 0 12,000
760 Utilities 0000
774 Facility Repair & Maintenance 0000
776 Other Equipment Maintenance 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $228,520 $245,672 $245,665 $67,189
802 Office Furniture & Equipment 0 0 0 1,190
803 Tools and Work Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $1,190
DEPARTMENT ACCOUNT TOTALS: $499,692 $543,163 $533,911 $508,458
01-122
Community Development ‐ Building
282 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 72,186 72,600 72,600 75,893
604 Deferred Compensation 0000
606 Auto Allowance 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 4,384 4,505 4,505 4,705
623 Unemployment Insurance 0000
625 Medicare Portion FICA 1,025 1,054 1,054 1,100
630 ICMA Retirement 2,879 2,906 2,906 3,036
640 Outside Personnel Services 0000
PERSONNEL SERVICES $80,473 $81,065 $81,065 $84,734
651 Office Supplies 0000
654 Photocopy/Printing 9 300 150 200
655 Postage 0000
660 Operating Supplies 34 400 100 300
MATERIALS & SUPPLIES $43 $700 $250 $500
702 Conference/Meeting 50 3,300 3,300 3,500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 100 650 650 650
712 Employee Functions 0000
718 Ordinance Enforcement 0000
728 Training 0 0 0 200
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0 100 100 0
750 Professional Service 136,648 139,921 113,656 126,265
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $136,798 $143,971 $117,706 $130,615
802 Office Furniture & Equipment 466 0 0 0
803 Tools and Work Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $466 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $217,781 $225,736 $199,021 $215,849
01-123
Community Development ‐ Long Range Planning
283 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 404,959 474,771 474,771 475,660
605 Extra Duty Pay 17,228 20,000 46,000 81,560
607 Cell Phone Allowance 780 600 600 600
610 Overtime and Premium Pay 240 1,200 800 1,000
614 Standby Pay 0000
617 Temp. Personnel Hourly 800 0 0 0
620 FICA Expenses Employer 7,256 7,173 7,173 6,578
625 Medicare Portion FICA 5,359 6,884 6,884 6,897
630 ICMA Retirement 4,662 4,628 4,628 4,244
633 Police Retirement 27,658 35,908 35,908 36,956
634 State Disability 4,259 4,019 4,019 4,204
PERSONNEL SERVICES $473,201 $555,183 $580,783 $617,699
651 Office Supplies 8,288 8,300 8,300 8,300
654 Photocopy/Printing 9,136 8,200 8,200 9,425
655 Postage 108 2,000 2,000 2,000
660 Operating Supplies 4,788 6,600 6,600 6,600
MATERIALS & SUPPLIES $22,320 $25,100 $25,100 $26,325
702 Conference/Meeting 15,584 13,950 13,950 14,850
704 Contractual Services 6,541 6,870 6,870 6,900
706 Dues/Books/Subscriptions 16,999 17,515 17,515 18,180
728 Training (395)0 0 0
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
741 Uniform Allowance 27,581 29,700 30,000 34,000
750 Professional Service 225,821 209,088 189,270 175,020
755 Computer Software 0000
776 Other Equipment Maintenace 1,219 1,800 1,800 1,800
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $293,351 $278,923 $259,405 $250,750
802 Office Furniture & Equipment 5,420 5,000 4,000 4,000
809 Other Major Equipment 0000
CAPITAL OUTLAY $5,420 $5,000 $4,000 $4,000
DEPARTMENT ACCOUNT TOTALS: $794,292 $864,206 $869,288 $898,774
01-201
Police ‐ Administration
284 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 78,141 56,000 57,748 56,000
605 Extra Duty Pay 0000
610 Overtime and Premium Pay 44,889 42,450 43,750 71,525
614 Standby Pay 0000
618 Court Pay 0000
620 FICA Expenses Employer 0 13 35 0
625 Medicare Portion FICA 1,601 1,022 1,280 812
630 ICMA Retirement 0 10 13 0
633 Police Retirement 10,342 7,078 8,290 5,600
634 State Disability 390 1,456 1,456 1,456
PERSONNEL SERVICES $135,363 $108,029 $112,572 $135,393
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 8,144 15,254 14,000 1,325
MATERIALS & SUPPLIES $8,144 $15,254 $14,000 $1,325
702 Conference/Meeting 0000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0 0 0 3,000
730 Uniforms and Protective Clothing 12,116 7,500 5,000 5,000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0 0 0 10,435
758 Rentals and Leases 0 0 0 4,000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $12,116 $7,500 $5,000 $22,435
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $155,624 $130,783 $131,572 $159,153
01-202
Police ‐ Grants
285 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 156,755 157,255 157,255 168,169
605 Extra Duty Pay 0000
610 Overtime and Premium Pay 4,489 3,000 3,000 3,000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 82,192 127,350 127,350 23,400
618 Court Pay 390 750 750 750
620 FICA Expenses Employer 14,815 14,633 14,633 13,327
625 Medicare Portion FICA 3,459 3,430 3,430 3,118
630 ICMA Retirement 6,250 6,290 6,290 6,727
633 Police Retirement 0000
634 State Disability Insurance 0000
PERSONNEL SERVICES $268,351 $312,708 $312,708 $218,491
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 1,452 1,625 1,625 1,625
MATERIALS & SUPPLIES $1,452 $1,625 $1,625 $1,625
702 Conference/Meeting 74 250 250 250
704 Contractual Services 8,153 15,000 7,500 12,000
706 Dues/Books/Subscriptions 0000
720 Veterinary Services 360 1,000 500 1,000
721 Jeffco Animal Shelter 208,687 72,477 72,635 63,782
728 Training 0000
730 Uniforms and Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
755 Computer Software 0000
776 Other Equipment Maintenace 1,266 1,400 1,400 0
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $218,540 $90,127 $82,285 $77,032
802 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 3,239 3,400 3,400 0
CAPITAL OUTLAY $3,239 $3,400 $3,400 $0
DEPARTMENT ACCOUNT TOTALS: $491,581 $407,860 $400,018 $297,148
01-203
Police ‐ Community Services Team
286 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 502,713 666,392 671,392 646,295
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 43,285 42,000 42,000 42,000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 39,312 42,162 37,162 0
618 Court Pay 64 100 100 100
620 FICA Expenses Employer 34,156 41,626 41,626 40,070
625 Medicare Portion FICA 8,142 9,735 9,735 9,371
630 ICMA Retirement 19,500 26,856 26,856 25,852
633 Police Retirement 488 1,500 1,500 1,730
634 State Disability 0000
PERSONNEL SERVICES $647,661 $830,371 $830,371 $765,418
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 8000
MATERIALS & SUPPLIES $8 $0 $0 $0
702 Conference/Meeting 670 800 650 800
704 Contractual Services 77,964 89,310 89,310 75,310
706 Dues/Books/Subscriptions 809 0 0 0
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
776 Other Equipment Maintenace 0 2,500 2,500 2,500
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $79,443 $92,610 $92,460 $78,610
802 Office Furniture & Equipment 0000
805 Communications Equipment 4,785 5,390 3,500 3,500
803 Tools and Work Equipment 0000
CAPITAL OUTLAY $4,785 $5,390 $3,500 $3,500
DEPARTMENT ACCOUNT TOTALS: $731,897 $928,371 $926,331 $847,528
01-204
Police ‐ Communications Center
287 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 278,878 198,510 198,510 199,696
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 17,075 13,290 13,290 13,290
617 Temporary Personnel - Hourly 0000
618 Court Pay 0 350 341 0
620 FICA Expenses Employer 0000
623 Unemployment Insurance 0000
625 Medicare Portion FICA 3,725 2,878 2,878 2,900
630 ICMA Retirement 0000
633 Police Retirement 26,430 19,851 19,851 19,997
634 State Disability 4,249 3,115 3,115 3,153
PERSONNEL SERVICES $330,358 $237,994 $237,985 $239,036
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 0000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $0 $0 $0 $0
802 Office Furniture & Equipment 0000
805 Communications Equipment 0000
803 Tools and Work Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $330,358 $237,994 $237,985 $239,036
01-205
Police ‐ Crime Prevention Team (SRO)
288 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 275,954 295,778 295,778 300,622
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 21,702 26,229 27,292 27,729
617 Temporary Personnel - Hourly 0000
618 Court Pay 0000
620 FICA Expenses Employer 17,488 18,338 18,338 18,639
623 Unemployment Insurance 0000
625 Medicare Portion FICA 4,117 4,289 4,289 4,359
630 ICMA Retirement 11,364 11,831 11,831 12,025
633 Police Retirement 0 1,500 1,500 1,150
634 State Disability Insurance 0000
PERSONNEL SERVICES $330,625 $357,965 $359,028 $364,524
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 350 550 550 685
MATERIALS & SUPPLIES $350 $550 $550 $685
702 Conference/Meeting 0000
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
776 Other Equipment Maintenace 130 400 400 400
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $130 $400 $400 $400
802 Office Furniture & Equipment 0000
805 Communications Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $331,105 $358,915 $359,978 $365,609
01-206
Police ‐ Records Team
289 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 13,061 61,655 61,655 60,000
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
618 Court Pay 0000
620 FICA Expenses Employer 1,532 3,823 3,823 3,720
623 Unemployment Insurance 0000
625 Medicare Portion FICA 358 894 894 870
630 ICMA Retirement 872 2,467 2,467 2,400
633 Police Retirement 0000
634 State Disability Insurance 0000
PERSONNEL SERVICES $15,823 $68,839 $68,839 $66,990
651 Office Supplies 0000
654 Photocopy/Printing 0000
657 Range Supplies 56,388 55,890 50,104 49,839
660 Operating Supplies 8 100 100 500
MATERIALS & SUPPLIES $56,396 $55,990 $50,204 $50,339
702 Conference/Meeting 18,225 19,500 19,500 22,600
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 73,118 82,500 82,500 90,000
730 Uniforms and Protective Clothing 59,274 66,900 66,900 66,900
740 Auto Mileage Reimbursement 41 250 400 400
750 Professional Service 3,821 4,500 4,000 4,000
755 Computer Software 0000
758 Rentals and Leases 2,041 3,000 1,600 0
776 Other Equipment Maintenace 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $156,520 $176,650 $174,900 $183,900
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $228,740 $301,479 $293,943 $301,229
01-207
Police ‐ Accreditation & Training
290 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 3,412,190 3,290,379 3,290,379 3,424,209
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 218,279 218,915 218,915 254,156
614 Standby Pay 1,480 6,500 6,500 6,000
618 Court Pay 28,642 28,125 28,125 34,683
620 FICA Expenses Employer 13,842 4,720 4,115 13,344
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 45,442 47,710 47,710 49,730
630 ICMA Retirement 6,690 3,290 3,290 7,680
633 Police Retirement 322,680 329,038 329,038 342,966
634 State Disability Insurance 67,068 69,869 69,869 72,784
PERSONNEL SERVICES $4,116,313 $3,998,546 $3,997,941 $4,205,552
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
657 Range Supplies 0 0 0 0
660 Operating Supplies 18,528 14,208 14,210 14,000
MATERIALS & SUPPLIES $18,528 $14,208 $14,210 $14,000
702 Conference/Meeting 492 510 510 510
704 Contractual Services 0 0 0 0
727 Expense Reimbursement 70 500 500 500
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 14,752 17,400 10,300 10,300
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 10,825 9,500 9,500 9,500
755 Computer Software 0 0 0 0
758 Rentals and Leases 0 0 0 0
776 Other Equipment Maintenace 7,671 15,000 15,000 20,140
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $33,810 $42,910 $35,810 $40,950
802 Office Furniture & Equipment 0 0 0 0
805 Communications Equipment 2,886 3,200 3,200 1,000
809 Other Major Equipment 7,000 7,500 7,500 14,500
CAPITAL OUTLAY $9,886 $10,700 $10,700 $15,500
DEPARTMENT ACCOUNT TOTALS: $4,178,537 $4,066,364 $4,058,661 $4,276,002
01-211
Police ‐ Patrol Operations
291 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 1,553,723 1,673,068 1,673,068 1,607,476
605 Extra Duty Pay 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 110,636 138,000 138,000 140,200
614 Standby Pay 39,384 42,277 42,277 42,277
617 Temp Personnel-Hourly 0 0 0 0
618 Court Pay 5,442 7,000 7,000 7,000
620 FICA Expenses Employer 15,118 20,022 20,022 15,742
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 20,873 24,260 24,260 23,482
630 ICMA Retirement 9,531 9,769 9,769 10,156
633 Police Retirement 129,613 142,884 142,884 136,552
634 State Disability Insurance 22,114 23,540 23,540 23,778
PERSONNEL SERVICES $1,906,433 $2,080,820 $2,080,820 $2,006,663
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 11,437 12,477 12,477 10,950
MATERIALS & SUPPLIES $11,437 $12,477 $12,477 $10,950
702 Conference/Meeting 208 340 340 340
704 Contractual Services 107,469 113,030 113,030 124,457
706 Dues/Books/Subscriptions 0 0 0 0
727 Expense Reimbursement 2,549 4,000 4,000 4,000
728 Training 0 0 0 0
730 Uniforms and Protective Clothing 551 1,000 1,000 1,000
740 Auto Mileage Reimbursement 0 0 0 0
750 Professional Service 8,192 8,650 8,784 11,300
755 Computer Software 0 135 0 0
758 Rentals and Leases 0 500 500 500
776 Other Equipment Maintenace 1,613 400 400 400
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $120,583 $128,055 $128,054 $141,997
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: $2,038,453 $2,221,352 $2,221,351 $2,159,610
01-212
Police ‐ Investigations Bureau
292 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 313,376 365,814 365,814 379,655
605 Extra Duty Pay 0000
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 25,258 19,370 19,370 16,820
618 Court Pay 3,407 3,500 3,500 4,000
620 FICA Expenses Employer 0000
623 Unemployment Insurance 0000
625 Medicare Portion FICA 4,649 5,304 5,304 5,505
630 ICMA Retirement 0000
633 Police Retirement 30,265 36,581 36,581 37,966
634 State Disability Insurance 3,604 5,156 5,156 5,431
PERSONNEL SERVICES $380,560 $435,725 $435,725 $449,377
651 Office Supplies 0000
654 Photocopy/Printing 0000
660 Operating Supplies 0000
MATERIALS & SUPPLIES $0 $0 $0 $0
702 Conference/Meeting 581 500 500 500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms and Protective Clothing 3,366 4,610 4,610 5,900
750 Professional Service 0 150 150 150
755 Computer Software 0000
758 Rentals and Leases 0000
776 Other Equipment Maintenace 0 0 0 600
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $3,947 $5,260 $5,260 $7,150
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0 300 300 0
CAPITAL OUTLAY $0 $300 $300 $0
DEPARTMENT ACCOUNT TOTALS: $384,508 $441,285 $441,285 $456,527
01-213
Police ‐ Crime & Traffic Team
293 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 124,577 123,600 123,600 128,210
604 Deferred Compensation 6,226 6,180 6,180 6,411
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone 0 600 600 600
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 7,110 7,347 7,347 7,347
623 Unemployment Insurance 0000
625 Medicare Portion FICA 1,866 1,792 1,792 1,859
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $143,380 $143,119 $143,119 $148,027
651 Office Supplies 58 0 0 0
654 Photocopy/Printing 0000
655 Postage 0000
660 Operating Supplies 85 100 0 100
MATERIALS & SUPPLIES $143 $100 $0 $100
702 Conference/Meeting 1,879 2,500 2,400 2,500
704 Contractual Services 0000
706 Dues/Books/Subscriptions 481 500 500 500
727 Expense Reimbursement 0000
728 Training 0 500 0 500
730 Uniforms & Protective Clothing 280 150 0 150
740 Auto Mileage Reimbursement 0000
758 Rentals & Leases 0000
798 Management Contingency 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $2,640 $3,650 $2,900 $3,650
802 Office Furniture & Equipment 0 0 0 200
804 Engineering & Photo Equipment 0000
809 Other Major Equipment 0000
CAPITAL OUTLAY $0 $0 $0 $200
DEPARTMENT ACCOUNT TOTALS: $146,163 $146,869 $146,019 $151,977
01-301
Public Works ‐ Administration
294 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 878,168 875,179 875,179 907,974
604 Deferred Compensation 0 0 0 0
606 Auto Allowance 0 0 0 0
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 13,933 10,000 10,000 5,000
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 19,377 18,000 18,000 18,000
619 Temporary Personnel - Non-Hourly 0 0 0 0
620 FICA Expenses Employer 54,051 55,257 55,257 58,003
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 12,641 12,923 12,923 13,567
630 ICMA Retirement 35,054 34,746 34,746 36,319
PERSONNEL SERVICES $1,013,224 $1,006,105 $1,006,105 $1,038,863
651 Office Supplies 1,446 1,546 1,000 1,464
654 Photocopy/Printing 0 500 500 500
655 Postage 9 250 250 250
660 Operating Supplies 1,205 5,645 5,645 4,285
MATERIALS & SUPPLIES $2,659 $7,941 $7,395 $6,499
702 Conference/Meeting 2,530 1,500 1,500 3,556
704 Contractual Services 15,029 16,350 15,750 16,350
706 Dues/Books/Subscriptions 4,053 4,290 4,290 4,180
727 Expense Reimbursement 0 0 0 0
728 Training 5,082 7,770 7,770 8,070
730 Uniforms & Protective Clothing 2,370 2,470 2,470 2,920
740 Auto Mileage Reimbursement 0 300 300 300
750 Professional Services 1,450 35,000 35,000 0
776 Other Equipment Maintenance 0 1,000 1,000 1,000
793 Title Searches 10 500 500 500
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $30,525 $69,180 $68,580 $36,876
802 Office Furniture & Equipment 0 0 0 1,100
804 Engineering & Photo Equipment 0 0 0 0
809 Other Major Equipment 784 9,000 9,000 700
CAPITAL OUTLAY $784 $9,000 $9,000 $1,800
DEPARTMENT ACCOUNT TOTALS: $1,047,192 $1,092,226 $1,091,080 $1,084,038
01-302
Public Works ‐ Engineering
295 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 854,247 910,630 910,630 920,400
607 Cell Phone/I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 50,513 36,000 36,000 36,000
614 Standby Pay 19,585 17,000 17,000 17,000
617 Temporary Personnel - Hourly 0 0 0 0
620 FICA Expenses Employer 54,144 56,459 56,459 59,297
623 Unemployment Insurance 0 0 0 0
625 Medicare Portion FICA 12,663 13,204 13,204 13,869
630 ICMA Retirement 33,517 36,425 36,425 36,816
PERSONNEL SERVICES $1,024,669 $1,069,718 $1,069,718 $1,083,382
651 Office Supplies 909 500 500 500
654 Photocopy/Printing 0 0 0 0
660 Operating Supplies 270,668 277,000 277,000 303,000
661 Oil & Gas - Shops 166,839 269,700 269,700 269,700
662 Vehicle & Equipment Maintenance 60,395 73,500 73,500 73,500
663 Hazardous Waste Disposal 389 3,800 3,800 3,800
665 Special Equipment 0 0 0 0
MATERIALS & SUPPLIES $499,200 $624,500 $624,500 $650,500
702 Conference/Meeting 1,159 500 500 500
704 Contractual Services 201,842 253,844 253,844 254,000
706 Dues/Books/Subscriptions 1,194 1,200 1,200 1,700
728 Training 535 6,000 6,000 6,000
730 Uniforms & Protective Clothing 9,711 13,500 13,500 15,000
740 Auto Mileage Reimbursement 0 0 0 0
758 Rentals and Leases 0 0 0 0
760 Utilities 20,326 29,000 29,000 32,000
761 Street Lighting 629,480 660,000 630,000 630,000
774 Facility Repair & Maintenance 25,998 11,700 11,700 28,300
776 Other Equipment Maintenance 0 0 0 0
OTHER SERVICES & CHARGES $890,245 $975,744 $945,744 $967,500
802 Office Furniture and Equipment 160 0 0 0
803 Tools and Work Equipment 0 3,000 3,000 0
807 Fleet Replacement 498,491 742,077 742,077 547,000
809 Other Major Equipment 116,322 158,800 83,800 113,600
CAPITAL OUTLAY $614,973 $903,877 $828,877 $660,600
DEPARTMENT ACCOUNT TOTALS: $3,029,087 $3,573,839 $3,468,839 $3,361,982
01-303
Public Works ‐ Operations
296 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 162,564 202,700 202,700 202,700
604 Deferred Compensation 7,355 7,535 7,535 7,535
606 Auto Allowance 3,600 3,600 3,600 3,600
607 Cell Phone Allowance 780 600 600 600
610 Overtime and Premium Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non Hourly 0000
620 FICA Expenses Employer 7,982 10,720 10,571 10,571
625 Medicare Portion FICA 2,404 2,939 2,939 2,939
630 ICMA Retirement 574 2,176 2,080 2,080
640 Outside Personnel Services 0000
PERSONNEL SERVICES $185,259 $230,270 $230,025 $230,025
651 Office Supplies 3,001 4,000 4,000 4,000
654 Photocopy/Printing 60 400 400 2,900
655 Postage 0 300 300 300
660 Operating Supplies 146 300 300 600
MATERIALS & SUPPLIES $3,207 $5,000 $5,000 $7,800
702 Conference/Meeting 1,510 14,050 10,550 4,750
704 Contractual Services 0000
706 Dues/Books/Subscriptions 655 500 500 1,025
728 Training 0 500 400 500
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 131 700 250 350
750 Professional Service 1,220 2,000 0 1,000
755 Computer Software 0000
758 Rentals and Leases 0000
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services and Charges 0000
OTHER SERVICES & CHARGES $3,516 $17,750 $11,700 $7,625
802 Office Furniture & Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $191,982 $253,020 $246,725 $245,450
01-601
Parks and Recreation ‐ Administration
297 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 124,675 123,621 123,621 128,556
604 Deferred Compensation 0 0 0 0
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 124 0 0 0
617 Temporary Personnel - Hourly 17,960 38,399 36,500 40,100
620 FICA Expenses Employer 8,719 9,953 9,928 10,456
625 Medicare Portion FICA 2,039 2,328 2,322 2,445
630 ICMA Retirement 4,983 4,945 4,945 5,142
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $158,499 $179,246 $177,316 $186,699
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 12,438 14,901 16,000 14,260
655 Postage 4,410 5,190 4,675 5,190
660 Operating Supplies 3,178 4,470 4,470 9,520
MATERIALS & SUPPLIES $20,026 $24,561 $25,145 $28,970
702 Conference/Meeting 1,902 945 850 925
704 Contractual Services 0 512 512 512
706 Dues/Books/Subscriptions 546 595 505 595
728 Training 109 400 400 400
730 Uniforms & Protective Clothing 0 0 0 0
740 Auto Mileage Reimbursement 454 505 400 105
750 Professional Service 1,850 2,800 1,500 2,000
755 Computer Software 0 300 0 2,264
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 $4,860 $6,057 $4,167 $6,801
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: $183,385 $209,864 $206,628 $222,470
01-602
Parks and Recreation ‐ Recreation
298 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 417,894 442,039 434,267 449,977
607 Cell Phone Allowance/ I Pad Allowance 0 0 0 0
610 Overtime and Premium Pay 13,131 16,263 16,068 15,800
614 Standby Pay 4,014 8,086 7,493 7,493
617 Temporary Personnel - Hourly 104,824 143,932 79,165 122,016
620 FICA Expenses Employer 33,319 37,839 37,839 27,898
625 Medicare Portion FICA 7,792 8,800 8,800 6,525
630 ICMA Retirement 16,558 17,682 17,682 17,999
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $597,532 $674,641 $601,314 $647,708
651 Office Supplies 806 800 800 800
654 Photocopy/Printing 0 0 0 0
655 Postage 0 0 0 0
660 Operating Supplies 72,526 88,311 60,170 67,463
MATERIALS & SUPPLIES $73,331 $89,111 $60,970 $68,263
702 Conference/Meeting 0 1,700 500 0
704 Contractual Services 81,864 91,509 100,794 133,954
728 Training 755 2,045 1,725 1,830
730 Uniforms & Protective Clothing 10,683 11,855 11,035 11,285
740 Auto Mileage Reimbursement 459 780 300 300
750 Professional Service 4,285 8,800 8,114 9,700
755 Computer Software 0 722 0 722
758 Rentals and Leases 28,893 26,610 23,748 27,432
760 Utilities 315,704 338,198 346,463 351,972
774 Facility Repair and Maintenance 134,094 106,000 98,279 238,228
776 Other Equipment Maintenance 14,606 7,206 7,553 9,166
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $591,344 $595,425 $598,511 $784,589
800 Office Furniture & Equipment 4,473 5,000 0 0
803 Tools and Work Equipment 0 0 4,929 0
809 Other Major Equipment 9,675 117,284 88,958 44,306
812 Building Improvements 1,869 0 0 0
CAPITAL OUTLAY $16,017 $122,284 $93,887 $44,306
DEPARTMENT ACCOUNT TOTALS: $1,278,224 $1,481,461 $1,354,682 $1,544,866
01-603
Parks and Recreation ‐ Parks Maintenance
299 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 134,742 134,036 134,036 125,075
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 5,511 4,679 5,465 2,646
614 Standby Pay 2,286 2,365 2,365 2,281
617 Temporary Personnel - Hourly 53,932 97,944 93,994 79,702
620 FICA Expenses Employer 11,882 8,265 7,908 8,442
625 Medicare Portion FICA 2,779 1,933 1,933 1,974
630 ICMA Retirement 5,378 5,332 5,102 5,447
640 Outside Personnel Services 0000
PERSONNEL SERVICES $216,509 $254,554 $250,803 $225,567
651 Office Supplies 0000
654 Photocopy/Printing 199 0 0 0
660 Operating Supplies 25,817 31,635 38,453 40,719
663 Hazard Waste Disposal 0 0 0 500
MATERIALS & SUPPLIES $26,016 $31,635 $38,453 $41,219
702 Conference/Meeting 222 505 405 545
704 Contractual Services 108,643 143,353 137,353 154,825
706 Dues/Books/Subscriptions 678 492 757 1,110
728 Training 930 869 574 1,514
730 Uniforms & Protective Clothing 1,701 3,143 3,127 5,575
740 Auto Mileage Reimbursement 0000
750 Professional Service 0 650 650 650
755 Computer Software 0000
758 Rentals and Leases 1,592 3,110 3,110 3,160
760 Utilities 0 1,100 1,500 2,400
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 1,459 1,500 0 0
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $115,224 $154,722 $147,476 $169,779
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 3,767 0 0 0
809 Other Major Equipment 57,785 0 0 0
812 Building Improvements 0000
CAPITAL OUTLAY $61,552 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $419,301 $440,911 $436,732 $436,565
01-604
Parks and Recreation ‐ Forestry
300 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 139,123 150,175 150,175 142,190
607 Cell Phone Allowance/ I Pad Allowance 0000
610 Overtime and Premium Pay 1,816 2,679 2,629 2,774
614 Standby Pay 577 2,159 2,050 2,225
617 Temporary Personnel - Hourly 4,813 18,314 15,393 21,571
620 FICA Expenses Employer 8,661 8,558 8,558 8,816
625 Medicare Portion FICA 2,026 2,238 1,977 2,062
630 ICMA Retirement 5,563 5,521 5,454 5,688
640 Outside Personnel Services 0000
PERSONNEL SERVICES $162,579 $189,644 $186,236 $185,326
651 Office Supplies 0000
654 Photocopy/Printing 3,290 22,000 0 22,000
655 Postage 0000
660 Operating Supplies 14,264 26,910 27,210 25,460
663 Hazardous Waste Disposal 0000
MATERIALS & SUPPLIES $17,554 $48,910 $27,210 $47,460
702 Conference/Meeting 0 320 320 320
704 Contractual Services 46,259 51,400 51,990 49,700
706 Dues/Books/Subscriptions 145 240 220 220
728 Training 380 340 340 660
730 Uniforms & Protective Clothing 1,673 3,395 3,310 3,295
740 Auto Mileage Reimbursement 219 600 300 600
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0 565 895 895
760 Utilities 1,726 4,800 2,500 2,500
774 Facility Repair and Maintenance 19,593 28,300 28,300 32,700
776 Other Equipment Maintenance 439 650 710 925
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $70,434 $90,610 $88,885 $91,815
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 1,079 0 0 0
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $1,079 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $251,645 $329,164 $302,331 $324,601
01-605
Parks and Recreation ‐ Natural Resources
301 2017 Adopted Budget
Account Name/Detailed Explanation
2015 Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017 Adopted
Budget
620 FICA Expenses Employer 0 0 0 0
621 Workers' Compensation 442,173 389,000 389,600 358,096
623 Unemployment Insurance 0 0 0 0
624 Work Comp Deductible 56,578 30,000 30,000 30,000
625 Medicare Portion FICA 0 0 0 0
626 Medical 1,600,845 1,691,485 1,691,485 1,654,225
627 Dental 89,556 93,000 93,000 93,000
628 LTD/STD 59,511 65,000 65,000 65,000
629 Life/ADD/DEP 48,881 50,000 50,000 50,000
PERSONNEL SERVICES $2,297,544 $2,318,485 $2,319,085 $2,250,321
651 Office Supplies 0 0 0 0
653 Postage 24,498 30,000 28,000 30,000
654 Photocopy/Printing 11,669 14,000 12,000 19,000
660 Operating Supplies 3,023 3,250 3,200 3,500
MATERIALS & SUPPLIES $39,190 $47,250 $43,200 $52,500
750 Professional Services 0 0 0 0
758 Rentals & Leases 3,790 3,760 3,760 3,760
759 Telephone Expense 0 0 0 0
774 Facility Repair/Maintenance 0 0 0 0
776 Other Equipment Maintenance 0 0 0 0
781 Personal & Property Liability 203,150 235,956 235,956 201,000
782 Uninsured Losses 174,798 46,738 46,738 60,000
797 Bonus Pay Incentive 0 368,345 0 450,000
799 Misc. Services & Charges 0 0 0 0
799 Miscellaneous Services and Charges 0 0 0 0
OTHER SERVICES & CHARGES $381,737 $654,799 $286,454 $714,760
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 19,726 35,606 35,606 35,606
902 Debt Service Interest 27,038 44,561 44,561 44,561
903 Finance Origination Fees 23,372 0 0 0
904 Lease Payment 776,628 0 0 0
DEBT SERVICE $846,764 $80,167 $80,167 $80,167
DEPARTMENT ACCOUNT TOTALS: $3,565,236 $3,100,701 $2,728,906 $3,097,748
01-610
General Government ‐ Central Charges
302 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay (44)0 0 0
614 Standby Pay 0000
617 Temporary Personnel - Hourly 6,601 9,752 6,000 7,297
619 Temporary Personnel - Non-Hourly 0000
620 FICA Expenses Employer 408 605 372 452
625 Medicare Portion FICA 95 141 87 106
640 Outside Personnel Services 0000
PERSONNEL SERVICES $7,060 $10,498 $6,459 $7,855
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 0 68 68 0
MATERIALS & SUPPLIES $0 $68 $68 $0
702 Conference/Meeting 0000
704 Contractual Services 383 970 450 450
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms & Protective Clothing 0 0 0 68
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0000
760 Utilities 10,545 25,364 22,420 13,000
774 Facility Repair and Maintenance 6,802 5,000 3,000 4,000
776 Other Equipment Maintenance 388 1,000 1,000 1,000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $18,117 $32,334 $26,870 $18,518
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$25,177 $42,900 $33,397 $26,373
01-620
Parks and Recreation ‐ Anderson Building
303 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 118,426 117,221 117,221 120,418
610 Overtime and Premium Pay 325 0 0 0
614 Standby Pay 0 0 0 0
617 Temporary Personnel - Hourly 13,046 12,740 12,740 12,961
619 Temporary Personnel - Non-Hourly 5,537 6,381 4,000 2,813
620 FICA Expenses Employer 7,485 8,454 8,364 8,444
625 Medicare Portion FICA 1,751 1,977 1,956 1,975
630 ICMA Retirement 4,606 4,689 4,576 4,817
640 Outside Personnel Services 9,574 13,574 9,000 11,372
PERSONNEL SERVICES $160,749 $165,036 $157,857 $162,800
651 Office Supplies 0 0 0 0
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 0 0 0 0
660 Operating Supplies 19,282 22,428 20,000 22,983
MATERIALS & SUPPLIES $19,282 $22,428 $20,000 $22,983
702 Conference/Meeting 984 1,570 645 650
704 Contractual Services 1,531 1,840 1,840 2,450
706 Dues/Books/Subscriptions 133 225 255 225
728 Training 0 970 600 470
730 Uniforms & Protective Clothing 0 90 90 90
740 Auto Mileage Reimbursement 0 220 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 $2,647 $4,915 $3,430 $3,885
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: $182,679 $192,379 $181,287 $189,668
01-621
Parks and Recreation ‐ Athletics
304 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 106,708 105,908 95,000 96,911
610 Overtime and Premium Pay 148 300 300 300
614 Standby Pay 0000
617 Temporary Personnel - Hourly 69,313 81,917 75,000 77,731
619 Temporary Personnel - Non-Hourly 15,584 24,643 23,000 25,367
620 FICA Employer Expenses 11,577 13,173 11,966 12,400
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 2,708 3,081 2,799 2,900
630 ICMA Retirement 4,467 4,236 3,800 3,876
640 Outside Personnel Services 13,451 12,785 12,500 12,305
PERSONNEL SERVICES $223,956 $246,043 $224,365 $231,790
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 25,570 31,897 28,000 31,547
MATERIALS & SUPPLIES $25,570 $31,897 $28,000 $31,547
702 Conference/Meeting 932 1,695 875 875
704 Contractual Services 4,976 7,612 7,612 7,612
706 Dues/Books/Subscriptions 95 120 120 160
728 Training 1,347 2,570 1,000 2,070
730 Uniforms & Protective Clothing 455 580 580 600
740 Auto Mileage Reimbursement 0 100 50 100
750 Professional Service 0000
755 Computer Software 0000
758 Rentals and Leases 0000
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $7,805 $12,677 $10,237 $11,417
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $257,330 $290,617 $262,602 $274,754
01-622
Parks and Recreation ‐ General Programs
305 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay 1,792 3,000 3,000 2,500
614 Standby Pay 0000
617 Temporary Personnel - Hourly 80,148 108,190 107,215 101,582
617 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 5,081 6,776 6,830 6,603
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 1,188 1,585 1,600 1,524
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $88,209 $119,551 $118,645 $112,209
651 Office Supplies 0000
655 Postage Costs 0000
660 Operating Supplies 37,265 56,778 54,000 49,355
663 Hazardous Waste Disposal 0000
MATERIALS & SUPPLIES $37,265 $56,778 $54,000 $49,355
702 Conference/Meeting 0000
704 Contractual Services 7,459 7,499 7,499 11,126
706 Dues/Books/Subscriptions 0000
728 Training 0 700 615 450
730 Uniforms & Protective Clothing 2,204 1,800 1,750 1,000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0000
758 Rentals and Leases 0000
760 Utilities 19,739 18,000 19,500 19,000
774 Facility Repair and Maintenance 20,471 31,000 29,500 39,250
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $49,873 $58,999 $58,864 $70,826
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0 0 0 35,000
812 Building Improvements 0 155,000 154,198 0
CAPITAL OUTLAY $0 $155,000 $154,198 $35,000
DEPARTMENT ACCOUNT TOTALS: $175,348 $390,328 $385,707 $267,390
01-623
Parks and Recreation ‐ Outdoor Pool
306 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 205,889 239,363 235,501 235,502
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 74,476 64,939 64,939 68,538
617 Temporary Personnel - Non-Hourly 14,949 16,598 14,500 14,381
620 FICA Employer Expenses 17,424 20,400 19,526 19,742
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 4,075 4,771 4,567 4,617
630 ICMA Retirement 8,205 9,574 9,420 9,420
640 Outside Personnel Services 19,150 22,555 22,555 29,998
PERSONNEL SERVICES $344,168 $378,200 $371,008 $382,198
651 Office Supplies 0000
654 Photocopy/Printing 10,922 13,800 13,800 14,000
655 Postage Costs 6,891 7,155 7,155 7,155
660 Operating Supplies 37,389 47,138 47,200 49,037
MATERIALS & SUPPLIES $55,202 $68,093 $68,155 $70,192
702 Conference/Meeting 16 920 62 600
704 Contractual Services 33,481 40,378 38,000 51,416
706 Dues/Books/Subscriptions 595 955 955 995
728 Training 820 3,095 3,095 1,595
730 Uniforms & Protective Clothing 0 250 250 250
740 Auto Mileage Reimbursement 0 224 100 108
750 Professional Service 1,800 4,700 4,700 11,750
755 Computer Software 0 0 0 2,324
760 Utilities 18,067 19,750 19,750 19,050
774 Facility Repair and Maintenance 14,432 22,514 21,800 24,514
776 Other Equipment Maintenance 778 3,630 2,900 5,552
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $69,988 $96,416 $91,612 $118,154
800 Office Furniture & Equipment 0 1,800 0 0
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0 7,200 7,110 0
CAPITAL OUTLAY $0 $9,000 $7,110 $0
DEPARTMENT ACCOUNT TOTALS: $469,358 $551,709 $537,885 $570,544
01-624
Parks and Recreation ‐ Active Adult Center
307 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 0000
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 10,505 12,529 11,000 12,501
617 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 651 777 682 775
622 Medical/Dental Insurance 0000
625 Medicare Portion FICA 152 182 160 181
630 ICMA Retirement 0000
640 Outside Personnel Services 0000
PERSONNEL SERVICES $11,308 $13,488 $11,842 $13,457
651 Office Supplies 0000
654 Photocopy/Printing 0 300 300 300
655 Postage Costs 0 276 0 0
660 Operating Supplies 7,435 7,017 6,029 9,950
MATERIALS & SUPPLIES $7,435 $7,593 $6,329 $10,250
702 Conference/Meeting 0000
704 Contractual Services 4,050 4,212 4,326 4,376
706 Dues/Books/Subscriptions 0000
728 Training 0000
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0000
750 Professional Service 0 4,620 4,620 0
758 Rentals and Leases 2,853 2,200 2,196 2,196
760 Utilities 12,550 17,132 13,573 17,151
774 Facility Repair and Maintenance 14,197 21,551 23,164 38,110
776 Other Equipment Maintenance 0 200 100 200
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $33,649 $49,915 $47,979 $62,033
800 Office Furniture & Equipment 0000
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0 21,800 21,775 0
CAPITAL OUTLAY $0 $21,800 $21,775 $0
DEPARTMENT ACCOUNT TOTALS:$52,392 $92,796 $87,925 $85,740
01-625
Parks and Recreation ‐ Historic Buildings
308 2017 Adopted Budget
Public Art Fund
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Apdopted
Budget
12-580-00-589
BEGINNING FUND
BALANCE $52,615 $63,740 $65,819 $82,641
REVENUES
12-500-02-505 Building Use Tax $8,263 $4,500 $4,500 $10,000
12-510-00-516 Building Permits $3,270 $3,000 $2,000 $6,070
12-550-05-551 Plan Review Fees $1,471 $2,000 $1,500 $2,050
12-580-00-581 Interest $200 $100 $100 $100
12-580-00-582 1 percent Public Projects $0 $23,000 $8,722 $9,250
TOTAL REVENUES $13,204 $32,600 $16,822 $27,470
TOTAL AVAILABLE FUNDS $65,819 $96,340 $82,641 $110,111
EXPENDITURES
12-601-800-809 Public Art Acquisition $0 $0 $0 $0
TOTAL EXPENDITURES $0 $0 $0 $0
ENDING FUND
BALANCE $65,819 $96,340 $82,641 $110,111
Fund 12
309 2017 Adopted Budget
Police Investigation Fund
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
17-580-00-589
BEGINNING FUND
BALANCE $91,539 $67,866 $92,842 $44,456
REVENUES
17-580-00-581 Interest $325 $350 $150 $150
17-580-00-588 Miscellaneous Revenue $977 $0 $0 $0
TOTAL REVENUES $1,303 $350 $150 $150
TOTAL AVAILABLE FUNDS $92,842 $68,216 $92,992 $44,606
EXPENDITURES
17-202-650-660 Operating Supplies $0 $5,000 $5,000 $0
17-202-700-704 Contract Services $0 $0 $0 $5,000
17-202-800-806 Compuer Software $0 $0 $0 $0
17-202-800-809 Other Major Equipment $0 $43,536 $43,536 $20,000
17-202-800-812 Building Improvements $0 $0 $0 $0
TOTAL EXPENDITURES $0 $48,536 $48,536 $25,000
ENDING FUND
BALANCE $92,842 $19,680 $44,456 $19,606
Fund 17
310 2017 Adopted Budget
OPEN SPACE 2015 2016 2016 2017 2018 2019 2020 2021 2022
FUND 32 ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
32-580-00-589 BEGINNING FUND BALANCE $1,432,023 $659,239 $1,225,330 $1,246,667 $123,617 $276,963 $340,707 $389,432 $472,710
REVENUES
32-520-00-539 State of Colorado Grant
State Historic Fund
$0 $0 $0 $0 $0 $0 $0 $0 $0
GOCO Grant
State Trail Grant - Clear Creek Trail $0 $39,999 $39,975 $50,000 $0 $0 $0 $0 $0
Local Government Grant Prospect Park $0 $0 $0 $350,000 $0 $0 $0 $0 $0
32-520-00-540 Jefferson County Open Space Tax $1,138,360 $900,000 $1,000,000 $1,000,000 $900,000 $900,000 $900,000 $900,000 $900,000
32-550-00-555 Developer Fees $64,930 $0 $53,038 $180,000 $350,000 $0 $0 $0 $0
32-520-00-564 Jefferson County Local Government Grant
Prospect Park Renovation $0 $0 $0 $200,000 $0 $0 $0 $0 $0
Clear Creek Trail $255,184 $103,000 $103,000 $0 $0 $0 $0 $0 $0
2015/16 Grant Project - Shelters $0 $150,000 $88,400 $0 $0 $0 $0 $0 $0
32-580-00-581 Interest Earnings $12,475 $8,000 $8,000 $8,000 $4,000 $4,000 $4,000 $4,000 $4,000
32-580-00-588 Miscellaneous Fees $3,000 $0 $3,000 $0 $0 $0 $0 $0 $0
32-590-00-591 Transfers from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUES $1,473,948 $1,200,999 $1,295,413 $1,788,000 $1,254,000 $904,000 $904,000 $904,000 $904,000
TOTAL AVAILABLE FUNDS $2,905,971 $1,860,238 $2,520,743 $3,034,667 $1,377,617 $1,180,963 $1,244,707 $1,293,432 $1,376,710
EXPENDITURES
Acquisitions
32-601-800-809 Park Acquisition $0 $0 $0 $0 $100,000 $0 $0 $0 $0
Subtotal $0 $0 $0 $0 $100,000 $0 $0 $0 $0
Development Projects
32-601-800-869 Jeffco OS River Corridor Project Match $0 $25,000 $25,000 $0 $25,000 $0 $0 $0 $0
32-601-800-859 Anderson Park Master Plan/Park Renovation $0 $0 $0 $0 $0 $0 $0 $0 $0
32-601-800-864 Hopper Hollow Park/District II Park $17,636 $0 $0 $0 $0 $0 $0 $0 $0
32-601-800-865 PW/Parks Operations Facility $629,202 $150,000 $150,000 $0 $0 $100,000 $200,000 $200,000 $200,000
32-601-800-873 Prospect Park Renovation $0 $998,340 $135,000 $2,000,000 $400,000 $200,000 $0 $0 $0
32-601-800-878 Open Space Management Plan Update $0 $0 $0 $50,000 $0 $0 $0 $0 $0
32-601-800-875 Master Plan Updates $16,958 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal $663,795 $1,173,340 $310,000 $2,050,000 $425,000 $300,000 $200,000 $200,000 $200,000
Maintenance Projects
32-601-800-870 Open Space Improvements $0 $220,000 $220,000 $50,000 $25,000 $0 $0 $25,000 $25,000
32-601-800-871 Park Maintenance Projects $27,950 $122,050 $55,000 $100,000 $25,000 $0 $0 $25,000 $25,000
32-601-800-872 Trail Replacement/Repair $504,621 $283,663 $156,475 $200,000 $0 $0 $100,000 $0 $0
32-601-800-872 Outdoor Pool Maintenance $0 $207,812 $34,697 $0 $0 $0 $0 $0 $0
Subtotal $532,571 $833,525 $466,172 $350,000 $50,000 $0 $100,000 $50,000 $50,000
Park Maintenance Staff
32-601-600-602 Salaries $384,654 $391,562 $390,202 $401,980 $414,039 $426,460 $439,254 $452,432 $466,005
32-601-600-610 Overtime $43 $3,000 $3,000 $3,000 $3,030 $3,060 $3,091 $3,122 $3,153
32-601-600-614 Standby Pay $0 $2,000 $2,000 $2,000 $2,020 $2,040 $2,061 $2,081 $2,102
32-601-600-620 FICA $23,069 $24,277 $24,193 $24,919 $25,670 $26,183 $26,707 $27,241 $27,786
32-601-600-622 Medical/Dental $54,135 $57,159 $57,243 $57,243 $58,388 $59,556 $60,747 $61,962 $63,201
32-601-600-625 Medicare $627 $5,677 $5,658 $5,829 $5,946 $6,064 $6,186 $6,309 $6,436
32-601-600-630 ICMA Retirement $15,320 $15,662 $15,608 $16,079 $16,561 $16,892 $17,230 $17,575 $17,926
Subtotal $477,848 $499,337 $497,904 $511,050 $525,653 $540,256 $555,275 $570,722 $586,608
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 $1,674,214 $2,506,202 $1,274,076 $2,911,050 $1,100,653 $840,256 $855,275 $820,722 $836,608
ENDING FUND BALANCE $1,231,758 ($645,964)$1,246,667 $123,617 $276,963 $340,707 $389,432 $472,710 $540,102
311 2017 Adopted Budget
Municipal Court Fund
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
33-580-00-589
BEGINNING FUND
BALANCE $77,022 $79,572 $83,731 $84,281
REVENUES
33-560-00-562 $1 of Court Fees $1,712 $2,000 $1,900 $2,000
33-560-00-563 $4 of Court Fees $6,832 $8,000 $7,500 $8,000
33-560-00-565 Direct Victim Services $9,816 $12,000 $11,000 $12,000
33-560-00-566 Warrant/Judgments $2,925 $4,000 $3,500 $4,000
33-560-00-567 Transcript Fees $343 $1,500 $1,000 $1,500
33-580-00-581 Interest $273 $550 $150 $550
TOTAL REVENUES $21,900 $28,050 $25,050 $28,050
TOTAL AVAILABLE FUNDS $98,922 $107,622 $108,781 $112,331
EXPENDITURES
33-109-600-640 Outside Personnel $0 $0 $0 $0
33-109-700-715 Transcript Fees $477 $1,500 $1,000 $1,500
33-109-700-776 Equipment Maintenance $225 $1,000 $1,000 $2,000
33-109-700-783 Court $4 Expenses $0 $5,000 $5,000 $10,000
33-109-700-787 Warrant/Judgments $2,945 $4,500 $3,500 $4,500
33-109-700-790 Direct Victim Services $9,930 $14,000 $11,000 $14,000
33-109-700-792 Probation $1 Expense $1,614 $3,000 $3,000 $3,000
33-109-800-802 Office Equipment $0 $0 $0 $0
33-109-800-809 Other Major Equipment $0 $0 $0 $0
TOTAL EXPENDITURES $15,191 $29,000 $24,500 $35,000
ENDING FUND BALANCE $83,731 $78,622 $84,281 $77,331
Fund 33
312 2017 Adopted Budget
CONSERVATION TRUST 2015 2016 2016 2017 2018 2019 2020 2021 2022
FUND 54 ACTUAL ADJUSTED ESTIMATED ADOPTED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED
54-580-00-589 BEGINNING FUND BALANCE $326,099 $215,378 $452,081 $360,291 $45,791 $5,341 $100,891 $51,441 $1,991
REVENUES
54-520-00-539 State of Colorado Lottery $297,794 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000
54-520-00-540 Jefferson County Joint Venture Grant
$0 $0 $0 $0 $0 $0 $0 $0 $0
54-520-00-541 Other Grants $0 $0 $0 $0 $0 $0 $0 $0 $0
54-580-00-581 Interest $539 $500 $500 $500 $550 $550 $550 $550 $550
54-580-00-588 Miscellaneous Income $0 $0 $0 $0 $0 $0 $0 $0 $0
54-590-00-591 Transfers from General Fund $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL REVENUES $298,333 $300,500 $300,500 $300,500 $300,550 $300,550 $300,550 $300,550 $300,550
TOTAL AVAILABLE FUNDS $624,432 $515,878 $752,581 $660,791 $346,341 $305,891 $401,441 $351,991 $302,541
EXPENDITURES
Development Projects
54-601-800-860 Facility Improvements $0 $70,000 $60,889 $0 $0 $0 $200,000 $200,000 $100,000
54-601-800-866 Prospect Park Renovation $0 $0 $0 $225,000 $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 $75,000 $30,000 $29,402 $0 $0 $0 $0 $0 $0
Subtotal $75,000 $100,000 $90,291 $225,000 $0 $0 $200,000 $200,000 $100,000
Maintenance Projects
54-601-800-870 Recreation Center $62,091 $236,150 $169,114 $115,000 $100,000 $100,000 $100,000 $100,000 $100,000
54-601-800-872 Park Maintenance Projects $0 $21,350 $21,350 $25,000 $40,000 $40,000 $40,000 $40,000 $40,000
54-601-800-873 Resurface Tennis/Basketball Courts $700 $61,300 $61,300 $25,000 $131,000 $10,000 $10,000 $10,000 $10,000
54-601-800-875 Stites Park Playground Replacement $34,561 $50,235 $50,235 $0 $0 $0 $0 $0 $0
54-601-800-876 Discovery Park ADA Accessibility Playground $0 $116,000 $0 $125,000 $0 $0 $0 $0 $0
54-601-800-878 Playground Replacement $0 $0 $0 $100,000 $70,000 $55,000 $0 $0 $0
Subtotal $97,351 $485,035 $301,999 $390,000 $341,000 $205,000 $150,000 $150,000 $150,000
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 $172,351 $585,035 $392,290 $615,000 $341,000 $205,000 $350,000 $350,000 $250,000
ENDING FUND BALANCE $452,081 ($69,157)$360,291 $45,791 $5,341 $100,891 $51,441 $1,991 $52,541
313 2017 Adopted Budget
Equipment Replacement Fund
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
57-580-00-589
BEGINNING FUND
BALANCE $474,021 $407,121 $468,527 $354,412
REVENUES
57-520-00-548 E911 Reimbursements $0 $53,000 $53,000 $53,000
57-590-00-591 Transfer from General Fund $0 $100,000 $100,000 $100,000
57-580-00-581 Interest $4,234 $3,000 $3,200 $3,300
TOTAL REVENUES $4,234 $156,000 $156,200 $156,300
TOTAL AVAILABLE FUNDS $478,255 $563,121 $624,727 $510,712
EXPENDITURES
57-204-700-750 Professional Services $9,727 $202,509 $65,315 $140,000
57-204-800-805 CAD/RMS $0 $0 $0 $0
57-204-800-805 Police Radios $0 $0 $0 $226,750
57-201-800-809 Other Major Equipment $0 $230,000 $205,000 $0
TOTAL EXPENDITURES $9,727 $432,509 $270,315 $366,750
ENDING FUND
BALANCE $468,527 $130,612 $354,412 $143,962
Fund 57
314 2017 Adopted Budget
Crime Prevention Fund
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
63-580-00-589
BEGINNING FUND
BALANCE $346,170 $285,859 $401,752 $443,736
REVENUES
63-500-00-508 Lodger's Tax $426,970 $300,000 $411,000 $300,000
63-520-03-539 CDOT-Safety Fair Grant $0 $0 $0 $0
63-560-00-561 No Proof of Insurance $35,643 $30,000 $35,000 $30,000
63-580-00-581 Interest $714 $1,000 $4,000 $1,000
TOTAL REVENUES $463,327 $331,000 $450,000 $331,000
TOTAL AVAILABLE FUNDS $809,497 $616,859 $851,752 $774,736
EXPENDITURES
63-201-600-602 Salaries & Wages $290,822 $287,367 $287,367 $360,367
63-201-600-610 Overtime & Premium Pay $12,170 $5,850 $5,850 $5,850
63-201-600-618 Court Pay $974 $1,000 $1,000 $1,000
63-201-600-620 FICA $10,074 $10,163 $10,163 $14,824
63-201-600-622 Medical/Dental Insurance $45,787 $41,420 $41,420 $54,278
63-201-600-625 Medicare Portion FICA $2,685 $4,166 $4,166 $5,225
63-201-600-630 ICMA Retirement $6,310 $6,367 $6,367 $9,564
63-201-600-633 Police Retirement $12,309 $11,981 $11,981 $12,127
63-201-600-634 State Disability Insurance $625 $1,069 $1,069 $1,107
PERSONNEL SERVICES $381,755 $369,383 $369,383 $464,342
63-201-650-660 Operating Supplies $14,609 $20,100 $20,100 $19,300
MATERIALS & SUPPLIES $14,609 $20,100 $20,100 $19,300
63-201-700-702 Conference/Meeting $4,569 $6,100 $6,100 $6,100
63-201-700-706 Dues, Books, Subscriptions $547 $1,485 $1,485 $1,485
63-201-700-730 Uniforms & Protective Clothing $5,881 $7,000 $7,000 $7,000
63-201-700-750 Professional Services $384 $3,948 $3,948 $5,948
OTHER SERVICES & CHARGES $11,381 $18,533 $18,533 $20,533
TOTAL EXPENDITURES $407,746 $408,016 $408,016 $504,175
ENDING FUND
BALANCE $401,752 $208,843 $443,736 $270,561
Fund 63
315 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 325,137 325,818 325,818 337,138
610 Overtime and Premium Pay 9,128 7,020 7,000 8,424
614 Standby Pay 8,888 9,299 9,000 9,299
617 Temporary Personnel - Hourly 230,562 237,570 237,000 239,090
620 FICA Employer Expenses 34,153 35,945 35,886 36,826
622 Medical/Dental Insurance 73,145 74,413 74,413 79,291
625 Medicare Portion FICA 7,987 8,290 8,392 8,612
630 ICMA Retirement 13,041 13,033 13,033 13,486
640 Outside Personnel Services 0 0 0 0
PERSONNEL SERVICES $702,040 $711,388 $710,542 $732,166
651 Office Supplies 240 1,200 600 700
654 Photocopy/Printing 0 0 0 0
655 Postage Costs 1,039 580 580 1,060
660 Operating Supplies 70,067 77,250 77,250 77,010
663 Hazardous Waste Disposal 0 0 0 0
MATERIALS & SUPPLIES $71,346 $79,030 $78,430 $78,770
702 Conference/Meeting 200 820 820 820
704 Contractual Services 77,585 64,890 70,000 67,756
706 Dues/Books/Subscriptions 242 291 250 291
728 Training 1,336 5,600 3,500 3,700
730 Uniforms & Protective Clothing 3,473 3,760 3,760 3,715
740 Auto Mileage Reimbursement 670 910 700 910
750 Professional Service 0 0 0 0
755 Computer Software 0 0 0 1,792
758 Rentals and Leases 0 660 300 300
760 Utilities 306,766 366,500 330,000 333,000
774 Facility Repair and Maintenance 65,001 59,752 59,752 58,000
776 Other Equipment Maintenance 4,424 6,900 5,000 6,500
799 Miscellaneous Services & Charges 0 0 0 0
OTHER SERVICES & CHARGES $459,697 $510,083 $474,082 $476,784
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: $1,233,083 $1,300,501 $1,263,054 $1,287,720
64-602
Recreation Center ‐ Facilities
316 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 156,895 171,097 171,097 177,850
610 Overtime and Premium Pay 3,765 7,700 4,500 4,500
614 Standby Pay 729 2,808 1,250 1,150
617 Temporary Personnel - Hourly 311,980 326,529 338,000 339,035
620 FICA Employer Expenses 29,389 30,500 32,893 32,397
622 Medical/Dental Insurance 21,591 28,623 28,623 31,510
625 Medicare Portion FICA 6,873 7,133 7,133 7,577
630 ICMA Retirement 5,891 6,844 6,844 7,114
640 Outside Personnel Services 0000
PERSONNEL SERVICES $537,114 $581,234 $590,340 $601,133
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0000
660 Operating Supplies 71,531 56,300 70,500 70,900
663 Hazardous Waste Disposal 0 0 0 1,600
MATERIALS & SUPPLIES $71,531 $56,300 $70,500 $72,500
702 Conference/Meeting 651 1,315 820 1,050
704 Contractual Services 3,217 4,362 4,362 7,146
706 Dues/Books/Subscriptions 0 175 175 225
728 Training 6,614 5,955 6,200 5,700
730 Uniforms & Protective Clothing 3,517 4,250 4,250 4,400
740 Auto Mileage Reimbursement 0000
755 Computer Software 0 0 0 512
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 16,821 33,625 25,600 25,000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $30,820 $49,682 $41,407 $44,033
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $639,466 $687,216 $702,247 $717,666
64-604
Recreation Center ‐ Aquatics
317 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 20,775 20,509 20,509 21,255
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 139,447 156,431 156,431 165,003
619 Temporary Personnel - Non-Hourly 75,676 79,040 79,040 80,832
620 FICA Employer Expenses 14,488 15,871 15,871 16,560
622 Medical/Dental Insurance 7,177 5,370 4,200 2,824
625 Medicare Portion FICA 3,388 3,711 3,712 3,873
630 ICMA Retirement 827 820 820 850
640 Outside Personnel Services 0 400 0 400
PERSONNEL SERVICES $261,778 $282,152 $280,583 $291,597
651 Office Supplies 0000
654 Photocopy/Printing 0000
655 Postage Costs 0 50 50 50
660 Operating Supplies 29,576 19,100 19,000 15,600
MATERIALS & SUPPLIES $29,576 $19,150 $19,050 $15,650
702 Conference/Meeting 669 350 350 350
704 Contractual Services 4,743 6,068 6,000 5,200
706 Dues/Books/Subscriptions 48 40 40 40
728 Training 1,732 1,500 1,800 2,300
730 Uniforms & Protective Clothing 0 200 0 200
740 Auto Mileage Reimbursement 0 75 25 75
755 Computer Software 0 0 0 768
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $7,191 $8,233 $8,215 $8,933
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS: $298,544 $309,535 $307,848 $316,180
64-605
Recreation Center ‐ Fitness
318 2017 Adopted Budget
Account Name/Detailed Explanation
2015
Actual
Budget
2016
Adjusted
Budget
2016
Estimated
Budget
2017
Adopted
Budget
602 Staff Salaries & Wages 20,222 36,550 36,550 37,352
610 Overtime and Premium Pay 0000
614 Standby Pay 0000
617 Temporary Personnel - Hourly 0000
619 Temporary Personnel - Non-Hourly 0000
620 FICA Employer Expenses 1,243 2,266 2,266 2,316
622 Medical/Dental Insurance 2,811 2,623 2,623 2,815
625 Medicare Portion FICA 291 530 530 541
630 ICMA Retirement 809 1,462 1,462 1,494
640 Outside Personnel Services 3,699 4,360 4,300 1,800
PERSONNEL SERVICES $29,075 $47,791 $47,731 $46,318
651 Office Supplies 0000
654 Photocopy/Printing 13,130 14,380 14,180 15,480
655 Postage Costs 4,410 5,966 4,800 5,690
660 Operating Supplies 10,050 11,437 11,437 12,520
MATERIALS & SUPPLIES $27,590 $31,783 $30,417 $33,690
702 Conference/Meeting 287 350 350 175
704 Contractual Services 0000
706 Dues/Books/Subscriptions 1,597 2,455 2,455 2,015
728 Training 398 1,200 1,200 400
730 Uniforms & Protective Clothing 0000
740 Auto Mileage Reimbursement 0 170 50 170
750 Professional Services 1,670 1,400 1,400 1,500
755 Computer Software 0 0 0 2,264
758 Rentals and Leases 0000
760 Utilities 0000
774 Facility Repair and Maintenance 0000
776 Other Equipment Maintenance 0000
799 Miscellaneous Services & Charges 0000
OTHER SERVICES & CHARGES $3,951 $5,575 $5,455 $6,524
803 Tools and Work Equipment 0000
809 Other Major Equipment 0000
812 Building Improvements 0000
CAPITAL OUTLAY $0 $0 $0 $0
DEPARTMENT ACCOUNT TOTALS:$60,616 $85,149 $83,603 $86,532
64-607
Recreation Center ‐ Marketing
319 2017 Adopted Budget
Financial Policies
CITY OF WHEAT RIDGE
ACCOUNTING, BUDGETING AND FINANCIAL POLICIES 2016
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 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
320 2017 Adopted Budget
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 a 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 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.
321 2017 Adopted Budget
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 Investment 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 can be located in the CIP tab of this budget document.
Recreation Center Fund
The Recreation Center Fund is a governmental fund whereby the expense of providing goods and
services to the general public on a continuing basis are financed or recovered primarily through
user charges. However, the Recreation Center Fund is not completely self‐sufficient and internal
services such as information technology and human resources costs are covered under the General
Fund. In the event that these user charges are insufficient to cover the operations of the
Recreation Center Fund, transfers can be made from other fund types to provide additional
financial support.
A chart depicting the City’s Governmental Fund Types is included on the next page.
322 2017 Adopted Budget
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
Recreation
Center Fund
Capital
Investment
Program (CIP)
323 2017 Adopted Budget
Budget Process & Timeline
In accordance with the City Charter, the annual budget process and timeline is 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
Statues, 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 prepares a Comprehensive Annual Financial
Report (CAFR) 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 CAFR shows the status of the
City’s finances on the basis of GAAP. The CAFR shows 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 on page
326.
Unrestricted Fund Balance Policy
The City Council adopted an Unrestricted Fund Balance Policy in June of 2011. This policy is
included on page 329.
324 2017 Adopted Budget
325 2017 Adopted Budget
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, a re‐
funding, 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, 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 will 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
326 2017 Adopted Budget
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 evidences 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 govern‐
mental 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
327 2017 Adopted Budget
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.
328 2017 Adopted Budget
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
329 2017 Adopted Budget
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.
330 2017 Adopted Budget
331 2017 Adopted Budget
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 pin setters 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.
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.
Budget ‐ The City’s operational and functional plan balancing expenditures for a fiscal year with the
expected income or revenue for the fiscal year.
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.
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 January 1 of
each year and collected with the January sales tax return form.
Capital Investment Program (CIP) ‐ A comprehensive program which 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
GLOSSARY
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projects that benefit low and moderate income residents in the City and help eliminate blight conditions.
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 citizen 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.
Elevator Inspection Fees ‐ Businesses located in Wheat Ridge that have operational elevators must
have them inspected twice per year for safety. The City charges $180.00 for each annual elevator
inspection.
Enhanced Sales Tax Incentive Program (ESTIP)‐ An economic development program to encourage the
establishment and/or substantial expansion of retail sales tax generating businesses within the City
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.
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.
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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
Lodger’s Tax is divided between the General, CIP, and Crime Prevention Funds.
MAPO ‐ Multiple Assembly of Procurement Officials. 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 ‐ Includes administrative costs such as office supplies, operating supplies,
photocopy and printing expenses, postage, oil and gas, etc.
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).
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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 pro‐
gram. 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 are covered.
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.
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.
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.
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 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.
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
hearing requirements established by the City.
Police Records/Search Fees ‐ These fees reimburse the City for costs related to the release of records
information.
RFP ‐ Request for Proposal.
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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 3.0% (effective
January 1, 2005).
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.
Swimming Pool Fees ‐ Admission and lesson fees charged for the use of the City Swimming pool.
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.
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.
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 includes 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.
336 2017 Adopted Budget