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HomeMy WebLinkAbout02-05-2024 - Study Session Agenda PacketSTUDY SESSION AGENDA CITY COUNCIL CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO February 5, 2024 6:30 pm This meeting will be conducted as a virtual meeting, and in person, at 7500 West 29th Avenue, Municipal Building. City Council members and City staff members will be physically present at the Municipal building for this meeting. The public may participate in these ways: 1. Attend the meeting in person at City Hall. Use the appropriate roster to sign up to speak upon arrival. 2. Provide comment in advance at www.wheatridgespeaks.org (comment by noon on February 5, 2024) 3. Virtually attend and participate in the meeting through a device or phone: • Click here to pre-register and provide public comment by Zoom (You must preregister before 6:00 p.m. on February 5, 2024) 4. View the meeting live or later at www.wheatridgespeaks.org, Channel 8, or YouTube Live at https://www.ci.wheatridge.co.us/view Individuals with disabilities are encouraged to participate in all public meetings sponsored by the City of Wheat Ridge. Contact the Public Information Officer at 303-235-2877 or wrpio@ci.wheatridge.co.us with as much notice as possible if you are interested in participating in a meeting and need inclusion assistance. Public Comment on Agenda Items 1. Waterwise Landscape Code Amendments 2. Facilities Master Plan Overview and Recommendations 3. Staff Report(s) 4. Elected Officials’ Report(s) Item No. 1 Memorandum TO: Mayor and City Council FROM: Janet Gassman, Landscape Planner Stephanie Stevens, Senior Planner THROUGH: Jana Easley, Planning Manager Lauren Mikulak, Community Development Director Patrick Goff, City Manager DATE: January 26, 2024 (For February 5, 2024, Study Session) SUBJECT: Waterwise Landscape Code Amendments PRIOR ACTIONS: On June 5, 2023, City Council discussed waterwise landscaping regulations. Last year’s memo and presentation provided an overview of waterwise principles, a summary of other community practices, a summary of City’s programs and practices, and a discussion of specific policy questions related to the City’s landscape regulations (Section 26-502 of the zoning code). The June 2023 memo is available online: https://wheatridgespeaks.org/items/913. City Council expressed positive support and interest in waterwise landscape design to reduce water consumption, encourage water efficiency, and establish stronger links between water supply and land use planning. PURPOSE: This memo is organized into two sections: 1. A summary of the proposed regulations and code changes that will implement the consensus that Council provided to staff on June 5, and 2. A summary of two outstanding policy questions related to single-unit and duplex properties. The purpose of the February 5, 2024, study session is to confirm policy direction on the remaining policy questions and to ensure Council support before the proposed ordinance is presented at a public hearing this spring. PROPOSED REGULATIONS AND CHANGES: The June 2023 discussion was organized around nine topic areas: 1. Irrigation 2. Artificial turf 3. Irrigated and non-functional turf 4. Landscape specifications 5. Low-density residential requirements 6. Non-living landscape materials 2 7. Waterwise design 8. Streetscape plant list 9. Maintenance Council consensus from June 2023 supported staff recommendations on several topics. The summary below describes how Council policy direction is proposed to be implemented in the future ordinance. Irrigation consensus: Maintain the current code requirement for automatic irrigation systems and integrate waterwise best practices as discussed in the waterwise section below. Artificial turf consensus: Codify the City’s artificial turf policy related to multi-unit residential and non-residential development. • This will allow limited application of artificial turf. Codification was partially completed by the recent update of the mixed-use code. • Discussion of artificial turf for single-unit and duplex properties is discussed in a later section of this memo. Irrigated and non-functional turf consensus: Limit irrigated and non-functional turf. • For new multi-unit residential development, irrigated turf will be limited to no more than 30% of the total landscaped area. (This is reduced from 60%.) • For new nonresidential development, irrigated turf will be limited to no more than 30% of the total landscaped area. (This is the current code; no change to this limit is proposed.) • For new single-unit and duplex properties, irrigated turf will be limited to no more than 50% of the total landscaped area. (This is the current code; no change to this limit is proposed.) • A definition for non-functional turf will be added, and it will be prohibited. Non-functional turf is predominantly ornamental and located in an area that is not regularly used for civic, community, or recreational purposes such as parks, sport fields and playgrounds. This means irrigated turf will not be permitted in parking lot islands, private street medians, stormwater detention areas (unless designed for active recreation), landscape areas with slopes 4:1 or greater, and landscape strips less than six feet in width. • This definition and regulatory approach for non-functional turf are consistent with recommended changes to state law (See Bill D). Landscape specifications consensus: Update plant and mulch specifications to better align with waterwise principles and best practices. • Minimum sizes will be updated for trees and plant material. • Specifications will be added for organic and inorganic mulches. • The proposed tables and specifications are enclosed as Attachment 1. Low-density residential requirements consensus: Clarify the process to replace front yard landscaping of single-unit and duplex properties with non-living and waterwise materials. • Per the June 2023 discussion, waterwise landscaping will be encouraged, but not required, for single-unit and duplex properties. 3 • A landscape guidebook will be created to provide recommended plant lists and waterwise design recommendations for all use types, including low-density residents and owners who wish to design or modify their yards to conserve water. • Staff recommends codification of a few parameters to prevent front yards from being fully rocked or mulched with no living material; these are discussed in a later section of this memo. Non-living materials consensus: Increase allowances for non-living landscape materials. • For new multi-unit or nonresidential development, the limit on non-living material will be increased from 35% to 50% of the total landscape area. • The examples of non-living material provided in the code will be expanded to include organic and inorganic mulches, stone, pavers, and ornamental objects. Waterwise design consensus: Require waterwise design for new multi-unit and nonresidential development. • For new multi-unit or nonresidential development, landscape plans will be designed and reviewed against the following waterwise principles: o Design planting schemes for water conservation. o Create lawns of appropriate size, shape, and type of turf or ground cover. o Use mulch around plantings to maintain soil moisture and reduce evaporation. o Group plants by hydrozone. o Improve the soil with organic matter, if needed. o Design and maintain efficient irrigation systems. o Maintain the plantings and irrigation system for maximum water efficiency. • The code amendment will introduce the use of hydrozones and a water budget for new multi-unit and nonresidential development. o Hydrozone plans force the grouping of plant material by water need (high, medium, low, very low) to promote water efficiency in the landscape. o A water budget provides a means of calculating and limiting the amount of potable water used for outdoor irrigation. The code will establish a limit of 15 gallons per square foot per year (gal/sf/yr.) and encourage 12 gal/sf/yr. or less. This is consistent with industry standards and should be achievable based on the limitations that are imposed by irrigated turf. o The purpose of these tools is to advance waterwise design and to make the review of landscape plans more objective. o A sample water budget and example hydrozone plans are provided in Attachment 2. • A landscape guidebook will be created to provide additional waterwise design direction and a recommended plant list for all development types and uses. • As noted above, waterwise landscaping will be encouraged, but not required, for single-unit and duplex homes. Through the guidebook, staff hopes to encourage and educate homeowners on Xeric principles. Streetscape Design Manual consensus: Update the manual to reflect waterwise principles. • The Streetscape Design Manual contains a list of acceptable trees and shrubs which apply to use in public rights-of-way and has also been used as a reference for private property. 4 • Updates will include a revised plant list, definitions of organic and inorganic mulches, alternatives for turf in the streetscape, irrigation design guidance, and resource references (Colorado State University and Denver Botanical Garden waterwise plant lists and Colorado landscape construction standards and practices). Maintenance consensus: Clarify when amendments are necessary for previously approved landscape plans. • For multi-unit or nonresidential development wishing to move toward a more xeric/waterwise design, a revised landscape plan may be required if the original design is substantially altered, if the proposed changes result in a significant modification of the irrigation system, or if an irrigation plan or system does not exist, at the discretion of the community development director. • The code already specifies that maintenance of landscaping is required, and this will be expanded slightly to specify those responsibilities: o All plants and landscape areas shall be free of disease, pests, weeds, and litter. o Regular pruning and trimming shall be performed to achieve a plant’s intended form and height. o Any landscaping found to be dead, diseased, damaged, or missing shall be removed and/or replaced within one planting season. o Landscaping within the portion of the public right-of-way between the back of curb or street pavement and adjacent private property shall be maintained by the adjacent property owner. o Landscape structures such as retaining walls, seat walls, fire pits, water fountains, benches, etc. shall be repaired or replaced as necessary to maintain a structurally sound condition. o Mulches, crushed stone, cobble, and other surface materials shall be contained within defined beds in their designated areas, free of weeds, and to their required depths. o Irrigation systems shall be inspected and maintained in accordance with the approved plans. Temporary irrigation systems shall be removed upon successful establishment of landscape materials. POLICY QUESTIONS Most of the regulations described above affect new or revised landscaping for multi-unit and nonresidential properties. As it relates to low density contexts, there are two specific topics for which staff is seeking Council input. Artificial turf for single-unit and duplex properties The current code prohibits the use of artificial turf and there was discussion of whether to allow it in limited applications in low density contexts. Council was open to allowing limited use of artificial turf in rear and non-visible side yards. Staff recommends allowing artificial turf on low-density residential properties in rear or side yards not visible from a public street and at a maximum of 400 square feet in area. As a point of reference, 400 square feet is consistent with allowable coverage of most other minor accessory structures and recreational equipment. It also meets basic home putting green and dog run area 5 requirements, which are common residential uses for the material. Does Council agree with this artificial turf limitation for single-unit and duplex properties? Waterwise front yards for single-unit and duplex properties Single-unit and duplex residential properties have been largely unregulated regarding landscape design. Staff is receiving a growing number of calls asking for clarity related to turf removal and xeriscaping, and current code provides little guidance. Though Council was not interested in requiring xeric/waterwise landscaping for low-density residential properties, Council supported the idea of creating a landscape guidebook to provide more detailed information about district-specific requirements, preferred plants, and xeric/waterwise design. The guidebook can be updated administratively and will be utilized to format handouts for specific uses. See draft handout provided as Attachment 3. While many parameters can be provided via handouts and guidebook, some parameters need codification. To prevent front yards from being fully rocked or mulched with no living material and to minimize heat islands, staff recommends adding the following provisions to the code: • For new single-unit and duplex properties, fully rocked or mulched front yards must contain a minimum one-third living plant coverage, as the projected growth after two (2) years. • For existing single-unit detached and duplex residential uses interested in moving toward a waterwise, xeric, or native landscape: o Total landscape area coverage requirements remain in effect with waterwise or xeric plant coverage. o Organic mulches (bark, compost) and inorganic mulches (rock, cobble, crusher stone, squeegee) may be used as a permanent, primary ground cover, where utilized as an integral part of the overall landscape design. o Front yard beds that are fully rocked or mulched must contain a minimum one-third living plant coverage, measured as the projected growth after two (2) years. o Native grasses and/or wildflower mixes of a height greater than twelve (12) inches must be confined to the rear yard or planted within a defined and edged bed in the front yard. Enclosed as Attachment 4 are several images that depict these kinds of parameters. Does Council support adding these regulations to the code for low-density front yards? NEXT STEPS Based on feedback at this study session, staff will finalize the revised landscape ordinance to present to Planning Commission and City Council for approval. Most of Section 26-502 has remained the same since 1979, and it can be difficult to decipher which requirements apply to which uses because the requirements are spread throughout the code. Therefore, staff will draft the new regulations as a repeal and re-enactment to allow for reorganization and clarification of requirements to make it is easier to understand by all users. 6 ATTACHMENTS: 1. Plant and Mulch Specifications 2. Sample Water Budget and Hydrozone Tables 3. Draft handout – Landscaping for Low-Density Residential Sites 4. Low-Density Residential Site Photos ATTACHMENT 1 Plant and Mulch Specifications 1 Minimum Plant Sizes Required landscaping shall meet the following minimum size standards. Table 1: Minimum New Plant Sizes Plant Type Minimum Size Deciduous Street Tree 2.5” caliper, B&B or equivalent Deciduous Shade Tree 2.0” caliper, B&B or equivalent Ornamental Tree 1.5” caliper or 6.0’ height, B&B or equivalent Evergreen Tree 6.0’ height, B&B or equivalent Deciduous and Evergreen Shrubs 5 gallon container or equivalent Perennials and Ornamental Grasses 1 gallon container Vines and Groundcovers 1 quart container Notes: Caliper is defined as diameter of trunk as measured one (1) foot above grade or root ball; B&B stands for balled and burlapped. Non-Living Materials A.Non-living materials such as organic and non-organic mulches, stone, pavers, and ornamental objects may be counted toward meeting required landscaped coverage where utilized as an integral part of the overall design. B.Sidewalks or paths which serve as casual access to or through landscape areas may be counted as non-living landscape features. C.Mulches: A mulch is any material used to reduce evaporation and water runoff, inhibit weed growth, and/or create an attractive appearance in the landscape. 1.Depending on the material type, mulches serve to: a)reduce surface evaporation and conserve soil moisture, b)improve water penetration and air movement, c)control soil temperature fluctuations and reduce soil temperatures, d)protect shallow-rooted plants from freeze damage and frost- heave, e)improve soil structure and nutrient availability, and f)help inhibit weed germination. 2.Landscape fabric is not required under properly placed organic or inorganic mulches and can be detrimental to plant and soil health and the life cycle of pollinators and other soil invertebrates. Table 2: Mulch Specifications Organic Mulch Finely shredded cypress, cedar, pine, or hardwood bark, bark chips, bark chunks or small nuggets, installed to a minimum depth of three (3) inches. ATTACHMENT 1 ATTACHMENT 1 Plant and Mulch Specifications 2 Inorganic Mulch Crushed stone, pea gravel, or ‘Squeegee’ mix, installed to a minimum depth of three (3) inches. Stone or river rock, 1” to 3” in diameter, installed to a depth of three (3) inches. Stone or cobble of a larger diameter may be approved for specific uses, on a case-by-case basis, by the community development director. Note: Mulched beds of all types must be contained within an edged bed when abutting turf areas or where not confined by a curb or sidewalk. ATTACHMENT 2 Sample Water Budget and Hydrozone Plans In addition to general landscape requirements and the use of xeric/waterwise plants and principles, staff proposes the requirement of a hydrozone plan and water budget for new multi- unit residential and nonresidential uses, as delineated below: Hydrozone Plan: A hydrozone plan, grouping plants by water needs and indicating location, square footage, and category for each zone, is required. In addition, the hydrozone category (high, moderate, low, or very low) for each plant shall be identified in the plant schedule on the landscape plan. A recommended plant list with general water requirements for each plant is available in the community development department. Water Budget: Landscape improvements shall be water-efficient and indicate a maximum water budget of 12 gallons per square foot per year. Specific instructions for the development of a hydrozone plan and water budget will be provided in the landscape guidebook, and shall be calculated as follows: i.Group plants by water needs into zones and determine the hydrozone category for each zone based on required gallons per square foot (SF) per year. If plants are already installed or not grouped by water need, use the category of the highest water user within the zone. Key Hydrozone Category Water Need per Season H High 20 gallons+/S.F./season M Moderate 10 gallons/S.F./season L Low 3 gallons/S.F./season VL Very Low 0 gallons/S.F./season ii.Calculate the total area (in square feet) of each zone and hydrozone category. iii.Calculate annual water consumption (in gallons per year) for each hydrozone category. iv.Determine the site’s annual water budget by dividing the total annual water consumption (in gallons) by the total square footage of all hydrozones. High water zones: ___S.F. × (___gals/SF) =___gals/season Moderate water zones: ___S.F. × (___gals/SF) =___gals/season Low water zones: ___S.F. × (___gals/SF =___gals/season Very Low water zones: ___S.F. × (___gals/SF)) =___gals/season Total gallons needed by all zones: =___gals/season Total square feet (SF) of all zones: =___SF Annual Water Budget: total gals/total SF =___ave gals/SF/season v.Annual water budget for the site must be no more than 15 gallons per square foot per year, and under 12 gallons per square foot per year is encouraged. ATTACHMENT 2 ATTACHMENT 2 Sample Hydrozone Plan ATTACHMENT 2Sample Hydrozone Plan NOT TO SCALE LANDSCAPING FOR LOW-DENSITY RESIDENTIAL SITES Rev. 01/2024 General Landscape Requirements: The Zoning Code regulates the landscaping of single detached and duplex residential sites throughout the City of Wheat Ridge. The following information is a summary of Municipal Code section 26-502 (Landscaping requirements) specific to these low-density residential uses. Refer to the Municipal Code for the complete regulations. Wheat Ridge defines ‘landscaping’ as a combination of living material (such as trees, shrubs, perennials, vines, groundcovers, flowers, vegetable plants, and turf), non-living material (such as rock, stone, and bark mulch), and structural elements (such as fountains, retaining walls, seat walls, fences, and benches). ZONING CODE HANDOUT •100% of the front yard shall be landscaped. This can be accomplished with living material or a mix of living and non-living material (e.g., rock or mulch). •Fully rocked or mulched front yards must contain a minimum one-third (1/3) living plant coverage. Coverage is calculated as projected size/growth after two (2) growing seasons. •All front yard landscaping shall be maintained in an orderly manner. •Property owners are responsible for the care and maintenance of adjacent tree lawns/public rights-of-way. This includes mowing, watering, leaf removal and other general care of the area. •The irrigation of landscaped areas shall be consistent with the restrictions of the water district in which the property is located. All new landscaping must be irrigated. New Home Landscape Requirements: If you are building a NEW single detached or duplex home in Wheat Ridge, or if you are substantially altering an existing single detached or duplex home or landscape, please note the following requirements in addition to general landscape requirements above apply: •One shade tree per 70 linear feet (or portion thereof) of property frontage is required to be planted within the front setback (front yard). Street trees may also be required pursuant to the Streetscape Design Manual depending on the site location. •No more than 50% of the total landscape area shall be comprised of turf (seeded or sod). The use of low water turf varieties such as buffalo grass, blue grama grass, and tall fescue is highly encouraged. •Front yard landscaping and irrigation must be completed prior to the issuance of the certificate of occupancy, weather permitting. From October through May landscaping and irrigation may be postponed with an escrow. Single Detached Site ground pools, a Duplex Site l in LANDSCAPING = LIVING (TREES, SHRUBS, TURF, ETC.) + NON-LIVING (ROCK, MULCH, ETC.) MATERIAL ATTACHMENT 3 LANDSCAPING FOR LOW-DENSITY RESIDENTIAL SITES Rev.1/2024 ZONING CODE HANDOUT Xeric, Waterwise, and Native Landscapes To improve water efficiency and create a more sustainable water future, the City or Wheat Ridge encourages residents to embrace the idea and principles of xeric/waterwise design:• Develop an overall practical plan. For example, is the area for ball-playing or a quiet place to meander and sit?• Be aware of your soil types and amend if necessary.• Determine turf area and appropriate turf types for your design.• Choose drought resistant plant material.• Investigate what irrigation option is most efficient for your plan.• Use permeable weed fabric and mulch to a depth of 3” to maximize moisture retention and minimize weed invasion. • Follow through with necessary maintenance. • Consider existing automatic sprinkler heads that you might be able to retrofit for a xeric landscape. For existing single detached and duplex dwellings interested in moving toward a xeric, waterwise, or native landscape:• Organic mulches (bark, compost) and inorganic mulches (rock, cobble, crusher stone, squeegee) may be used as a primary groundcover when:• included as an intentional and integrated part of the design• balanced with other living and non-living elements• kept in place with edging, low walls, pavement, or other permanent material• Native grasses and/or wildflower mixes of a height greater than 12” must be confined to the rear yard or planted within a defined and edged bed in the front yard. Did you know outdoor water use accounts for as much as 80% or total water consumption in Colorado? Wheat Ridge residents are encouraged to check out opportunities, incentives, and rebates available through your specific water utility and local non-profit organizations. Additional Resources:n-ground pools, above- City of Wheat Ridge• Landscape Design Guidebook• Recommended Plant List• Streetscape Design Manual Resource Central• Garden In A Box• Lawn Replacement Program• Slow the Flow (free irrigation inspections)• Waterwise Yard Seminars For Questions:und pools, above- This informational handout may not address all situations. Please refer to Code Section 26-502 and contact the Community Development Department with any questions to confirm whether and which standards may apply. City of Wheat Ridge Community Development Department 7500 W. 29th Avenue · Wheat Ridge, CO · 80033 Phone: 303-235-2846 · www.ci.wheatridge.co.us ATTACHMENT 4 Low-density Residential Site Photos (illustrating one-third live coverage at various stages of maturity) 1 Photo 1. Example of a newer (1-2 year) fully rocked front yard with a balance of living and non- living materials. Plants will fill in more over time. Photo 2. An older landscape renovated to include existing trees, new shrubs and perennials, and organic mulch. ATTACHMENT 4 ATTACHMENT 4 Low-density Residential Site Photos (illustrating one-third live coverage at various stages of maturity) 2 Photo 3. Example of a well-integrated, rocked and mulched front yard with mature trees and new planting areas in defined beds. Photo 4. Example of a renovated front yard with a mix of live plantings, rock, and turf. ATTACHMENT 4 Low-density Residential Site Photos (illustrating one-third live coverage at various stages of maturity) 3 Photo 5. Example of a front yard with a mix of living and non-living materials (turf, trees, and rock). This balance of elements is common in Wheat Ridge designs. Photo 6. Example of a fully rocked front yard with maturing plantings in well-defined beds. Item No. 2 Memorandum TO: Mayor and City Council THROUGH: Patrick Goff, City Manager FROM: Maria D’Andrea, Director of Public Works Daniel Beiers, Facilities Manager DATE: February 5, 2024 SUBJECT: Facilities Master Plan Overview and Recommendations ISSUE Development of the Facilities Master Plan (FMP) included tasks focused on visioning, data collection, analysis, and development of an implementation strategy to assess the city’s space needs for existing and projected facility requirements. The FMP is intended to be a “living document” that will be used as a planning tool. Therefore, specific moves internal to city buildings, and between locations, that have been outlined in this plan are preliminary. These moves and relocations, as well as the timing of such moves, need to be revisited over time as actual versus projected growth is tracked and staffing levels change. Each of the components of the FMP will require further fine-tuned analysis, detailed space needs programming and design efforts to move from master plan to implementation. Key findings of the FMP include space deficits within most buildings related primarily to recent and projected staff growth and to shortfalls in functional/operational areas in the Parks & Recreation, Police, and Public Works departments. Staff will present the process used to develop the FMP and the key outcomes identified as well as recommendations on next steps for implementation. BACKGROUND During the 2022 budget process, the City Council asked staff to prepare an FMP to assess the current and future needs of the city. In June 2022, a contract to prepare a 10-year FMP was awarded to Stantec Architecture, Inc. Since that time, Stantec has completed a condition assessment of the city’s major facilities and worked with city staff to develop the draft FMP. A copy of the FMP is attached and available in print form, if requested. The overall goal of the FMP was to develop a road map and living document for facility decisions over the next decade. The city owns and maintains seven primary facilities which total approximately 186,200 gross square feet. In addition, the city owns and maintains several historic properties including the Richard Hart Estate, the soddy, and the post office. These facilities were not included in the FMP but are maintained by the city. The city also leases a building from the Jefferson County Housing 2 Authority near 45th Avenue and Vance Street (also referred to as the PNSB building) which totals an additional 8,065 sf. A building condition assessment was conducted to evaluate the physical condition and systems (mechanical, electrical, architectural, and code compliance) of each major facility. Each facility was given an overall rating of Poor, Fair, Good or Excellent based on the conditions of the specific building and the systems assessed. The ratings and the recommended repairs/upgrades/ replacements helped to inform development of the alternatives outlined in the Plan recommendations. The estimated cost to address all recommended items is approximately $14M. Facility Building Size (gross sq ft) Overall Rating Actual Rating Anderson Building & Pool House 11,994 Good 3.59 Recreation Center 76,163 Fair 3.41 City Hall 39,623 Fair 3.40 Active Adult Center 9,193 Fair 3.29 Public Works Shops 37,187 Fair 2.95 Parks Shop 4,808 Fair 2.62 Parks, Forestry & Open Space (PFOS) Office building* 7,238 Fair 2.51 Total 186,206 Total (less PFOS building + PNSB building) 187,033 *The PFOS building was recently leased to LocalWorks for Clear Creek Makerspace. The estimated space needs were determined by collecting the current and projected head count for five years in the future (2028) from each department. This was translated into seat count to quantify the number of workstations and offices required. The projected growth for 2033 (10-year planning time frame) was calculated based on an annual growth percentage at the same rate as between the current and five-year timeframe. Administration, City Clerk, City Manager’s Office, Community Development, and Municipal Court staff were right-sized based on an interior sq ft/seat need along with support space requirements. The Parks and Recreation, Police Department, and Public Works departments were right-sized based on specific space requirement needs including exterior needs. The headcount is projected to grow from 422 to 476 in ten years, an increase of 1.07% annually for all City departments. Space Deficit The analysis found that there is an immediate need for increased space for the continued adequate operation of city functions. Even before creation of the FMP, the city had outgrown its existing space and had to relocate various functions to the leased PNSB building. Specifically, the following table shows the current and projected future space needs for all departments: 3 Interior Space Needs Department Existing Current Required 5-Year Projection 10-Year Projection Administration 16,617 24,301 25,245 25,937 City Clerk 736 981 1,079 1,187 City Manager’s Office 598 598 1,046 1,404 Comm. Development 4,906 5,411 5,681 6,019 Courts 4,874 7,808 11,529 12,915 Police 17,409 25,914 26,563 27,251 Parks & Rec 94,505 103,034 103,034 103,034 Public Works 21,100 39,591 41,295 43,328 Total 160,745 207,633 215,471 221,075 The existing interior net square footage occupied by the city is 160,745 net square footage (NSF). The current required (adjusted) NSF for interior space would be 207,633 NSF, which is an increase of 29%. This analysis shows an interior space need of 56,555 NSF increase (37%) over the next ten years. Exterior Space Needs Department Existing Current Required 5-Year Projection 10-Year Projection Police 7,001 22,399 22,399 22,399 Parks & Rec 33,922 72,212 72,212 72,212 Public Works 150,008 192,682 192,682 192,682 Total 190,931 287,293 287,293 287,293 The existing exterior net square footage occupied by CWR is 190,931 NSF. The current required (adjusted) net square footage would be 287,293 NSF, which is an increase of 50%. This analysis shows an immediate exterior space need of 96,362 NSF increase. Specific Building & Department Space Issues City Hall • Lacks an adequate number of meeting rooms, conference rooms, and group work rooms as many of these existing spaces are over-booked, are pulling double duty for use, or have an alternative use than what they were designed to handle. • Lacks adequate storage space which has forced supply overflow into hallways. • Workspaces lack proper lighting and have limited windows. • There is a sound-proofing issue which affects all departments. • File storage and record archives are dispersed throughout the building. • Inadequate parking for larger meetings and events. Courts-Specific • Many spaces are being used for multiple purposes, such as the breakroom as the Jury Deliberation Room. • Existing spaces lack adequate square footage. • Lack of secure prisoner drop-off; no private entrance for detainees. 4 Police-Specific • Police vehicles are in an open unsecured parking lot. • Deficit of parking, especially during shift changes. • No sally port for the secure transport of persons into and out of the facility from vehicles. • Lack of soft interview rooms for families and children. • Evidence processing and storage areas are small; department will likely run out of on-site evidence storage space in the next couple of years. • Lack of locker room/showers. Parks & Recreation (Recreation Center) • Requires an increased number of private offices as the existing office cubicles have privacy and noise issues. • Lacks an adequate number of large meeting rooms, conference rooms, and group work rooms. • Lacks necessary storage space for general, equipment, and classroom storage. Public Works Shops • Many of the buildings are at the end of their useful life due to both condition (structure and infrastructure) and space required for the modern size of vehicles and equipment. • Lacks an adequate number of offices and shared workspaces for current personnel. • Has no conference or meeting space. • Lacks employee locker rooms and restrooms. • Another primary access point, directly connecting to West 44th Avenue is desirable to limit noise in the adjacent residential areas. • Site utilities need to be updated, specifically drainage and electrical capacity. • Lacks adequate covered vehicle storage and materials storage space. ALTERNATIVES AND RECOMMENDATIONS Based on the data collected and visioning sessions with city staff, Stantec established and narrowed options down to three possible scenarios that were deemed feasible and beneficial to the city. There were overarching elements that drove conversations leading to Stantec’s recommended direction such as cost implications of new construction versus existing facility renovation costs, property acquisition, and the ability to address future space needs and immediate needs. As this is a long-term master plan, variables will need to be carried forward to provide the city with choices that can be made at future junctures based on available funding, real estate, and actual versus projected rate of growth for City functions. The recommended direction took into consideration the immediate need for increased square footage for the continued adequate operation of city functions. Specific city assets, (Recreation Center, Active Adult Center, and the Anderson Building) should remain as existing providing their current services. These buildings were at capacity, in terms of available space, and therefore were not taken into consideration when re-allocating space needs. Potential solutions were focused on three main areas: 5 • New Justice Center (City Hall Addition), • Civic Center Campus at Lutheran, and • Public Works & Parks Campus. New Justice Center (City Hall Addition) Stantec’s recommended direction determined that an addition to City Hall would be the best course of action over a new building. The New Justice Center would be a roughly 22,500 SF addition to the existing building. In the immediate term, administrative functions housed within City Hall would be relocated allowing Police and Courts departments to fully occupy City Hall. Small renovations would need to occur to allow these departments to continue adequate operations until an addition can be built within the five-year planning term. This New Justice Center would need to be designed to meet the 10-year growth square footage needs for both Police and Municipal Courts. Civic Center Campus at Lutheran Hospital Site Stantec’s recommended direction proposes relocating all city functions from the PNSB Building, the Administration and Community Development departments, and the City Clerk and City Manager’s Office, currently located at City Hall, to the Lutheran Hospital campus site. These administrative city functions would immediately occupy two existing floors (roughly 64,000 SF) of the hospital building and utilize the building’s main entrance. These floors are currently core and shell but would still need to have some minor refresh/renovation so that the city could utilize the space. This relocation of administrative functions needs to happen in the near-term as it allows the Police and Municipal Courts to expand fully into City Hall. This is needed, especially for the Police department, as many of their spaces (workstations, locker rooms, waiting room, etc.) need to be “right sized” for the department to continue providing a high level of service to the residents of Wheat Ridge. Eventually, a new City Hall/Civic Center would be constructed somewhere on the Lutheran Campus site and the interim City Hall area would be demolished for another use. Public Works & Parks Campus Stantec’s recommended direction proposes co-locating the Public Works department and existing Parks Shop functions at one site. Both departments need a significant increase in interior and exterior space, which cannot be accommodated at their respective shop locations. A Site Criteria Matrix tool was developed and used to determine optimal locations for the Public Works and Parks Shop space for meeting their ten-year space needs. The recommended direction would acquire the parcels directly south of the existing shop space, which will also allow for direct connection to W 44th Ave. The existing Public Works buildings on-site would remain functional but would need some extensive renovation, based on facility assessments. Implementation & Project Costs A phased implementation plan and estimates of probable cost were developed for the final options to reflect a potential path for implementation and phasing. Cost escalation is accounted for in the future phases. These costs do not include any land acquisition which is necessary to create the PW & Parks Campus. It also assumes no land or building acquisition costs at the Lutheran campus. 6 Project Location/Phase 2023 Costs 2028 Costs 2033 Costs PW & Parks Campus-Exterior $121M PW & Parks Campus-New Interior $29M PW & Parks Campus- South Bldg. Renovation $879K PW & Parks Campus- Main Bldg. Renovation $416K City Hall Renovations $266K Lutheran Campus Renovations $4.4M Sub-Total $156M Justice Center (City Hall Addition & New Parking Lot) $22.7M City Hall Demolition $500K Sub-Total $23.2M New City Hall – Civic Center $34M Lutheran Hospital Partial Demo $720K Sub-Total $34.7M Total Estimated Phased Project Costs = $214M Next Steps This is a significant financial cost; therefore, additional analysis of some aspects is warranted. For example, one of the higher costs is the PW & Parks Campus Exterior at $121M. According to Stantec, this price includes site preparation, site development and improvement, parking lots and paving, landscaping, mechanical utilities, storm sewer, heating and cooling distribution, fuel distribution, electrical utilities, lighting, communications, security and construction. Given the high dollar amount, a refined scope and cost estimate should be developed. Staff will continue to discuss potential relocation and land use options at the Lutheran Medical campus site. LMC staff have indicated that no decisions on the use of the property or potential sale will occur until the move to the new hospital in summer 2024 is completed. The LMC campus will become a designated urban renewal area and, therefore, the city will be able to work closely with the current or new owners to evaluate if a future City Hall/Civic Center is possible. Initial discussions are underway with Intermountain Health concerning the sale of the Lutheran Legacy Campus. One of the key aspects to realize the Public Works & Parks Campus is acquiring property to the south of the existing facility. Therefore, staff has hired a real estate broker to determine if acquisition of some or all of the required parcels is possible. This would only be carried out, at this time, if there were willing sellers and not a forced buy-out or relocation effort. DISCUSSION Staff recommends that the City Council provide feedback to staff on the proposed next steps and any further information or analysis that might be needed. Additional discussion will occur during the 2025 budget retreat. 7 ATTACHMENTS: 1. Draft Facilities Master Plan CITY OF WHEAT RIDGE Facilities Master Plan Interim Findings October 30, 2023 ATTACHMENT 1 3 ACKNOWLEDGMENTS CITY OF WHEAT RIDGE Daniel Beiers - Facilities Manager I Public Works Department Barb Kloberdanz - Aquatics Manager Parks & Recreation City Manager’s Office Patrick Goff - City Manager Marianne Schilling - Asst. City Manager City Clerk’s Office Steve Kirkpatrick - City Clerk Robin Eaton - Deputy City Clerk Administration Services Allison Scheck - Deputy City Manager Michael Clasen - HR Manager Mark Colvin - Finance Manager Jesse Dubin - IT Manager Whitney Mugford-Smith - Procurement Manager Community Development Lauren Mikulak - Community Development Director Steve Jones - Building Plan Examiner Renee Meriaux - Building Permit Official Steve Nguyen - City Engineer Municipal Courts Chris Randall - Judge Kersten Armstrong - Court Administrator Barry Malloy - Court Marshall Police Department Chris Murtha - Police Chief Parks & Recreation Karen O’Donnell - Parks & Recreation Director Suzy Anderson - Division Manager of Recreation Brian Blazer - Facility & Fitness Supervisor Public Works Maria D’Andrea - Director of Public Works Bruce Eddings - Facility Tech Manager Steve Bell - Traffic Supervisor Mike Farrell - Facilities Supervisor Jim Killey - Operations Supervisor John Medrano - Public Works Admin. Assist. Bill Tocco - Fleet Supervisor John Waters - Faiclities Supervisor STANTEC Jonathan Flager Wendy Weiskopf Stephanie Wood Sydney Hamilton Ri Tobin ABO GROUP Ron Abo Kevin Gilliland Patricia Joseph COUNSILMAN-HUNSAKER Daniel Borgatti Cary Dennis Connor Riley BCER S Doherty RIDER LEVITT BUCKNALL Peter Knowles Chris McCarthy Dedicated Square Feet (DSF): Includes all individual work space (workstations and offices) dedicated to a given Department, unique spaces, (spaces dedicated to a specific Department such as file rooms or a non-shared meeting room), and internal circulation between those spaces. This excludes any primary building circulation, building core, and support spaces that are shared between City Departments. FTE Vacancy: A vacant head count position indicates an approved, funded position that is not currently filled, regardless of whether it is full or part time. Environmental Sustainability Elements: Systems or elements aimed at the preservation of a particular resource. For example, geothermal fields. Flex Place: Employees may work one or more days per week at another location. Flex Time: Employees are able to work on a flexible time schedule. For example, an employee may work extended hours (10-hour days) Monday through Thursday and not work on Friday. Alternative Workplace Solutions (AWS): For this report, AWS describes physical ways of organizing workspace by task to allow employees flexibility, increase productivity and to increase space efficiency. AWS workspaces are optimized for tasks such as concentrated work, informal collaboration, phone / video calls, meetings and project development. Alternative work schedules and alternative workplaces are described using the phrase Flexible Work Arrangements defined below Assignable Square Feet: The sum of all areas on all floors of a building assigned to, or available for assignment to, an occupant or specific use Building Net Square Feet (NSF): The usable area of individual rooms or spaces available for furnishings, equipment, and personnel, including storage areas, measured from the inside face of surrounding walls and excluding any area that cannot be occupied, such as structural columns, building shafts, or the space taken up by the walls themselves. Civic Center Campus: new city administrative functions relocated to the old Lutheran hospital campus/building, development of site falls in-line with the Lutheran Legacy Campus Master Plan completed by the City. Co-location: A co-location refers to multiple City Departments occupying one building. DEFINITIONS 5 City of Wheat Ridge FMP | Intro 4 Seat Count: total number of actual seats needed to serve the department. This number utilizes head count as a means to measure how many employees need seats. In addition to head count, seats needed accounts for approved head count for the fiscal year that have yet to be filled, interns, other department employees, vacant (funded positions), temporary employees, vendors, contract, consultant positions seated with the department, and miscellaneous work stations that are not specifically dedicated to a single employee such as hoteling stations or shared work stations. Seat count also accounts for seat sharing and work spaces that are not specifically dedicated to a single employee. Seat Vacancy (Vacant Work Stations): Work station vacancy indicates a vacant seat, which may include offices and/or work stations. Seat Sharing: Seat sharing accounts for work spaces (seats) that are assigned, but not specifically dedicated to a single employee. For example, two employees may share one seat due to schedules that occur at opposite hours. This example would require only one seat for two head count employees. Seat sharing is typically calculated at a 2:1 ratio. Support Space/Shared Common: These spaces are common areas and shared spaces between offices and programs that any department staff may use such as conference rooms, copy/print areas, shared storage rooms, training rooms, and break areas. Full-Time Equivalent (FTE): This number indicates the actual workload by employees in hours. An FTE of 1.0 is equivalent to one full-time (40 hours/week) employee while an FTE of 0.5 indicates a part time (20 hours/week) employee. An FTE of 1.0, therefore, does not necessarily translate to a head count of one employee. For example, 0.5 FTE + 0.5 FTE = 1.0 FTE, however this same equation equals two head count (See head count definition), which could necessitate one or two seats depending on the ability to potentially share one seat or not. In general, space needs studies speak in terms of head count and seats needed only, as opposed to FTE numbers, as this determines space needs more accurately. Gross Square Feet (GSF): The sum of all areas on all floors of a building that are within the outside faces of the building’s exterior walls, including columns, vertical circulation, and shaft areas that connect one floor to another. Head Count: The head count is the number of total individuals housed within the department’s space. This number includes employees who are full time, part time, vacant (funded) positions, temporary, interns, vendors, contract workers and other agency employees. Hoteling: Unassigned first come, first served or reservable work spaces that can be occupied by any staff member. Hoteling work spaces can be offices (PO), or touchdown spaces (TD). Hoteling is calculated at a standard 10:1 on-site head count to seat ratio, unless otherwise noted. Hybrid: Flexible work model that supports a blend of in-office, remote, and on-the-go working. Mentimeter: An online presentation tool that uses quizzes, polls, and word clouds to engage meeting participants and gather feedback in real time. Net Square Feet (NSF): The area of usable space that is available for furnishings, equipment, and people. Permanent Remote Work (no office): This category indicates any head count staff that will not need an assigned work space. Hoteling is utilized to satisfy these staff members’ needs to occasionally come into the office Public Works & Parks Campus: new shops campus with co-located Parks and Public Works departments, along with Police department’s impound lot and off-site evidence storage Right-sizing: The process of identifying and calculating what the is the actual space need to meet requirements specific to end user groups, which may or may not be the same as current space standards. Right- sizing establishes a baseline from which future space needs can be projected and can be greater or less than current need. Typical right- sizing exercises apply proposed space standards to eliminate surplus and/or account for deficiencies in an effort to optimize space efficiency. Seats Available: The total number of physical seats that are available for use by the department within the facility or facilities, regardless of what type of seat it is (work station, office, hoteling, etc.) Sustainability: Refers to the ability to support the Department’s future vision. A plan or element that will allow the Department to support program, operations and people (staff and clients) for the long term future. This is not to be confuse with “Environmental Sustainability Elements” Shared Common: Support Space that is dedicated to the agency but not a specific group within the agency such as training, conference, huddle, break & print/copy spaces. Unique or Specialty Spaces: Spaces that cannot be shared by any other Department and are not typically included as part of standard office space, such as shared conference rooms, break areas, shared work rooms, etc. Examples of unique space would be a dedicated file room, non-shared training room and other similar spaces Usable Square Feet (NSF): Usable Square Feet (NSF) is the Dedicated Department Square Footage (DSF) plus Shared Common Square Footage. The usable area of individual rooms or spaces available for furnishings, equipment and personnel, including storage areas, measured from the inside face of the surrounding walls and excluding any area that cannot be occupied, such as structural columns, building shafts, or the space taken up by the walls themselves. NSF does not include primary circulation or building core. This also excludes any larger spaces that are shared between departments. Workplace Strategy: A set of guiding principles, similar to a workplace “policy” that identifies requirements around worker identities, space types, and in-office scheduling. City of Wheat Ridge FMP | Intro 6 MEP - Mechanical, Electrical, & Plumbing NSF - Net Square Feet PFOS - Parks, Forestry and Open Spaces PSU - Professional Standards Unit SF - Square Feet SWAT - Special Weapons And Tactics TLC - Traffic safety, Life quality, and Crime reduction WMDTF - The West Metro Drug Task Force WRPD - Wheat Ridge Police Department ACRONYMS AAC - Active Adult Center ADA - Americans with Disabilities Act ARPA - American Rescue Plan Act ASF - Assignable Square Feet CALEA - Commission on Accreditation for Law Enforcement Agencies CO - Colorado COVID-19 - Illness cause by novel corona-virus CCIC - Colorado Crime Investigation Center CCM - Clear Creek Clear Creek Maker-space (CCM) CJIS - Criminal Justice Information Services CWR - City of Wheat Ridge FF&E - Furniture, Fixtures, & Equipment FMP - Facilities Master Plan FPP - Facilities Program Plan GSF - Gross Square Feet GSA - U.S. General Services Administration LMC - Lutheran Medical Campus (part of Lutheran Legacy Campus) MATT - The Metropolitan Auto Theft Task Force This Page Left Blank TABLE OF CONTENTS Executive Summary 11 01. Project Process 12 02. Considerations Driving the Decision Making Process 14 03. Existing Conditions & Assessments 15 04. Program Overview & Space Needs 16 05. Gap Analysis 20 06. Alternative Development & Recommendations 21 07. Implementation & Project Costs 24 Project Overview 29 A. PROCESS & METHODOLOGY 34 01. Data Collection 34 02. Analysis & Program Development 35 03. Synthesis & Alternative Development 35B. METHODOLOGY 37C. SURVEY RESULTS 38 Trends & Benchmarking in the Workplace 41 A. WORKPLACE TRENDS 42 01. Changing Times 42 02. Trends 44 Existing Conditions & Assessments 47 A. EXISTING FACILITIES CONDITIONS 48 Space Needs Overview 53 A. SPACE NEEDS INTRODUCTION 54 01. Methodology for Determining Space Needs 54 02. Planning Time-Frames 55B. SPACE NEEDS SUMMARY BY DEPARTMENT 56C. OVERALL SPACE NEEDS SUMMARY 118 Gap Analysis 123 A. GAP ANALYSIS SUMMARY 124B. METHODOLOGY 124 Alternatives Development & Recommendations 131 A. ALTERNATIVES DEVELOPMENT 132 01. Workshop 01 132 02. Workshop 02 138B. RECOMMENDED DIRECTION 140 01. Cost Estimates 148 Implementation 151 A. RECOMMENDED DIRECTION 152 01. Phasing 152 02. Cost Estimates 153 Appendix 157 This Page Left Blank 01 EXECUTIVE SUMMARY 13 City of Wheat Ridge FMP | Executive Summary 12 Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final Delivery Finalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & Visioning Data Collection Programming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Figure 01.1: Project Schedule EXECUTIVE SUMMARY This report documents the process and recommended outcomes of the Facilities Master Plan conducted by Stantec for the City of Wheat Ridge (CWR). The study began in September 2022 and was concluded in November 2023. The full scope for this study included visioning, data collection, analysis and an implementation strategy to assess the City of Wheat Ridge’s space needs for existing and projected facility requirements for all of the organization’s departments, which provide services to over 33,000 residents of the City of Wheat Ridge. This Facilities Master Plan (FMP) is intended to be a “living document” that will be used as a planning tool in future years by the City of Wheat Ridge. It is important to note that specific moves internal to City buildings, and between locations, that have been outlined in this plan are preliminary, developed to test the feasibility of keeping certain functions within the buildings, consolidating certain functions over time, accommodating growth over time etc. These moves and relocations as well as timing of moves, need to be revisited over time as actual versus projected growth is tracked. Each of the components of this plan will require further fine-tuned analysis, detailed space needs programming and design efforts to move from master plan to implementation. Specific implementation schedules can then be developed for exact design through construction time-frames. The phases of the master planning project are described in the schedule, see Figure 01.1. Further detail on the project process is described within the “Project Overview” on page 29 of this document, with a larger project schedule on page 32. Following the project kick-off, Stantec held a Visioning Session to help Wheat Ridge leadership define the primary goals and priorities for the master plan. These were organized into six main categories and served as guiding principles throughout the duration of the project. Prioritized goals are described on page 14. After the Visioning phase, Stantec collected data through surveys, departmental interviews, site tours, and visioning sessions with CWR staff. Departments included: • Administration Services • City Clerk • Community Development • Municipal Courts • Parks & Recreation • Police Department • Public Works (Operations, Construction, Fleet, Traffic, & Facilities) Through data collection, Stantec sought to better understand each user group’s site use and space needs in both quantifiable and qualitative ways. Stantec assembled the findings into this summary report, which was presented to the City in November of 2023. Key findings include space deficits within most buildings related primarily to recent and projected staff growth and to shortfalls in functional/operational areas in the Parks & Recreation, Police, and Public Works departments. Additional investigation was conducted to understand any space implications related to impacts experienced from COVID-19 for each department. It was determined that the workflow and culture of the City relies heavily and prides itself on in-person operations, which was factored into the development of the space needs program. 01. Project Process 15 City of Wheat Ridge FMP | Executive Summary 14 BUILDING NAME LOCATION BUILDING GSF OVERALL RATING ACTUAL RATING DEPARTMENTS ANDERSON BUILDING & POOL HOUSE 4355 FIELD ST 11,994 GSF GOOD 3.59 PARKS & RECREATION CITY HALL 7500 W 29TH AVE 39,623 GSF FAIR 3.4 ADMINISTRATIVE SERVICES, CITY CLERK, CITY MANAGER’S OFFICE, COMMUNITY DEVELOPMENT, MUNICIPAL COURT, POLICE DEPARTMENTWHEAT RIDGE RECREATION CENTER 4005 KIPLING AVE 76,163 GSF FAIR 3.41 PARKS & RECREATION ACTIVE ADULT CENTER 11220 W 45TH AVE 9,193 GSF FAIR 3.29 PARKS & RECREATION PUBLIC WORKS SHOPS 11220 W 45TH AVE 37,187 GSF FAIR 2.95 PUBLIC WORKS, POLICE DEPARTMENT, PARKS & RECREATION PARK SHOPS 4350 GARRISON ST 4,808 GSF FAIR 2.62 PARKS & RECREATION PARKS, FORESTRY, AND OPEN SPACE OFFICE BUIDING (PFOS BUILDING)9110 W 44TH AVE 7,238 GSF FAIR 2.51 PARKS & RECREATION PNSB (NORTH BUILDING-LEASED)7490 W 45TH AVE 8,065 GSF N/A N/A ADMINISTRATIVE SERVICES, CITY MANAGER’S OFFICE, COMMUNITY DEVELOPMENT, PARKS & RECREATIONTable 01.2: Assessed Buildings List The methodology to arrive at estimated space needs for each department involved projecting seat count to accommodate staff growth (where applicable), establishing a set of assigned workspace standards, and identifying support space needs with an associated square footage based on capacity requirements and standards. Administration, City Clerk, City Manager’s Office, Community Development, and Municipal Court staff were right-sized based on an interior SF/seat need. The Parks and Recreation, Police Department, and Public Works departments were right-sized based on specific space requirement needs. Staff Seat Count Projections Through the data collection process, current head count and projected head count for 2028 (five-year planning time frame) was collected from each department. This was translated into seat count to quantify number of workstations and offices required. The projected growth for 2033 (ten-year planning time frame) was calculated based on percent annual growth. The percent annual growth was determined by the difference between existing headcount and the projected five-year headcounts provided by CWR, for each department. This annual growth percentage was then utilized to project ten-year headcounts which were multiplied by the right-sized SF per seat to determine space needs. A circulation factor is applied to the assignable square footage (ASF) total to account for internal circulation within office suites, between individual spaces. This factor is more generous than current average circulation factors in the building, but reflects what is typical of a more open, workstation-based work environment. Service Delivery: Operations: Technology: Workplace & Culture: City Image: Resiliency & Wellness: Project Goals Maintain a personal touch with service delivery while sustaining and expanding service levels to meet population growth Upgrade facilities to accommodate future demands on operations while maintaining staff availability Balance technology with personal connection while providing appropriate upgrades (hybrid meeting capability, efficient/user-friendly service) Streamline systems to be intuitive, and provide tools and facilities that improve job satisfaction Create a welcoming and friendly environment for staff and patrons Ensure that employees and the public feel safe, and provide walkability/multi- modal connectivity to support healthy lifestyles 02. Considerations Driving the Decision Making Process A description of the space planning methodology used to quantify space needs can be found in Chapter 05 “Space Needs Overview” on page 53. This section provides a summary of universal issues affecting all programs and functions and outlines overarching space needs applicable to each department and the City as a whole. An overview of Space Standards considerations has been provided in Chapter 04 “Trends & Benchmarking in the Workplace” on page 41. A Building Conditions Assessment was conducted by the Abo Group. This assessment evaluated the physical conditions of seven buildings owned by the City, reference Table 01.2: Assessed Buildings List. The assessments considered building systems (mechanical and electrical), architectural and site conditions, and code compliance. As seen in the Assessment Map, Figure 01.2 on page 16, most of the buildings had a “Fair” rating assigned. These ratings and in-depth details regarding necessary upgrades, repairs, and replacements helped to inform the Alternatives Development phase. The full Assessments Report and findings can be found under separate cover. 03. Existing Conditions & Assessments 17 City of Wheat Ridge FMP | Executive Summary 16 PNSB Nth Bldg. Anderson Building Recreation Center PW Shops PFOS Office Bldg. Parks Shops City Hall Active Adult Center N/A 3.59 3.41 3.29 3.4 2.95 2.62 2.51 PNSB Nth Bldg. Anderson Building Recreation Center PW Shops PFOS Office Bldg. Parks Shops City Hall Active Adult Center N/A 3.59 3.41 3.29 3.4 2.95 2.62 2.51 © 2023 Mapbox © OpenStreetMap Anderson BuildingTotal: 11,416 SFRated Bldgs: 1 *Total: 142,260 SFRated Bldgs: 35 Total: 153,676 SFRated Bldgs: 36 * Active Adult Center City Hall Facilities Building (LocalWorks) Parks Shops Public Works Shops Recreation Center N/A: Building not owned by Cityand was not assessed. Overall Assessment Rating3 Fair 4 Good N/A Figure 01.2: Assessed Buildings Map PNSB Nth Bldg. Anderson Building Recreation Center PW Shops PFOS Office Bldg. Parks Shops City Hall Active Adult Center N/A 3.59 3.41 3.29 3.4 2.95 2.62 2.51 PNSB Nth Bldg. Anderson Building Recreation Center PW Shops PFOS Office Bldg. Parks Shops City Hall Active Adult Center N/A 3.59 3.41 3.29 3.4 2.95 2.62 2.51 © 2023 Mapbox © OpenStreetMap Anderson BuildingTotal: 11,416 SFRated Bldgs: 1 *Total: 142,260 SFRated Bldgs: 35 Total: 153,676 SFRated Bldgs: 36 * Active Adult Center City Hall Facilities Building (LocalWorks) Parks Shops Public Works Shops Recreation Center N/A: Building not owned by Cityand was not assessed. Overall Assessment Rating3 Fair 4 Good N/A N Through the data collection process, current head count and projected head count for 2028 (five-year planning time frame) was collected from each department. Current and projected head count, current occupied SF, and future space needs for five- and ten-year time frames are shown in Section A “Space Needs Summary by Department” on page 56. An overall summary of existing interior and exterior space per building can be referenced in Figure 01.3 and Figure 01.4 on page 19. The CWR currently occupies space within eight (8) buildings across the city, see Figure 01.2 on page 16. An overall summary of existing and projected staffing requirements for all groups can be referenced in Chapter 05 “Space Needs Overview” on page 53. 04. Program Overview & Space Needs 19 City of Wheat Ridge FMP | Executive Summary 18 SF_Charts City Hall PNSB N Bldg.PW Shops PFOS Office Bldg Parks Shops Anderson Bldg.Rec. Center AAC Total: 8,763 SF Total: 61,739 SF Total: 11,416 SF Total: 4,808 SF Total: 7,239 SF Total: 23,188 SF Total: 7,069 SF Total: 36,523 SF Parks & Rec. 8,763 SF Parks & Rec. 61,739 SF Parks & Rec. 11,416 SFParks & Rec. 4,808 SFParks & Rec. 7,239 SFParks & Rec. 540 SF PD 2,088 SF PD 15,321 SF City Clerk 736 SF Courts 4,874 SF Bldg. Comm. 4,793 SF CD 270 SFAdmin. 1,196 SFCMO 270 SF PW 21,100 SF Bldg. Comm. 6,325 SF CD 4,636 SF Admin. 4,303 SF CMO 328 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 4,808 61,739 Measure SF_Charts PW Shops Parks Shops Total: 20,713 SF Total: 170,218 SF Parks & Rec. 20,713 SFParks & Rec. 13,209 SF PW 150,008 SF PD 7,001 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW City DepartmentPD PW Parks & Rec. 20,713 170,218 Measure Figure 01.3: Overall Existing Interior NSF Figure 01.4: Overall Existing Exterior GSF WHEAT RIDGE l gap analysis Existing Current Required(Rightsized)5 Year 10 year Total: 221,075 SFTotal: 215,471 SF Total: 207,638 SF Total: 160,745 SF CMO 1,404 SFCMO 1,046 SFCMO 598 SFCMO 598 SF City Clerk 1,187 SFCity Clerk 1,079 SFCity Clerk 981 SF City Clerk 736 SF Courts 12,915 SFCourts 11,529 SFCourts 7,808 SF Courts 4,874 SF Admin. 7,191 SFAdmin. 6,499 SFAdmin. 5,889 SF Admin. 5,499 SF Parks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 94,505 SF Bldg. Comm. 18,746 SFBldg. Comm. 18,746 SFBldg. Comm. 18,412 SF Bldg. Comm. 11,118 SF PD 27,251 SFPD 26,563 SFPD 25,914 SF PD 17,409 SF CD 6,019 SFCD 5,681 SFCD 5,411 SF CD 4,906 SF PW 43,328 SFPW 41,295 SFPW 39,591 SF PW 21,100 SF City DepartmentAdmin. Courts PW City Clerk CD PD Bldg. Comm. CMO Parks & Rec. -60,330 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head Count SquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage Admin. City Clerk CMO CD Courts PD PW Bldg. Comm. Parks & Rec. Grand Total 160,745423 94,505190 11,1181 21,10031 17,409118 4,87413 4,90634 5985 7362 5,49929 207,638423 103,034190 18,4121 39,59131 25,914118 7,80813 5,41134 5985 9812 5,88929 215,471448 103,034192 18,7461 41,29537 26,563125 11,52915 5,68136 1,0467 1,0793 6,49932 221,075476 103,034194 18,7460 43,32844 27,251132 12,91517 6,01938 1,40410 1,1875 7,19135 City DepartmentMultiple values Location1All Space TypeMultiple values Category1Multiple values Type 11Total Work Setting1All INTERIOR 21 City of Wheat Ridge FMP | Executive Summary 20 WHEAT RIDGE l gap analysis Existing Current Required(Rightsized)5 Year 10 year Total: 221,075 SFTotal: 215,471 SF Total: 207,638 SF Total: 160,745 SF CMO 1,404 SFCMO 1,046 SFCMO 598 SFCMO 598 SF City Clerk 1,187 SFCity Clerk 1,079 SFCity Clerk 981 SF City Clerk 736 SF Courts 12,915 SFCourts 11,529 SFCourts 7,808 SF Courts 4,874 SF Admin. 7,191 SFAdmin. 6,499 SFAdmin. 5,889 SF Admin. 5,499 SF Parks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 94,505 SF Bldg. Comm. 18,746 SFBldg. Comm. 18,746 SFBldg. Comm. 18,412 SF Bldg. Comm. 11,118 SF PD 27,251 SFPD 26,563 SFPD 25,914 SF PD 17,409 SF CD 6,019 SFCD 5,681 SFCD 5,411 SF CD 4,906 SF PW 43,328 SFPW 41,295 SFPW 39,591 SF PW 21,100 SF City DepartmentAdmin. Courts PW City Clerk CD PD Bldg. Comm. CMO Parks & Rec. -60,330 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head Count SquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage Admin. City Clerk CMO CD Courts PD PW Bldg. Comm. Parks & Rec. Grand Total 160,745423 94,505190 11,1181 21,10031 17,409118 4,87413 4,90634 5985 7362 5,49929 207,638423 103,034190 18,4121 39,59131 25,914118 7,80813 5,41134 5985 9812 5,88929 215,471448 103,034192 18,7461 41,29537 26,563125 11,52915 5,68136 1,0467 1,0793 6,49932 221,075476 103,034194 18,7460 43,32844 27,251132 12,91517 6,01938 1,40410 1,1875 7,19135 City DepartmentMultiple values Location1All Space TypeMultiple values Category1Multiple values Type 11Total Work Setting1All INTERIOR Figure 01.5: Overall Square Footage Needs by Department WHEAT RIDGE l gap analysis ExistingCurrent Required(Rightsized)5 Year10 year Total: 221,075 SFTotal: 215,471 SF Total: 207,638 SF Total: 160,745 SF CMO 1,404 SFCMO 1,046 SFCMO 598 SFCMO 598 SF City Clerk 1,187 SFCity Clerk 1,079 SFCity Clerk 981 SF City Clerk 736 SF Courts 12,915 SFCourts 11,529 SFCourts 7,808 SF Courts 4,874 SF Admin. 7,191 SFAdmin. 6,499 SFAdmin. 5,889 SF Admin. 5,499 SF Parks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 94,505 SF Bldg. Comm. 18,746 SFBldg. Comm. 18,746 SFBldg. Comm. 18,412 SF Bldg. Comm. 11,118 SF PD 27,251 SFPD 26,563 SFPD 25,914 SF PD 17,409 SF CD 6,019 SFCD 5,681 SFCD 5,411 SF CD 4,906 SF PW 43,328 SFPW 41,295 SFPW 39,591 SF PW 21,100 SF City DepartmentAdmin. Courts PW City Clerk CD PD Bldg. Comm. CMO Parks & Rec. -60,330 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head CountSquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage Admin. City Clerk CMO CD Courts PD PW Bldg. Comm. Parks & Rec. Grand Total160,745423 94,505190 11,1181 21,10031 17,409118 4,87413 4,90634 5985 7362 5,49929 207,638423 103,034190 18,4121 39,59131 25,914118 7,80813 5,41134 5985 9812 5,88929 215,471448 103,034192 18,7461 41,29537 26,563125 11,52915 5,68136 1,0467 1,0793 6,49932 221,075476 103,034194 18,7460 43,32844 27,251132 12,91517 6,01938 1,40410 1,1875 7,19135 City DepartmentMultiple values Location1All Space TypeMultiple values Category1Multiple values Type 11Total Work Setting1All INTERIOR The existing interior net square footage (NSF) occupied by CWR is 160,745 NSF. The current required NSF for interior space would be 207,638 NSF, which is an increase of 29%. The five year projection is 214,753 NSF and the ten-year projected NSF required is 219,999 NSF. This analysis shows an interior space need of an additional 59,254 NSF within the next ten years. This represents a 37% increase over 10 years. The existing exterior NSF occupied by CWR is 190,931 NSF. The current required (adjusted) NSF would be 287,293 NSF, which is an increase of 50%. The five year and ten-year projection is 287,293 NSF. This analysis shows an exterior space need of an additional 96,363 NSF within the next ten year. An overall summary of NSF needs can be referenced in Figure 01.5. The full gap analysis can be referenced in “Gap Analysis” on page 123. A full NSF breakdown for each department can be referenced in Chapter 5 “Space Needs Overview” on page 53. 05. Gap Analysis City Assets Before this FMP, the City had already grown out of their existing space within City Hall. Certain groups within the City Manager’s Office, the Administration department, and the Community Development department had to be relocated to another leased facility, the PNSB North building. This temporary leased space provides the City with 7,069 GSF of office space. At the Public Works shop space the department, along with the Parks department, occupies 10 main buildings ranging in space type from office, locker rooms, garage, and general storage. Roughly these buildings provide 21,100 NSF of interior space. The campus includes exterior space for storage, the Police impound lot, and general site circulation. The existing exterior space at the Public Works shop space is 150,008 GSF. The Parks and Recreation shops, near the Anderson Building, has 4,808 NSF of interior space among two main buildings. Exterior storage space and site circulation takes up about 20,713 GSF. Other Parks and Recreation facilities, such as: Recreation Center, Active Adult Center, and the Anderson Building were at capacity, in terms of available space. The Recreation Center is a two story building with 61,739 NSF of space. The Active Adult Center occupies 8,763 NSF of space. The Anderson Building houses the pool and gymnasium, occupying 11,416 NSF of space. Another Parks’ asset, the Parks, Forestry, and Open Space Office Building, was recently given to LocalWorks - with the planned intention on becoming the Clear Creek Clear Creek Maker-space (CCM) (CCM). Due to this re-allocation of space the Parks and Recreation department has given up roughly 7,239 GSF of office/storage space. Based on the data collected through surveys, departmental interviews, site tours, and visioning sessions with CWR staff Stantec established and narrowed options down to three possible scenarios that were deemed feasible, favored, and beneficial to the CWR. As this is a long- term master plan, variables will need to be carried forward to provide the City with choices that can be made at future junctures based on available funding, real estate, and actual versus projected rate of growth for City functions. A phased implementation plan and estimates of probable cost were developed for the final options to reflect priorities and critical path, and factor in approximate cost escalation. This document is a living document that will need to be updated periodically to modify directions and options as needed. 06. Alternative Development & Recommendations 23 City of Wheat Ridge FMP | Executive Summary 22 Recommended Direction New Justice Center (City Hall Addition) Discussion of a potential New Justice Center focused on the five-year term decision about whether a new building is necessary to house both the Police and Municipal Courts or if an addition to a renovated City Hall would be the better alternative. See Chapter 07 “Alternatives Development & Recommendations” on page 131 for detailed explanation and supporting graphics. Stantec’s recommended direction determined that an addition to City Hall would be the best course of action. The New Justice Center would be a roughly 22,500 SF addition to the existing building. In the immediate term, administrative functions housed within City Hall would be relocated allowing Police and Courts departments to fully occupy City Hall. Small renovations would need to occur to allow these departments to continue adequate operations until an addition can be built within the five-year planning term. This New Justice Center would need to be designed to meet the 10-year growth square footage needs for both Police and Municipal Courts. Other considerations for this project include: • Which spaces, within City Hall, need immediate renovation?• Positioning the addition - how does the addition connect to the existing building while working within any site constraints?• Will a new main entrance be built with the addition or will the existing entrance remain? Does there need to be mutiple entrances?• Is there a need for the existing parking lot to replaced?• Any site restrictions? Key Considerations There were overarching elements that drove conversations leading to Stantec’s recommended direction such as cost implications of new construction versus existing facility renovation costs, property acquisition, and the ability to address future space needs and immediate needs. Potential solutions were focused on three main areas: the New Justice Center (City Hall addition), Civic Center Campus at Lutheran, and Public Works & Parks Campus. The recommended direction took into consideration the immediate need for increased square footage for the continued adequate operation of city functions. Specific city assets, such as the Parks and Recreation facilities, (Recreation Center, Active Adult Center, and the Anderson Building) should remain as existing providing their current services. These buildings were at capacity, in terms of available space, and therefore were not taken into consideration when re-allocating space needs. The Parks, Forestry, and Open Space Office Building, another Parks’ asset, was recently given to LocalWorks - with the planned intention of becoming a Clear Creek Maker-space (CCM). The re-allocation of this space resulted in an immediate deficit of space to meet current needs as well as to accommodate “right-sized” needs for the Parks and Recreation departments. Before this FMP, the City had already grown out of their existing space within City Hall and had relocated certain city functions to the PNSB North building, a leased space. The need for a more permanent space to meet right-sized needs creates a deficit of space in the immediate/future, which directly impacts project phasing expected throughout a ten-year time-frame. Public Works & Parks Campus Early in alternatives development it was determined by Stantec that priority should be given to the Public Works and Parks and Recreation departments as their facilities had been neglected over the years. Both departments need a significant increase in interior and exterior space, which cannot be accommodated at their respective shop locations. The recommended direction proposes co-locating the Parks and Public Works departments at one site. A Site Criteria Matrix tool, was used to determine optimal locations of the Public Works and Parks shop space for meeting ten-year space needs. The recommended direction looks at acquiring the parcels directly south of the existing shop space, reference “Recommended Direction” on page 140 for more information. One of the parcels does include a 2-story brick building that could be re-purposed for Parks and Public Works office spaces. The existing Public Works buildings on-site would remain functional but would need some extensive renovation, based on facility assessments, reference “Existing Conditions & Assessments” on page 47 for a more detailed breakdown of the conducted facility assessments. By acquiring the south parcels the ten-year space needs for both Public Works and Parks and Recreation departments could be met. Civic Center Campus at Lutheran (Not Owned by CWR)* What to do with the old Lutheran hospital and the surrounding site has been a topic of discussion within the City for quite some time. Options for how to develop the site are discussed in the Lutheran Legacy Campus Master Plan document drafted by CWR.1 With this previous research and favorability of engaging with this site, the Stantec’s recommended direction proposes relocating all city functions from the PNSB Building, the Administration and Community Development departments, and the City Clerk and City Manager’s Office, currently located at City Hall, to the Lutheran campus. These administrative city functions would immediately occupy two (2) existing floors (roughly 64,000 SF) of the hospital building and utilize the buildings main entrance. These floors are currently core and shell, however this space would still need to have some minor refresh/renovation so the City could utilize the space. This relocation of administrative functions needs to happen in the immediate-term as it allows the Police and Municipal Courts to expand fully into City Hall. This is needed, especially for the Police department, as many of their spaces (workstations, locker rooms, waiting room, etc.) need to be “right-sized” in order for the department to continue providing a high level of service to the residents of Wheat Ridge. 1 https://www.ci.wheatridge.co.us/1788/Lutheran-Campus * CWR does not currently own the Lutheran Medical buildlings or surrounding campus. Aside from zoning/planning the City does not have control over plans for future redevelopment of this site. 25 City of Wheat Ridge FMP | Executive Summary 24 07. Implementation & Project Costs Costs are compared across all proposed schemes in order to understand how different variables within each scheme affected the overall cost. Additionally, overall functionality of the future facilities is taken into account. Specific variables include duration of project construction, complexity of construction with regards to phasing and the potential to reuse, renovate, lease and/or demolish existing buildings. Total overall estimated project cost for the Preferred Scheme is a total of $218M including escalation, reference Figure 01.6. A detailed summary of costs as well as phasing schedule associated with the preferred scheme is included in the following pages. Several preliminary alternatives were developed exploring locations for each of the functions included in this scope. During the alternative workshops a matrix of options were presented along with the cost implications of each. Much of the rationale behind the decisions that were made are explained in Chapter 07 “Alternatives Development & Recommendations” on page 131. Figure 01.6: Preferred Project Estimated Costs PROJECT NAME 2023 COSTS 2028 COSTS 2033 COSTS DEPARTMENTS PUBLIC WORKS & PARKS CAMPUS - Exterior $121M PUBLIC WORKS, POLICE DEPARTMENT, PARKS & RECREATION PUBLIC WORKS & PARKS CAMPUS - New Interior $29M PUBLIC WORKS, POLICE DEPARTMENT, PARKS & RECREATION PUBLIC WORKS & PARKS CAMPUS - South Parcel Bldg. Reno.$879K PUBLIC WORKS, POLICE DEPARTMENT, PARKS & RECREATION PUBLIC WORKS & PARKS CAMPUS - Main Bldg. Reno.$416K PUBLIC WORKS CITY HALL RENOVATIONS $266K MUNICIPAL COURT, POLICE DEPARTMENT LMC RENOVATIONS $4.4M ADMINISTRATIVE SERVICES, CITY CLERK, CITY MANAGER’S OFFICE, COMMUNITY DEVELOPMENTTOTAL COST $156MNEW JUSTICE CENTER (Addition w/new parking lot)$22.7M MUNICIPAL COURT, POLICE DEPARTMENT CITY HALL DEMOLITION $500K TOTAL COST $27MNEW CITY HALL - CIVIC CENTER $34M ADMINISTRATIVE SERVICES, CITY CLERK, CITY MANAGER’S OFFICE, COMMUNITY DEVELOPMENTLUTHERAN HOSPITAL DEMOLITION (49,400 GSF)$720K TOTAL COST $34.5MTOTAL PHASING ESTIMATED PROJECT COSTS $218M *Costs do not take into account property acquisition costs. *Exterior site costs include: Site Preparation, Site Improvement, Parking Lots & Paving, Site Development, Landscaping, Site Mechanical Utilities, Storm Sewer, Heating & Cooling Distribution, Fuel Distribution, Site Electrical Utilities, Site Lighting, Site Communications and Security, and Site Construction 27 City of Wheat Ridge FMP | Executive Summary 26 Surplus: 207,912 Surplus: 204,353Actual SF Requried SF Surplus: 191,578 494,925 501,034 504,593 $150M $682K $118.5M $78.3MEstimated Total Cost: RECOMMENDED PROJECT DIRECTION SHORT TERM 2023 2024 2026 2028 LONG TERM 2030 2033 2035+ BEYONDMID TERM CRITICAL PATH THROUGH PROJECTSDEPENDENCIES ESTIMATES DENOTE COST FOR PROJECTSAT SPECIFIED TIME - THEY ARE NOTCOMPOUNDING TOTAL COSTS TOTAL ESTIMATED COSTS LOW - MEDIUM - HIGH REPRESENTATIONOF ESTIMATED PROJECT COSTS ESTIMATED PROJECT COSTS$ OPTION FOR ALTERNATEPROJECTS WHICH INDICATE AN AVAILABLE ALTERNATIVE PATH DEPARTMENT RELOCATIONS REMODEL/REPURPOSE/DEMOLISH NEW CONSTRUCTION OR ACQUISITION OF NEW LAND NEW This graphic timeline is used to represent the primary critical path for the preferred direction. The estimated project costs, represented along the bottom ribbon, are influenced by the critical path recommendations. However, these project costs listed along the bottom ribbon are not componded costs throughout the timelinebut instead are the total estimated costs for the projects at that specific point-in-time. The required square footage (SF) is compared to the actual SF (based on preferred direction) needs based on the critical path recommendations. The required SF is denoted by a gray line and the actual SF is denoted by the dashed green line. $ $ $$$ Demolish portionof Lutheran Hospital Remodel portionof Lutheran Hospital propertyacquisitionLutheran Campus property acquisition design New Justice Center - City Hall Addition design New Civic Services Campus Parks - relocate from Park Shops & PNSB to PW & Parks Campus Administration - PNSB & City Hall to Lutheran campus Community Dev. - PNSB & City Hall to Lutheran campus City Manager - PNSB & City Hall to Lutheran campus City Clerk - City Hall to Lutheran campus Courts Expansion - renovate City Hall Public Works Expansion - reno. existing PW shopbuildings Police Expansion - renovate City Hall Renovate Bldg. on newly acquired South Parcel for PW & Parks office spaces Administration - LLC to New City Hall along 38th St Community Dev. - LLC to New City Hall along 38th St City Manager - LLC to New City Hall along 38th St City Clerk - LLC to New City Hall along 38th St design New Civic Center at Lutheran Campus$$ $ $$$ $$ $$ $ Surplus: 207,912 Surplus: 204,353Actual SF Requried SF Surplus: 191,578 494,925 501,034 504,593 $150M $682K $118.5M $78.3MEstimated Total Cost: RECOMMENDED PROJECT DIRECTION SHORT TERM 2023 2024 2026 2028 LONG TERM 2030 2033 2035+ BEYONDMID TERM CRITICAL PATH THROUGH PROJECTSDEPENDENCIES ESTIMATES DENOTE COST FOR PROJECTSAT SPECIFIED TIME - THEY ARE NOTCOMPOUNDING TOTAL COSTS TOTAL ESTIMATED COSTS LOW - MEDIUM - HIGH REPRESENTATIONOF ESTIMATED PROJECT COSTS ESTIMATED PROJECT COSTS$ OPTION FOR ALTERNATEPROJECTS WHICH INDICATE AN AVAILABLE ALTERNATIVE PATH DEPARTMENT RELOCATIONS REMODEL/REPURPOSE/DEMOLISH NEW CONSTRUCTION OR ACQUISITION OF NEW LAND NEW This graphic timeline is used to represent the primary critical path for the preferred direction. The estimated project costs, represented along the bottom ribbon, are influenced by the critical path recommendations. However, these project costs listed along the bottom ribbon are not componded costs throughout the timelinebut instead are the total estimated costs for the projects at that specific point-in-time. The required square footage (SF) is compared to the actual SF (based on preferred direction) needs based on the critical path recommendations. The required SF is denoted by a gray line and the actual SF is denoted by the dashed green line. $ $ $$$ Demolish portionof Lutheran Hospital Remodel portionof Lutheran Hospital propertyacquisitionLutheran Campus property acquisition design New Justice Center - City Hall Addition design New Civic Services Campus Parks - relocate from Park Shops & PNSB to PW & Parks Campus Administration - PNSB & City Hall to Lutheran campus Community Dev. - PNSB & City Hall to Lutheran campus City Manager - PNSB & City Hall to Lutheran campus City Clerk - City Hall to Lutheran campus Courts Expansion - renovate City Hall Public Works Expansion - reno. existing PW shopbuildings Police Expansion - renovate City Hall Renovate Bldg. on newly acquired South Parcel for PW & Parks office spaces Administration - LLC to New City Hall along 38th St Community Dev. - LLC to New City Hall along 38th St City Manager - LLC to New City Hall along 38th St City Clerk - LLC to New City Hall along 38th St design New Civic Center at Lutheran Campus$$ $ $$$ $$ $$ $ Figure 01.7: Preferred Scenario Timeline - Project Schedule This Page Left Blank PROJECT OVERVIEW02 City of Wheat Ridge FMP | Project Overview 30 The City of Wheat Ridge (CWR) contracted with Stantec to develop a Comprehensive Facilities Master Plan (FMP) for all primary City functions, with the goal of developing a road-map and living document for facility decisions over the next decade. The planning process had multiple phases: data collection and discovery; facility assessments; analysis; alternatives development; and development of final recommendations with estimates of probable cost. The study began in September 2022 and was concluded in October 2023. A full detailed project schedule can be referenced in Figure 02.1 or referenced in the “Appendix” on page 157. Stantec assembled the findings into this summary report, which was presented to the City in October of 2023. Key findings include space deficits within most buildings related primarily to recent and projected staff growth and to shortfalls in functional/operational areas in the Parks and Recreation, Police, and Public Works departments. Vision, Goals, and Objectives At the onset of the project, representatives from each City Department participated in a “Visioning Session” to review key drivers for the project, identify the City’s critical issues, discuss recommended direction - including potential shifts in City service delivery and/or operational models - and define the criteria for project success. This session was intended to set directions, establish overarching goals for the project and provide an opportunity for stakeholders from different departments to share their thoughts with one another. The outcome of the Visioning Session was the establishment of six main guiding principles to help guide the decision making process throughout the duration of the project. Prioritized goals are described on page 30. Service Delivery: Operations: Technology: Workplace & Culture: City Image: Resiliency & Wellness: Project Goals Maintain a personal touch with service delivery while sustaining and expanding service levels to meet population growth Upgrade facilities to accommodate future demands on operations while maintaining staff availability Balance technology with personal connection while providing appropriate upgrades (hybrid meeting capability, efficient/user-friendly service) Streamline systems to be intuitive, and provide tools and facilities that improve job satisfaction Create a welcoming and friendly environment for staff and patrons Ensure that employees and the public feel safe, and provide walkability/multi- modal connectivity to support healthy lifestyles This Page Left Blank 33 City of Wheat Ridge FMP | Project Overview 32 Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final Delivery Finalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & Visioning Data Collection Programming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final Delivery Finalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & Visioning Data Collection Programming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final Delivery Finalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & Visioning Data Collection Programming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final DeliveryFinalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & VisioningData Collection Programming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final DeliveryFinalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & VisioningData CollectionProgramming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22Oct 9, 22Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final DeliveryFinalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & VisioningData CollectionProgrammingProblem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22Oct 9, 22Nov 6, 22Dec 4, 22Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final DeliveryFinalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & VisioningData CollectionProgrammingProblem SolvingFinal Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22Oct 9, 22Nov 6, 22Dec 4, 22Jan 1, 23Jan 29, 23Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final DeliveryFinalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & VisioningData CollectionProgrammingProblem SolvingFinal DeliveryProject Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22Oct 9, 22Nov 6, 22Dec 4, 22Jan 1, 23Jan 29, 23Feb 26, 23Mar 26, 23Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final DeliveryFinalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & VisioningData CollectionProgrammingProblem SolvingFinal DeliveryProject WorkProposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22Oct 9, 22Nov 6, 22Dec 4, 22Jan 1, 23Jan 29, 23Feb 26, 23Mar 26, 23Apr 23, 23May 21, 23Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final DeliveryFinalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & VisioningData CollectionProgrammingProblem SolvingFinal DeliveryProject WorkProposed MeetingStantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Figure 02.1: Project Schedule Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final Delivery Finalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & Visioning Data Collection Programming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Process & Methodology 35 City of Wheat Ridge FMP | Project Overview 34 Through data collection, Stantec sought to better understand each user group’s site use and space needs in both quantifiable and qualitative ways. Data was collected through surveys, departmental interviews, site tours and visioning sessions with CWR staff. A series of interviews were conducted to obtain clarification and additional information from all departments. The following is a full list of the departments that were interviewed: • Administration Services • City Clerk • Community Development • Municipal Courts • Parks & Recreation • Police Department • Public Works (Operations, Construction, Fleet, Traffic, & Facilities) A survey tool was used to collect preliminary data from each City department regarding space needs, operations, critical adjacencies, growth projections, and other key data. Information provided in the survey was then used as a starting point for department interviews and tours of the spaces occupied by each. Full survey responses can be viewed in the Appendix. This data collection process included a robust on-site architectural assessment, conducted by The ABO Group, for each departmental building (see Figure 02.2 on page 36.). The objective for these assessments was to identify and document the observable existing architectural, structural, and MEP conditions along with code and life safety issues of the buildings. This information was used in the development of options where reuse of existing facilities was a consideration, and for the development of cost estimates. Each building was given an overall rating of “poor”, “fair”, “good” or “excellent” based on conditions of specific building and site features assessed. The detailed assessments and existing conditions can be found in Chapter 04 on page 47. A map of existing department locations can be seen in Figure 02.2 on page 36. A. Process & Methodology 01. Data Collection 02. Analysis & Program Development 03. Synthesis & Alternative Development In addition to completing facilities walk-throughs of CWR sites, the project team required specific input from department representatives regarding how space is utilized and the impacts of tele-working on existing and anticipated workflows. To collect this information, Stantec utilized a combination of City-wide department interviews, surveys, and staffing data for each department (See Appendix). Detailed survey responses can be found in the section “Survey Results” on page 38. The master planning effort required the CWR, to provide the Stantec team with critical data for program development, in order to determine facility appropriateness and feasibility. It was determined that the workflow and culture of the City relies heavily and prides itself on in- person operations, which was factored into the development of the space needs program. The detailed breakdown of the space needs for the CWR can be referenced in Chapter 05 “Space Needs Overview” on page 53. Two sets of workshops were conducted which explored potential alternative solutions to meet the immediate, five-year, and ten-year programmatic needs for the CWR. Discussion on those alternatives are included in Chapter 07 on page 131. A recommended direction was developed, by Stantec, based on the collected data. As this is a long-term master plan, variables will need to be carried forward to provide the City with choices that can be made at future junctures based on available funding, real estate, and actual versus projected rate of growth for City functions. A phased implementation plan (reference Chapter 08 ”Implementation” on page 151) and estimates of probable cost (reference “Recommended Direction” on page 140) were developed for the recommended direction to best reflect priorities and critical path, and to factor in approximate cost escalation. This document is a living document that will need to be updated periodically to modify directions and options as needed. 37 City of Wheat Ridge FMP | Project Overview 36 Phasing Maps © 2023 Mapbox © OpenStreetMap LocationCity Hall PNSB Nth Bldg. Parks Shops PW Shops Active Adult Center Anderson Building Recreation Center Figure 02.2: Overall Department Existing Location Map Phasing Maps © 2023 Mapbox © OpenStreetMap LocationCity Hall PNSB Nth Bldg. Parks Shops PW Shops Active Adult Center Anderson Building Recreation Center Methodology Even in a post pandemic world, paradigms are shifting and some of these are expected to have a lasting impact on the current function of the typical workplace. The input Stantec received through individual interviews with each CWR user group regarding their office workplace practices reflects these trends, however, the CWR’s culture is dependent on higher in-person office attendance. The desire for higher in-person attendance is also heavily tied to job requirements and functions, including on-site work and collaboration. • Most people in office-based workplaces are involved with one or more key work modes. Not all workplaces provide spaces that support all of these modes, but ideally they should. The concept of “activity based space” is built around providing a variety of space types that accommodate any and all of these modes in different ways. • The amount of space dedicated to each of these modes, and the distribution of these space types, is dependent upon the individual organization but is also shifting based on the trends. The methodology to arrive at estimated space needs for each department involved projecting seat count to accommodate staff growth (where applicable), establishing a set of assigned workspace standards, and identifying support space needs with an associated square footage based on capacity requirements and standards. Administration, City Clerk, City Manager’s Office, Community Development, and Municipal Court staff were right-sized based on an interior SF/seat need. The Parks and Recreation, Police Department, and Public Works departments were right-sized based on specific space requirement needs. Staff Seat Count Projections Through the data collection process, current head count and projected head count for 2028 (five-year planning time frame) was collected from each department. This was translated into seat count to quantify number of workstations and offices required. The projected growth for 2033 (ten-year planning time frame) was calculated based on percent annual growth. The percent annual growth was determined by the difference of existing headcount and the projected five-year headcounts provided by CWR, for each department. This annual growth percentage was then utilized to project ten-year headcounts which were multiplied by the right-sized SF per seat to determine space needs. A circulation factor is applied to the assignable square footage total to account for internal circulation within office suites, between individual spaces. This factor is more generous than current average circulation factors in the building, but reflects what is typical of a more open, workstation-based work environment should the city move in this direction. B. Methodology 3938 City of Wheat Ridge FMP | Project Overview Survey Summary 44% Individual/focused work 33% How well does the current space support the department’s workflows? Collaborative work 4 Departments Agreespace supportsworkflow out of 7Department agree spacesupports workflow Survey Summary 66% believe there is not adequate space to accommodate public visitors 7 departments receive public visitors averaging 26 visitors daily Survey Summary83% say projected staff growth is due to population growth 77% say better technology will change internal workflow and delivery of services Survey Summary 83% say projected staff growth is due to population growth 77% say better technology will change internal workflow anddelivery of services C. Survey Results Overall, due to the nature of their work and the City’s culture and preference for face-to-face interactions, as most departments identified a need to maintain dedicated office spaces. Based on survey and interview findings, Stantec produced a set of gap analyses comparing current space use to right-sized space needs in the near term (five-years), and long term (ten year). Growth between the current, near, and long terms varies per department based on their specific needs and projections gathered via department surveys and interviews. Stantec distributed a survey to obtain information related to space use, staffing needs and expectations, tele-working experience and preferences, site use, and workflow. The survey also addressed goals and expectations for this project, as well as remote work perceptions due to the impacts of the pandemic. The findings of this survey collection effort have been summarized and provided in the following sections of this report. Following review of the survey responses, Stantec conducted interviews with leadership from each department to better understand each user group’s site use and space needs in both quantifiable and qualitative ways. Current frequency of remote work within Wheat Ridge departments: Survey Results This Page Left Blank TRENDS & BENCHMARKING IN THE WORKPLACE03 43 City of Wheat Ridge FMP | Trends & Benchmarking in the Workplace 42 Workplace trends Prior to the pandemic only a small percentage of the U.S.’s workforce was teleworking. All of the predictions from previous decades about how prevalent that trend would be never came to fruition in significant numbers. Instead, the trends that gained traction were what is termed as “alternative workplace strategies”. This covers a spectrum of alternatives to the conventional one person to one desk model in which most people are in the office every day, if not traveling or in the field. Alternatives to this include models such as “free-address” where a desk is available but all seats are unassigned so each day one can sit anywhere one chooses; seat-sharing where the ratio of people to seats are more than 1:1 but might be assigned “desk-mates”; “benching” and other strategies where individual workspaces are smaller, assuming most of the time at the office is spent in meetings, collaborating and in other spaces more than at a desk; and activity-based space which can be overlaid on any of the other models and provides a myriad of A. Workplace trends 01. Changing Times Figure 03.1: Current and Future Trends for In-Office and Remote Work - CBRE 2022 Figure 03.2: Quality Office Environment Amenities - CBRE 2022 workspace types from casual lounge/café seating areas to more formal quiet zones to name a few, to be used as needed depending upon the current activity one is involved in at any given time. But regardless of which strategy organizations were adopting, if any, the assumption was still that most people would be within the office somewhere on most days. Even in a post pandemic world, paradigms are shifting and some of these are expected to have a lasting impact on the current function of the typical workplace. Based on a study conducted by CBRE, in 2022, nearly 40% of respondents currently worked in-office full-time however, only 20% wanted this for a future work environment.1 (see Figure 03.1) Many industry leaders are currently involved with understanding, planning and designing for those short and potentially longer-term changes to the workplace. Stantec has been deeply engaged with these issues and brings that perspective to this study, while each individual organization is equally as focused on understanding what will meet their own unique needs. The input Stantec received through individual interviews with each CWR user group regarding their office workplace practices reflects these trends, however, the CWR’s cultureand governmental workflows are more dependent on higher in-person office attendance. 1 CBRE. “The Global live-Work-Shop Report 2022”. November 2022. PG 21. 45 City of Wheat Ridge FMP | Trends & Benchmarking in the Workplace 44 RE J U V E N A T E SO C I A L I Z E CO L L A B O R A T E FO C U S LE A R N Figure 03.3: Modern workplace work modes Workplace trends State & Governmental Work Modes Historically, State and governmental work modes and styles have lagged behind corporate workplace trends. Prior to the COVID-19 pandemic, governmental work modes, in general, were heavily skewed towards a 1:1 ratio of staff member to dedicated work space, with many agencies utilizing spaces that were predominately ‘hard wall’ office intensive with minimal ‘open work space.’ Amenity spaces, such as break areas, along with other shared collaboration areas were also lacking and/or design and layout afterthoughts. This has been, in part, due to lack of funding along with the general mentality behind state work modes and requirements that fulfilled these. More recently, government and state agencies have started to mirror private sector work place trends. Private sector work places tend to have a lower average square foot per person than typical state and government agencies. The lower average square foot per person may be attributed to alternative work place strategies that have become increasingly utilized in recent years. These ideologies and practices have become more commonplace in public sector workplaces in response to the COVID-19 pandemic. Work Modes and Space Types • Most people in office-based workplaces are involved with one or more of the key work modes, described in Figure 03.3, on any given day. Not all workplaces provide spaces that support all of these modes, but ideally they should. The concept of “activity based space” is built around providing a variety of space types that accommodate any and all of these modes in different ways. For example, one person may need a small, enclosed individual space to focus while another may find focus easier in an open, more dynamic lounge setting. • The amount of space dedicated to each of these modes, and the distribution of these space types, is dependent upon the individual organization but is also shifting based on the trends described above. If remote work is prevalent, most focus space may be at home or outside of the official office, while collaboration space may take up a much larger percentage of that hub office space to accommodate the main activity for which people come in to the workplace. A survey by CBRE in 2022, shows the various amenity and employee experiences that make up a quality work office environment, see Figure 03.2. 02. Trends Uninterrupted time to concentrate and attend to ‘heads-down’ work Workstations/Offices Quite Rooms Phone Booths Working with one or more people to achieve a goal, such as collectively creating content, brainstorming, etc. Meeting Rooms Huddle Rooms Informal opportunities to come together and share knowledge Cafe Game Room Outdoor Terrace Building knowledge, whether in a classroom or a structured conversation with peers Training Rooms Conference Center Downtime for your brain and body to refresh and recharge Meditation/Privacy Areas Exercise/Fitness Areas This Page Left Blank EXISTING CONDITIONS & ASSESSMENTS04 Existing Facilities Conditions 49 City of Wheat Ridge FMP | Existing Conditions & Assessments 48 Figure 04.1: Assessed Buildings Map PNSB Nth Bldg. Anderson Building Recreation Center PW Shops PFOS Office Bldg. Parks Shops City Hall Active Adult Center N/A 3.59 3.41 3.29 3.4 2.95 2.62 2.51 PNSB Nth Bldg. Anderson Building Recreation Center PW Shops PFOS Office Bldg. Parks Shops City Hall Active Adult Center N/A 3.59 3.41 3.29 3.4 2.95 2.62 2.51 © 2023 Mapbox © OpenStreetMap Anderson BuildingTotal: 11,416 SFRated Bldgs: 1 *Total: 142,260 SFRated Bldgs: 35 Total: 153,676 SFRated Bldgs: 36 * Active Adult Center City Hall Facilities Building (LocalWorks) Parks Shops Public Works Shops Recreation Center N/A: Building not owned by Cityand was not assessed. Overall Assessment Rating3 Fair 4 Good N/A N Between September 2023 and January 2024, a team consisting of architects, mechanical and electrical engineers were involved with site visits and meetings to assess the current physical buildings and system conditions at seven City-owned facilities, reference on page 15. The assessment team visited each building and conducted a field evaluation. Building conditions were rated overall as “poor”, “fair”, “good”, or “excellent” with backup detail outlined in a separate report for each. Definitions of these rankings are as follows: • Poor - something needs replacement• Fair - something needs repair/attention• Good – the element or system is acceptable• Excellent – the element or system is new or has no issues Of the seven buildings assessed, six (6) were found to be in Fair condition, and one (1) in Poor-to-Fair condition. (see Figure 04.1 on page 49) The assessments provided sufficient detail to provide estimates of probable cost for component replacement items in the ten-year planning timeframe, as well as to inform estimates for any remodel options for the existing buildings. General recommendations and observations apply to all buildings, however, the assessments did not address whether or not a building is appropriate to meet the programmatic needs of the departments. A. Existing Facilities Conditions City Hall The City of Wheat Ridge City Hall & Police Department. This is a two story building with masonry veneer exterior walls and sloped metal standing seam roofs. The building has had several renovations and additions. The entrance to City Hall faces west. A separate entry to The Police Department faces south on the east side of the building. The Wheat Ridge Municipal Court is located in this building and support offices for the City of Wheat Ridge and the Police Department are also located here. The Office of the Mayor and City Council Chambers are also located here. Active Adult Center The Wheat Ridge Active Adult Center enhances the quality of life for local area Senior Citizens ages 50 and older by providing opportunities to pursue and maintain physical, emotional and social health, as well as opportunities to be involved in their community through recreation programs, and social events. The Active Adult Center offers a wide variety of activities, numerous fitness and dance classes as well as a diverse selection of art and enrichment classes. It is a one story building with both sloped and flat roofs. It also had covered walkway areas. The building has had some renovations in the past and is located adjacent to a senior living facility. Some of the amenities offered are as such: • small gym • cafeteria • auditorium space • office spaces • activity spaces 51 City of Wheat Ridge FMP | Existing Conditions & Assessments 50 ASSESSED NOT ASSESSED Existing Facilities Conditions Anderson Building & Pool House The Anderson Building & Pool is a single story multiple addition building that occupy two different floor elevations. In 1972, the Anderson Building was constructed by the Wheat Ridge Volunteer Fire Department. In 1979, the first outdoor pool was constructed and connected to the building with a lobby that serves both facilities. The building is used all year however the main use is for the exterior pool. Additional Spaces of this Building Include: • 180-foot water slide • 2five-meter lap pool with diving board • Men’s and women’s private locker rooms • Activity and dance classrooms Recreation Center The Wheat Ridge Recreation Center was built in 2000 and provides diverse programs and amenities for individuals of all ages and abilities. Some of the amenities offered are as such: • Fitness floor • Lap pool / Leisure pool • Steam Room / Sauna • Hot tub / Whirlpool • Children’s Pavilion / Climbing Wall • Racquetball courts / Gymnasium Figure 04.2: Assessment Conditions Text Table Parks and Recreation Shops The Wheat Ridge Parks and Recreation department maintains 21 city parks occupying more than 170 acres, seven miles of trails, 300 acres of open space, urban forestry, community gardens, and nature programs. The Park Shops are comprised of two separate buildings, Building A and Building B. They are both one story buildings and have sloped roofs. Each building has a number of overhead garage doors and a series of bays. These buildings are located immediately West of the Anderson Building & Pool. Among the two buildings, there are office spaces, locker room, storage areas, kitchen, dining space, and auto repair spaces. Public Works Shops The Public Works Department has several buildings on one campus. This assessment was performed on the main building, a secondary building, and a small shed in between the two buildings. All single story buildings. These buildings are shown in Figure 04.3 on page 51. This Department is responsible for: • Maintaining and improving the City’s infrastructure, which includes 133 miles of streets and 36 miles of storm sewers throughout the City • Managing and maintaining the City’s fleet vehicles and equipment • Administering and monitoring all construction activities within the streets rights of way The existing MEP systems and equipment were also observed for compliance with current applicable codes and current safety requirements. Any system or equipment not properly meeting such codes or safety standards are subsequently recommended for remediation. Additionally, best practices are recommended for systems and energy conservation measures were identified. Estimated costs to address concerns in all assessed buildings would be a total of $14M. The full Assessments Report and findings can be found under separate cover. Figure 04.3: Public Works Shops - Assessed Buildings Map This Page Left Blank SPACE NEEDS OVERVIEW05 55 City of Wheat Ridge FMP | Space Needs Overview 54 Space Needs Introduction All information presented in this Section represents the City of Wheat Ridge as it was during the time of data collection. Square footages (SF) and projected requirements are based on interviews held and available information at the time of this report. Additionally, a standard five percent (5%) contingency is incorporated into the adjusted seats needed. This contingency is a typical standard to allow for future flexibility within contiguous space. Both current and projected space needs were defined and quantified based on this discovery phase, detailed staffing data and square footage database per department can be referenced in the “Appendix” on page 157. The first step in determining projected space requirements is to define a baseline. To do this, a “right-sizing” occurs. Right-sizing Right-sizing is the term used to describe accounting for spaces that have either too much or too little area to meet today’s requirements. Some spaces may already be inefficiently utilized, poorly configured, or undersized for the current operations. This translates to either potential increases or decreases in space needed to meet existing requirements where efficiencies could be improved, or additional space needed to carry out today’s operations. Once current requirements are right-sized to reflect what is needed versus what is occupied, this establishes an adjusted baseline from which to project needs for the longer-term. In some cases, adequate square footage may be available, however, existing configuration, layout, or condition of space may not be appropriate programmatically. In this case, further explanation is provided to understand how right-sizing might occur. The calculations started with determining the current SF/Seat. This was compared with any guidelines and regulations that needed to be considered. A right-sized calculation was then prepared and compared with current metrics and targets. The Administration and Community Development departments, the City Clerk, City Manager’s Office, and Municipal Court staff were right-sized based on an interior SF/seat need. The Parks and Recreation, Police Department, and Public Works departments were right-sized based on specific space requirement needs. Growth Projections Through the data collection process, current head count and projected head count for 2028 (five-year planning time frame) was collected from each department. This was translated into seat count to quantify number of workstations and offices required. The projected growth for 2033 (ten-year planning time frame) was calculated based on percent annual growth. The percent annual growth was determined by the difference of existing headcount and the projected five-year headcounts provided by CWR, for each department. This annual growth percentage was then utilized to project ten-year headcounts which were multiplied by the right-sized SF per seat to determine space needs. 01. Methodology for Determining Space Needs A. Space Needs Introduction 02. Planning Time-Frames Current Space 2023 Spaces were calculated based on the number of seats required by each program. Administrative spaces were calculated by understanding programmatic need, future direction of the program, and ideal operational model that drive space requirements. Operational spaces were calculated similarly to administrative spaces, where operational efficiency and function drove right-sizing rather than seats. Right-Sized Space Needs (2023) Office space was calculated based on the total number of seats required for assigned staff workspace. This included standard planning SF/Seat based on typical industry standards (benchmarking and best practices). Other space types such as Public Works and Police departments utilized a more detailed room-by-room method of right-sizing square footage. Near-Term Space Needs (2028) Through the data collection process, current head count and projected head count for 2028 (five-year planning time frame) was collected from each department. This was translated into seat count to quantify number of workstations and offices required. Long-Term Space Needs (2033) The projected growth for 2033 (ten-year planning time frame) was calculated based on percent annual growth. The percent annual growth was determined by the difference of existing headcount and the projected five-year headcounts provided by CWR, for each department. This annual growth percentage was then utilized to project ten- year headcounts which were multiplied by the right-sized SF/seat to determine space needs. 57 City of Wheat Ridge FMP | Space Needs Overview 56 SF_Charts City Hall PNSB N Bldg. Total: 1,196 SF Total: 4,303 SF Admin. 1,196 SFAdmin. 4,303 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 1,196 4,303 Measure Figure 05.1: Administrative Services - Existing Square Footage Table 05.2: Administrative Services - Existing and Projected Staffing Staff_Tables Existing 2023 Existing Head Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 Year Head Count 10 year Head Count Admin.City HallPNSB N Bldg. Sub TotalGrand Total 29722 29722 32725 35728 29 29 32 35 Category1All Location1Multiple values City DepartmentAdmin. Table 05.3: Administrative Services - Existing and Projected Square Footage SF_Tables ExistingExistingTotal Square Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 YearAddt'l New Square Footage Surplus Square Footage Total Square Footage 10 yearAddt'l New Square Footage Surplus Square Footage Total Square FootageAdmin.City HallPNSB N Bldg. Sub Total 1,1964,303 0690 0300 1,1964,693 00 00 1,4225,077 00 00 1,4225,769 5,499 690 300 5,889 0 0 6,499 0 0 7,191 Location1unassigned City DepartmentAdmin. Type 11Multiple values Space Needs Summary by Department Administration ServicesPrimary Function In the City of Wheat Ridge, “The Administrative Services Department coordinates and directs the operations of the following divisions: Budget, Communications & Public Information, Finance, Human Resources, Information Technology, Purchasing & Contracting, Risk Management, and Tax & Licensing.”1 Current Locations City Hall, 7500 W. 29th Ave. 1st Floor Wheat Ridge, CO 80033 PNSB (North), 7490 W. 45th Ave Wheat Ridge, CO 80033 StaffingThe City Administration department currently consists of a headcount of 30 staff, including one part-time employee. Table 05.2 shows their anticipated department growth over the next 5 and ten-year time frames. The Administrative department mainly operates out of City Hall within a 4,303 NSF of space. This space houses 22 of the 29 total staff for the department. The City of Wheat Ridge also leases roughly 7,917 GSF of office space at the PNSB North building. The administrative services department takes up roughly 1,196 NSF of space within the building, with a total of 7 staff. The Facilities Manager has one office located on the first floor of the PNSB building. Human resources has 2 staff members also located on the first floor. On the second floor, there are 2 IT staff, 2 public information staff, and one volunteer staff. 1 https://www.ci.wheatridge.co.us/113/Administrative-Services B. Space Needs Summary by Department Space Needs Summary by Department 59 City of Wheat Ridge FMP | Space Needs Overview 58 Figure 05.4: Administrative Services Location Within City Hall RE F . UP REF. UP RE F . -- - - - - - - MAIL ROOM155 STORAGE154 LIBRARY150WORK AREA149 CORRIDOR152 JAN153 WOMEN147 MEN148 OFFICE142 STAIRS146 OFFICE137 OPEN OFFICE139 ELEV135 VAULT144 OFFICE156 OFFICE134 OFFICE136 STOR140 CITY CLERK140 TREASURER145 OPEN AREA186 VESTIBULE141 LOBBY136 PUMP ROOM128 JAN126 VEST125WOMEN124 MEN127 VEST129 STORAGE160 VEST183 PROJ180 COUNCIL ROOM181 COURT ROOM173 BOILER ROOM177 TELE176 MECH ROOM178 GEN ROOM159 STOR174 RESTROOM175 BREAK ROOM172 ELEC ROOM171 OFFICE167OFFICE165 OFFICE168 OFFICE169 CORR176 RECEP / WAITING166 INTERVIEW139 STAIR133 ARMORY135 RECORDS SUPERVISOR138 COMPUTER129 BREAK130 IT OFFICE128 STOR127 CRASH & TRAFFIC (CATT)126 CORR134 HOLD124 HOLD125 CORR120 CORR121 BOOKING122 CORR123 HOLD118 HOLD119 CORR124 CORR132 FOYER100 DRYING ROOM102 EVIDENCE ROOM103 EVIDENCE104 COPY ROOM121 PATROL COMMANDER114 PATROL COMMANDER113 PATROL DIVISION CHIEF112 BRIEFING111 STAIR115 PATROL SERGEANTS106 CORRIDOR110 REPORT117 WOMENS LOCKER109 MENS LOCKER108 RECORDS137 BREAK ROOM156STORAGE157 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 CITY OF WHEAT RIDGE CITY HALL & POLICE DEPARTMENT 7500 WEST 29thAVENUE WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN POLICE 15,321 SF CITY CLERK 736 SF ADMINISTRATION 4,303 SF COURTS 4,874 SF CITY COUNCIL CHAMBERS BLDG. COMMON 6,325 GSF TOTALExisting ConditionsThe department’s main location at City Hall is ideal, however, it lacks the appropriate space for the entire department to be in one location. They are currently split between the two buildings, City Hall, Figure 05.4 on page 59 and the PNSB North Building, reference Figure 05.9 on page 62 and Figure 05.10 on page 63. Although this set-up works, it hinders the internal department engagement and culture-building that comes from face-to-face interactions and “drive-by” meetings, as well as the dynamic interactions the Administration has with other departments. On average, they have 3 daily visitors but specific departments such as Finance see high visitation and many walk-ins. However, walk-ins and five-minute interactions have declined recently because more of those engagements are happening online. For in-person visitors, inadequate external and internal wayfinding signage creates confusion and circulation problems. The staff believe that the existing spaces are adequate they just lack the appropriate number of those spaces, such as, an increased number of large meeting rooms (Figure 05.7 on page 61), conference rooms (Figure 05.8 on page 61), and group work rooms. Many of these types of spaces are over-booked, are pulling double duty for use, or have an alternative use than what they were designed to handle. For example, huddle rooms are being used as private phone rooms and lack of adequate storage space has forced the supply overflow into the hallways, see Figure 05.11 on page 64. A sound-proofing issue effects all the departments located within the City Hall building. Other spaces within the PNSB building can be referenced in Figure 05.12 on page 64 and Figure 05.11 on page 64. With regards to security, this group feels relatively safe within the City Hall after new security measures were implemented in the lobby. It was noted that the East side of City Hall (Police department) has higher security concerns. The PNSB Building is locked 24/7 and only deals with scheduled visitations of the public. For attraction and retention, the department is seeing lower than average turn-over rates. Their office has a strong culture with growth potential. They currently have a need to hire more staff but lack the space to do so. Remote WorkAlthough, the City has a flex-work policy in place the department has leaned away from implementing a hoteling policy as it doesn’t align with their office culture. However, they are willing to re-evaluate this decision or look for ways certain departmental roles could operate within such a system. The more visual and physical access employees have with each other and supervisors helps with morale and retention efforts. Space Needs Summary by Department 61 City of Wheat Ridge FMP | Space Needs Overview 60 Figure 05.5: Administration Services Adjacency Diagram CITY CLERK COURTS ADMINISTRATIVE Required adjacency Works closely with this department CITY MANGER COMMUNITY DEVELOPMENT PARKS AND RECREATION PUBLIC WORKS Space Needs Office Space Needs • Dedicated department meeting room• Large event space (shared community room)• Large breakroom• After hours conference room (shared)• Private phone rooms• Locker room with showers (shared)• Flex/Collaboration spaces Additional Space Needs • Loading Dock (shared) Adjacencies Operationally Administration Services does not interact with other departments, aside from the Finance department who interacts with many of the City’s departments. Despite this lack of critical adjacencies the department wants to be located in a building where their whole department can comfortably fit while maintaining inter-connectedness with other City agencies. Reference Figure 05.5. Figure 05.7: PNSB Building - Large Conference Room Figure 05.6: PNSB North Building - Commons Workspace Figure 05.8: PNSB North Building - Medium Conference Room Space Needs Summary by Department 63 City of Wheat Ridge FMP | Space Needs Overview 62 Figure 05.9: PNSB North Building - First Floor Plan Figure 05.10: PNSB North Building - Second Floor Plan Space Needs Summary by Department 65 City of Wheat Ridge FMP | Space Needs Overview 64 Figure 05.11: Hallway Storage - Administrative Services Department Figure 05.12: PNSB Building - Office Figure 05.13: Dedicated Office Spaces - Administrative Services Department This Page Left Blank Space Needs Summary by Department 67 City of Wheat Ridge FMP | Space Needs Overview 66 Figure 05.14: City Clerk - Existing Square Footage SF_Charts City Hall Total: 736 SFCity Clerk 736 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 736.0 Measure Table 05.15: City Clerk’s Office - Existing and Projected Staffing Staff_Tables Existing 2023 ExistingHead Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 YearHead Count 10 yearHead Count City Clerk City Hall Sub TotalGrand Total 22 22 33 55 2 2 3 5 Category1All Location1Multiple values City DepartmentCity Clerk Table 05.16: City Clerk’s Office - Existing and Projected Square Footage SF_Tables Existing Existing TotalSquare Footage Current Required (Rightsized) Current Required (Rightsized) Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 Year Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 year Addt'l NewSquare Footage SurplusSquare Footage TotalSquare FootageCity Clerk City Hall Sub Total 736 245 0 981 98 0 1,079 108 0 1,18773624509819801,079 108 0 1,187 Location1unassigned City DepartmentCity Clerk Type 11Multiple values City ClerkPrimary Function In the City of Wheat Ridge, the City Clerk is a local official who oversees democratic processes within the city. They are the main point of contact for permits, licensing, keeping records for residential plans, inspections, certificates of occupancy, etc. Current Locations City Hall, 7500 W. 29th Ave. 1st Floor Wheat Ridge, CO 80033 Staffing The City Clerk’s Office currently consists of a headcount of 2 staff, and no part-time employees. Table 05.15 shows their anticipated department growth over the next 5 and ten-year time frames.Existing Conditions The City Clerk’s location at City Hall, see Figure 05.19 on page 69, is ideal for being accessible to customers and close to the other departments that they work with on a regular basis. The Clerk’s office is housed within the Administrative department and takes up roughly 736 NSF. Space Needs Summary by Department This department operates Monday - Friday, 8:00 - 5:00. They have daily outside visitation, with an average of up to 99 visitors per day.1 A good mix of these visitors are drop-in’s and meeting duration can vary. Due to this, there may be a need for consultation rooms located centrally, or off the main lobby to reduce the number of public interactions within the staff work areas. Staff would like to see the consultation and conference rooms have proper technological set-ups, to ensure when conducting meetings they have access to digital records and documents. This space would also need to be visually secure and have adequate sound-proofing for confidential meetings. The current archival space, see Figure 05.19, is not adequately sized for current or future needs and does not provide the necessary security and protection measures, such as water and fire-proofing. A larger archival space is needed within the City Clerk’s Office to handle current storage needs. Another storage facility potentially off-site would also be necessary to handle the future growth of this document storage. In recent years, the need for security and protection has increased for City staff who interact with the public. The Clerk’s Office would benefit from a proper security check-in at the main lobby and other additions such as bullet proof glass at service counters. 1 This statistic is based on survey response completed in 2023. Visitor access should be verified in the future to adequately assess space need. Space Needs Summary by Department 69 City of Wheat Ridge FMP | Space Needs Overview 68 RE F . UP REF. UP RE F . -- - - - - - - MAIL ROOM155 STORAGE154 LIBRARY150WORK AREA149 CORRIDOR152 JAN153 WOMEN147 MEN148 OFFICE142 STAIRS146 OFFICE137 OPEN OFFICE139 ELEV135 VAULT144 OFFICE156 OFFICE134 OFFICE136 STOR140 CITY CLERK140 TREASURER145 OPEN AREA186 VESTIBULE141 LOBBY136 PUMP ROOM128 JAN126 VEST125WOMEN124 MEN127 VEST129 STORAGE160 VEST183 PROJ180 COUNCIL ROOM181 COURT ROOM173 BOILER ROOM177 TELE176 MECH ROOM178 GEN ROOM159 STOR174 RESTROOM175 BREAK ROOM172 ELEC ROOM171 OFFICE167OFFICE165 OFFICE168 OFFICE169 CORR176 RECEP / WAITING166 INTERVIEW139 STAIR133 ARMORY135 RECORDS SUPERVISOR138 COMPUTER129 BREAK130 IT OFFICE128 STOR127 CRASH & TRAFFIC (CATT)126 CORR134 HOLD124 HOLD125 CORR120 CORR121 BOOKING122 CORR123 HOLD118 HOLD119 CORR124 CORR132 FOYER100 DRYING ROOM102 EVIDENCE ROOM103 EVIDENCE104 COPY ROOM121 PATROL COMMANDER114 PATROL COMMANDER113 PATROL DIVISION CHIEF112 BRIEFING111 STAIR115 PATROL SERGEANTS106 CORRIDOR110 REPORT117 WOMENS LOCKER109 MENS LOCKER108 RECORDS137 BREAK ROOM156STORAGE157 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 CITY OF WHEAT RIDGE CITY HALL & POLICE DEPARTMENT 7500 WEST 29th AVENUE WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN POLICE 15,321 SF CITY CLERK 736 SF ADMINISTRATION 4,303 SF COURTS 4,874 SF CITY COUNCIL CHAMBERS BLDG. COMMON 6,325 GSF TOTAL Figure 05.19: City Clerk Location Within City HallFigure 05.18: City Clerk Records StorageFigure 05.17: City Clerk’s Office Adjacency Diagram ADMINISTRATIVE M&C CITY CLERK Required adjacency Works closely with this department AdjacenciesThe City Clerk’s Office has a close working relationship with Administrative Services, Marketing & Communications Division, and the Community Development Department. There is also a need to have direct connection from the City Clerk’s Office to the Council Chambers, which is currently lacking in their existing space. The Clerk’s office also works directly with the Police Department for specific tasks, such as pulling background data on applicants for submitted forms. The office would like to keep relatively close proximity to this department; reference Figure 05.17 on page 68. Remote Work Within the City Clerk’s Office about half of the staff work from home at least 2 days per week. Much of the work conducted within the office is individual however, due to security and discussion of sensitive topics personnel need a private space in which to work when they are in the office. This secure space may take the form of private offices or consultation rooms located in the main lobby. Space Needs Office Space Needs • Private Offices (2) • Dedicated department meeting room • Consultation/ Small Meeting rooms (shared) • Archival Storage with increased security, water and fire-proofing • Dedicated, File Storage with increased security, water and fire- proofing Space Needs Summary by Department 71 City of Wheat Ridge FMP | Space Needs Overview 70 Figure 05.21: City Manager - Existing Square Footage SF_Charts City Hall PNSB N Bldg. Total: 270 SFTotal: 328 SF CMO 270 SFCMO 328 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 270.00 328.00 Measure Figure 05.20: City Manager’s Office and Conference Room Space Table 05.22: City Manager’s Office - Existing and Projected Square Footage Staff_Tables Existing 2023 Existing Head Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 Year Head Count 10 year Head Count CMO City HallPNSB N Bldg. Sub TotalGrand Total 541 541 761 1091 5 5 7 10 Category1All Location1All City DepartmentCMO Table 05.23: City Manager’s Office - Existing and Projected Square Footage SF_Tables ExistingExisting Total Square Footage Current Required (Rightsized)Current Required (Rightsized) Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 Year Addt'l New Square Footage Surplus Square Footage Total Square Footage 10 year Addt'l New Square Footage Surplus Square Footage Total Square FootageCMOCity Hall PNSB N Bldg. Sub Total 270328 00 00 270328 00 00 718328 00 00 1,076328 598 0 0 598 0 0 1,046 0 0 1,404 Location1unassigned City DepartmentCMO Type 11Multiple values City Manager’s OfficePrimary Function In the City of Wheat Ridge, “the City Manager’s Office provides organizational leadership and ensures the goals and objectives of the City are achieved, as directed by the Mayor and City Council.”1 Current Locations City Hall, 7500 W. 29th Ave. 1st Floor Wheat Ridge, CO 80033 PNSB (North), 7490 W. 45th Ave Wheat Ridge, CO 80033 StaffingThe City Manager’s Office currently consists of a headcount of 5 staff, with no part-time employees. Table 05.22 shows their anticipated department growth over the next 5 and ten-year time frames. 1 https://www.ci.wheatridge.co.us/121/City-Manager Space Needs Summary by Department Space Needs Summary by Department 73 City of Wheat Ridge FMP | Space Needs Overview 72 Figure 05.24: City Manager’s Office Adjacency Diagram CITY CLERK COURTS ADMINISTRATIVE Required adjacency Works closely with this department CITY MANGER COMMUNITY DEVELOPMENT PARKS AND RECREATION PUBLIC WORKS The staff believe that the existing spaces within City Hall are adequate they just lack the appropriate number of those spaces such as an increased number of large meeting rooms, conference rooms, and group work rooms. Many of these types of spaces are over-booked, are pulling double duty for use, or have an alternative use than what they were designed to handle, see Figure 05.20 on page 70. The existing department workspaces also lack proper lighting and have limited windows. A sound-proofing issue effects all the departments located within the City Hall building. Remote Work Within the City Manager’s Office many of the staff work from home at least 3 days per week. Hybrid or fully remote work is expected to only increase within the department, over the years. A large percentage of the City Manager’s staff spends time off-site at other buildings or working with clients in the field. Because of this and the nature of the work being conducted, there is potential for hoteling to be implemented within the department. Existing Conditions The City Manager’s Office location at City Hall is ideal, however, currently the office is not properly designed for a professional, CEO level work environment. It currently hinders the internal department engagement and culture building that comes from face-to-face interactions and “drive-by” meetings. There are also 4 staff members that reside at the PNSB North Building. This separation between the buildings creates a division within the department, see Figure 05.4 on page 59 and Figure 05.25 on page 74. The City Manager’s Office is located within the Administrative Services suite on the first floor of City Hall taking up 328 NSF. The department occupies roughly 270 NSF of space at the PNSB North Building. On average, the department will have 5 daily visitors, to City Hall, but do not have adequate capacity or appropriate space to support these public visitors. Many visitors come into the department emotionally charged, which can create an unsafe environment for staff. All public visitors should be screened before being let into the back staff offices. Due to this, there may be a need for consultation rooms located centrally, or off the main lobby to reduce the number of public interactions within the staff work areas. Although, City Hall has implemented new security and screening measures within the lobby it does not perform efficiently. There is a need for all City departments to have safe, secure after-hours spaces. The City Manager’s Office uses the large meeting rooms and Council Chambers for community meetings often. Space NeedsOffice Space Needs • Dedicated department meeting room • Large event space (shared community room) • After hours conference room (shared) • Private phone rooms • Locker room with showers (shared) • Flex/Collaboration spaces Additional Space Needs • Loading Dock (shared) AdjacenciesThe City Manager’s Office has a close working relationship with Administrative Services, Community Development, and Parks & Recreation; reference Figure 05.24 on page 73. City of Wheat Ridge FMP | Space Needs Overview 74 Figure 05.25: PNSB North Building - Second Floor Plan This Page Left Blank Space Needs Summary by Department 77 City of Wheat Ridge FMP | Space Needs Overview 76 Figure 05.26: Community Development - Existing Square Footage SF_Charts City Hall PNSB N Bldg. Total: 270 SF Total: 4,636 SF CD 270 SF CD 4,636 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 270 4,636 Measure Table 05.27: Community Development - Existing and Projected Staffing Staff_Tables Existing 2023 Existing Head Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 Year Head Count 10 year Head Count CD City HallPNSB N Bldg. Sub TotalGrand Total 34232 34232 36234 38236 34 34 36 38 Category1All Location1Multiple values City DepartmentCD Table 05.28: Community Development - Existing and Projected Square Footage SF_Tables Existing Existing Total Square Footage Current Required (Rightsized) Current Required (Rightsized) Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 Year Addt'l New Square Footage Surplus Square Footage Total Square Footage 10 year Addt'l New Square Footage Surplus Square Footage Total Square FootageCDCity HallPNSB N Bldg. Sub Total 2704,636 0613 0108 2705,141 00 00 2705,411 00 00 2705,749 4,906 613 108 5,411 0 0 5,681 0 0 6,019 Location1unassigned City DepartmentCD Type 11Multiple values Community DevelopmentPrimary Function In the City of Wheat Ridge, “Community Development is responsible for leading the programs and activities of the following divisions: administration, building & inspections, development and zoning, long- range planning, and engineering.”1 Current Locations City Hall, 7500 W. 29th Ave. 2nd Floor Wheat Ridge, CO 80033 PNSB (North), 7490 W. 45th Ave Wheat Ridge, CO 80033 StaffingCommunity Development currently has a headcount of 32 staff, 27 of them full time employees. There are no part-time staffers but many employees within the Buildings Division are contracted workers. Table 05.27 shows their anticipated growth over the next five-yrs and 10-yrs. 1 https://www.ci.wheatridge.co.us/277/Community-Development Space Needs Summary by Department Existing ConditionsThe Community Development’s central location is at City Hall, within a 4,636 NSF of space. However, two staff members, including the City’s Economic Development Manager, currently work out of the PNSB Building, see Figure 05.33 on page 80. The department utilizes roughly 270 NSF within the PNSB North building. This separation within the department and a lack of direct communication with Economic Development has hindered workflow. For a more efficient workflow Community Development would like to see the whole department together and have close physical relationship to the departments they work with regularly. Reference Figure 05.35 on page 82 and Figure 05.35 on page 82. Like many Wheat Ridge City Departments, Community Development has a very hands-on, face-to-face interaction dependent culture and wishes to see a facility that can accommodate this. This department operates Monday - Friday, 8:00 - 5:00, but frequently conducts after-hours business in the form of City Council and commission meetings. They have daily outside visitation, with an average of 15 customers per day, although the number of drop-in visitors has declined since the integration of online services. The department expects that a majority of the visitors that will be coming into City Hall will have scheduled appointments, reviews, or hearings. Space Needs Summary by Department 79 City of Wheat Ridge FMP | Space Needs Overview 78 Figure 05.31: Community Development - Waiting/ Reception LobbyFigure 05.29: Community Development - Plans Storage in City Hall Basement Figure 05.30: Community Development - Large Printer Current customer waiting area at City Hall, see Figure 05.31 on page 79, is inefficient in regards to space and utility. The idea of a “1-stop” workstation/counter at the main entrance was something the department would strongly consider. This main point of contact on the first floor would reduce the number of public interactions within the staff work areas, located on the second floor of City Hall. The existing space that Community Development occupies is out-dated and has had numerous renovations attempting to retrofit the space to meet current needs. With every renovation more and more private offices have been given over to shared or open workstations which has been a source of friction amongst staff. The out-dated building doesn’t have the proper layout or space to accommodate new and emerging technologies, better workstation set-up, or have adequate hybrid/remote tele-conferencing within meeting room spaces. The collaboration space in the department area and City Hall in general is deficient. The breakroom configuration is inadequate and undersized. The building’s shared wellness room is also inadequate. The Community Development Department, as with many other City departments, try to honor their staff as whole people. Currently, the existing space hinders these efforts. Although, meeting space can be utilized over at the Recreation Center and the Council Chambers serves as a decent formal meeting space both come with their own complications. Council Chambers can be unwelcoming to the public and the department meetings at the Recreation Center cannot be booked over community needs of the space. The current file storage and record archives are dispersed throughout the buildings, see Figure 05.29 on page 79. Many documents are not filed away and are kept in the office space for quick reference and use; once the documents are filed into storage they are rarely accessed because the storage space hinders this type of workflow. The department is also lacking a dedicated large print room, see Figure 05.30 on page 79. Currently the print room serves multiple uses and does not have the necessary space to accommodate the departments’ needs. This department does not have any specific security concerns. However, there may be a need for consultation rooms located centrally, or off the main lobby to reduce the number of public interactions within the staff work areas. Although, a direct working relationship with the City Police Department is not necessary the staff feel safer having them in the same building. Given the nature of the sensitive topics being discussed and the after-hours work load having that added level of security or back- up is greatly welcomed and the department would like to see that relationship maintained. Space Needs Summary by Department 81 City of Wheat Ridge FMP | Space Needs Overview 80 Figure 05.33: PNSB North Building - Office Figure 05.34: PNSB North Building - Second Floor PlanFigure 05.32: Community Development Adjacency Diagram ADMINISTRATIVE CITY MANGERPUBLIC WORKS COMMUNITYDEVELOPMENT Required adjacency Works closely with this department Remote WorkFace to face collaboration is very important within the department. Over half of the departmental staff works remotely at least 2 days a week. Due to the separation of the staff between the two buildings many meetings continue to be virtual or hybrid. Building permitting, code reviews, and other administrative tasks amongst the department have remained a mostly online service and are predicted to continue to be offered digitally. With the departments’ overall unpredictable individual staff and meeting schedules the use of seat-sharing or hoteling has not been a topic of discussion. However, given that work activities demand that many staff (especially within the Engineering and Building Inspection divisions) spend over half of their work time in the field, the department might benefit from utilizing hoteling or workstation sharing. Space Needs Office Space Needs • Larger Lounge/ Breakroom • Medium Conference Room • Large Conference Room (shared) • Collaboration Space • Larger Workstations Additional Space Needs • Bike Racks (shared) • Shower Facility (shared) Adjacencies This department needs to be adjacent to Public Works, City Manager’s Office, and the Administrative Services. The department also has a close working relationship with the City Economic Development Director and would like to maintain close proximity to that office, see Figure 05.32 on page 80. City of Wheat Ridge FMP | Space Needs Overview 82 DN DN DN DN -- - - - - - - CHIEF225CONFERENCE224 PROFESSIONAL STANDARDSSERGEANT226 TRAINING/ACCREDITATION227 PUBLIC INFORMATION OFFICER228 RECEPTION223 INVESTIGATIONS COMMANDER219 SUPPORT SERVICES DIVISIONCHIEF218 WORK ROOM220 INTERVIEW213 SIU SGT212 CRIME PREVENTION/SRO230 STOR232JAN233 TELE234 STAIR222 CORRIDOR229 RECEPTION221 WOMEN236 MEN237 CORRIDOR235 STOR210 INTERVIEW209 POLY208 DETECTIVES217 TRAINING241 MECHANICAL242 STOR240 BREAK ROOM239 CORRIDOR238 STAIR207 CONFERENCE201 CORRIDOR200 ENTRY202 MEETING203 OFFICE205 OFFICE206 OFFICE207 OFFICE208 OFFICE209 OFFICE210 OFFICE211 WORK ROOM215WORK AREA204 STAIRS214 MENS260 WOMENS261 JAN262 MECHANICAL263 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 CITY OF WHEAT RIDGE CITY HALL & POLICE DEPARTMENT 7500 WEST 29thAVENUE WHEAT RIDGE COLORADO, 80033 A102 SECOND FLOOR PLAN POLICE 15,321 SF TOTAL COMMUNITY DEVELOPMENT 4,636 SF Figure 05.35: Community Development Location Within City Hall This Page Left Blank Space Needs Summary by Department 85 City of Wheat Ridge FMP | Space Needs Overview 84 Figure 05.37: Municipal Courts - Existing Square Footage SF_Charts City Hall Total: 4,874 SF Courts 4,874 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 4,874 Measure Figure 05.36: Municipal Court - Reception and Waiting Table 05.38: Municipal Courts - Existing and Projected Staffing Staff_Tables Existing 2023 Existing Head Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 Year Head Count 10 year Head Count Courts City Hall Sub TotalGrand Total 1313 1313 1515 1717 13 13 15 17 Category1All Location1 Multiple values City DepartmentCourts Table 05.39: Municipal Court - Existing and Projected Square Footage SF_Tables Existing Existing Total Square Footage Current Required (Rightsized) Current Required (Rightsized) Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 Year Addt'l New Square Footage Surplus Square Footage Total Square Footage 10 year Addt'l New Square Footage Surplus Square Footage Total Square FootageCourtsCity Hall Sub Total 4,874 3,054 120 7,808 0 0 11,529 0 0 12,9154,874 3,054 120 7,808 0 0 11,529 0 0 12,915 Location1unassigned City DepartmentCourts Type 11Multiple values Municipal CourtsPrimary Function In the City of Wheat Ridge, “the Municipal Court is a limited jurisdiction court and acts as a check and balance on the legislative and executive branches of government. The Court has jurisdiction over: traffic violations and local ordinances.”1 Current Locations City Hall, 7500 W. 29th Ave. 1st Floor Wheat Ridge, CO 80033 Staffing The Municipal Court currently consists of 13 total staff members, 11 full time and 2 part time employees. Table 05.38 shows their anticipated department growth over the next 5 and ten-year time frames. 1 https://www.ci.wheatridge.co.us/70/Municipal-Court Space Needs Summary by Department Space Needs Summary by Department 87 City of Wheat Ridge FMP | Space Needs Overview 86 Figure 05.40: Court Room RE F . UP REF. UP REF . -- - - - - - - MAIL ROOM155 STORAGE154 LIBRARY150WORK AREA149 CORRIDOR152 JAN153 WOMEN147 MEN148 OFFICE142 STAIRS146 OFFICE137 OPEN OFFICE139 ELEV135 VAULT144 OFFICE156 OFFICE134 OFFICE136 STOR140 CITY CLERK140 TREASURER145 OPEN AREA186 VESTIBULE141 LOBBY136 PUMP ROOM128 JAN126 VEST125WOMEN124 MEN127 VEST129 STORAGE160 VEST183 PROJ180 COUNCIL ROOM181 COURT ROOM173 BOILER ROOM177 TELE176 MECH ROOM178 GEN ROOM159 STOR174 RESTROOM175 BREAK ROOM172 ELEC ROOM171 OFFICE167OFFICE165 OFFICE168 OFFICE169 CORR176 RECEP / WAITING166 INTERVIEW139 STAIR133 ARMORY135 RECORDS SUPERVISOR138 COMPUTER129 BREAK130 IT OFFICE128 STOR127 CRASH & TRAFFIC (CATT)126 CORR134 HOLD124 HOLD125 CORR120 CORR121 BOOKING122 CORR123 HOLD118 HOLD119 CORR124 CORR132 FOYER100 DRYING ROOM102 EVIDENCE ROOM103 EVIDENCE104 COPY ROOM121 PATROL COMMANDER114 PATROL COMMANDER113 PATROL DIVISION CHIEF112 BRIEFING111 STAIR115 PATROL SERGEANTS106 CORRIDOR110 REPORT117 WOMENS LOCKER109 MENS LOCKER108 RECORDS137 BREAK ROOM156STORAGE157 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 CITY OF WHEAT RIDGE CITY HALL & POLICE DEPARTMENT 7500 WEST 29th AVENUE WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN POLICE 15,321 SF CITY CLERK 736 SF ADMINISTRATION 4,303 SF COURTS 4,874 SF CITY COUNCIL CHAMBERS BLDG. COMMON 6,325 GSF TOTAL Figure 05.41: Municipal Department - Interview Room Existing Conditions The Court’s location at City Hall allows for cross-department interaction, see Figure 05.42 on page 87. However, the department might better serve the residents of Wheat Ridge if they were to be more centrally located within the City. Providing a Municipal Court that could be more easily accessed, such as off the I-70 corridor, might benefit the community. This department operates four, 10 hour days with Monday and Friday being “light” workload days. Court is held on Tuesday, Wednesday, and Thursdays and typically concludes proceedings in one day. Daily outside visitation, is an average of 25 customers per day, with a peak of 60 customers in a day. Typically, the Court sees around 10 visitors to the building. With limited lobby and public space the department has trouble managing public visitation, see Figure 05.36 on page 84. Wheat Ridge Court is part of the Colorado Crime Investigation Center (CCIC); which establishes specific requirements on security of workstations. Offices and workstations must be closed to the public but, do not necessarily need to be individually secure. The current workstation layout and design is inefficient for the current workflow and they lack the necessary technological set up, see Figure 05.45 on page 89. The design and layout of spaces without consideration of technology is also affecting other spaces throughout the department, such as the Court Room, see Figure 05.46 on page 89. Many of the spaces within the department are being used for multiple purposes, such as the breakroom as the Jury Deliberation Room. These existing spaces are also lacking in adequate square footage. Currently, the Courts takes up 4,874 NSF which includes City Council Chambers. The building has performance and organizational layout problems; most notably is the inadequate separation of the Council Chambers and the Court Room (Figure 05.40 on page 86). These rooms are frequently being under-utilized because these spaces cannot be used at the same time. Safety and security is a large concern for the Municipal Court. Starting in the parking lot, there is a lack of secure prisoner drop-off and without a private entrance for detainees the main department hallway and exit are being used. This one exterior exit and corridor, see Figure 05.44 on page 89, is the main circulation path for Court employees with offices, workrooms, and restrooms all being accessed off this corridor. Figure 05.42: Municipal Courts Location Within City Hall For employee attraction and retention, the City’s Court has lost employees to Arvada and other communities. This loss was mainly driven by greater opportunities for full-time employment and access to advanced/up-to- date technology. Space Needs Summary by Department 89 City of Wheat Ridge FMP | Space Needs Overview 88 Figure 05.43: Municipal Courts Adjacency Diagram ADMINISTRATIVEPOLICEMUNICIPAL COURT Required adjacency Works closely with this department Figure 05.44: Municipal Court - Detainee Arrival & Departmental Circulation Corridor Figure 05.45: Municipal Court - Workstations Figure 05.46: Court Room - Judge’s desk Remote WorkFor those employees who are able to work remotely they have the opportunity to choose between a laptop or desktop set-up for their workstations. Currently these employees still only work remotely 2-3 days per month. The department currently operates on a hybrid work schedule but has not looked into the possibility of hoteling or sharing desks/workstations. Due to the Courts CCIC connection, and subsequent space/security restrictions, the option to share workstations may be limited.Space Needs Office Space Needs • Dedicated, private, secure room for Jury Deliberation• Private meeting rooms for defense attorneys• Marshall’s workroom w/ (3) workstations• Private, dedicated office for Deputy Court Administrator• Better office storage space Additional Space Needs • Exercise/ fitness room (shared)• Quiet Room in the Courtroom• Larger Breakroom (w/ oven and dishwasher)• Locker rooms attached to the Marshall’s dedicated Work room• Dedicated screening area in Lobby (shared) AdjacenciesMunicipal Court has a strong working connection with the Police Department and would continue to need physical adjacency, whether in a renovated City Hall or a new Justice Center. The Courts also works daily with the Administrative Services Department, specifically the Finance division. Reference Figure 05.43 on page 88. Space Needs Summary by Department 91 City of Wheat Ridge FMP | Space Needs Overview 90 Figure 05.47: Parks & Rec - Existing Square Footage Interior NSF SF_Charts PNSB N Bldg.PFOS Office Bldg Parks Shops Anderson Bldg.Rec. Center AAC Total: 8,763 SF Total: 61,739 SF Total: 11,416 SF Total: 4,808 SF Total: 7,239 SF Total: 540 SF Parks & Rec. 8,763 SF Parks & Rec. 61,739 SF Parks & Rec. 11,416 SFParks & Rec. 4,808 SFParks & Rec. 7,239 SFParks & Rec. 540 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 540 61,739Measure Exterior GSF SF_Charts (Ext) PW Shops Parks Shops Total: 20,713 SF Total: 13,209 SF Parks & Rec. 20,713 SFParks & Rec. 13,209 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW City Department Parks & Rec. 13,209 20,713 Measure Parks & RecreationPrimary Function “Wheat Ridge Parks and Recreation department maintains 21 city parks occupying more than 170 acres, seven miles of trails, 300 acres of open space, urban forestry, community gardens, nature programs and volunteers.”1 Within the City’s Parks and Recreation departments is the Forestry and Open Space division. “Forestry is responsible for the care and maintenance of all trees on City-owned property, including parks, open space, public spaces, streets and right-of-ways.”2 Current Locations Wheat Ridge Recreation Center 4005 Kipling St Wheat Ridge, CO 80033 PNSB (North), 7490 W. 45th Ave Wheat Ridge, CO 80033 Wheat Ridge Parks Shops 4350 Garrison St Wheat Ridge, CO 80033 Anderson Building & Pool 4355 Field St Wheat Ridge, CO 80033 Active Adult Center 6363 W 35th Ave. Wheat Ridge, CO 80033 Staffing The Parks & Recreation department currently consists of a headcount of roughly 201 staff, which includes seasonal employees and 110 part-time workers. Roughly the Department has 91 FTE with various workspace types. Table 05.48 shows their anticipated Department growth over the next 5 and ten-year time frames. 1 http://www.rootedinfun.com/31/Parks-Forestry-Open-Space 2 http://www.rootedinfun.com/149/Forestry Space Needs Summary by Department Existing Conditions Currently, the Parks & Recreation department operates out of the Recreation Center. Recreation staff are also split between the Anderson Building and the Active Adult Center. Staff also occupy spaces at the PNSB North building and the Park Shops. Parks & Recreation would like to hire more staff to help with special events but the space limitations within all the buildings has made that difficult. All buildings would benefit from updated security systems and better after-hours lighting. Wheat Ridge Recreation Center Parks & Recreation has decent office space at their main Department building, reference Figure 05.58 on page 99. The staff believe that the existing office spaces are adequate they just lack the appropriate number of those spaces; such as an increased number of large meeting rooms, conference rooms, and group work rooms. Many of these types of spaces are over-booked and are pulling double duty for use. The existing Department office cubicles have privacy and noise issues. Overall, the Rec Center is 61,739 NSF but the building severely lacks necessary storage space for general, equipment, and classroom storage, see Figure 05.53 on page 94. 93 City of Wheat Ridge FMP | Space Needs Overview 92 Table 05.48: Parks, Forestry, & Open Space - Staffing Staff_Tables Existing 2023 Existing Head Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 Year Head Count 10 year Head Count Parks & Rec.AACAnderson Bldg.Parks ShopsPNSB N Bldg.Rec. Center Sub TotalGrand Total 1901059283513 1901059283513 1921059303513 1941059323513 190 190 192 194 Category1All Location1Multiple values City DepartmentParks & Rec. Table 05.49: Parks & Rec - Existing and Projected Square Footage SF_Tables Existing ExistingTotalSquare Footage Current Required (Rightsized) Current Required (Rightsized)Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 YearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 yearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare FootageParks & Rec.AAC Anderson Bldg.Parks ShopsPFOS Office Bldg PNSB N Bldg.PW ShopsRec. Center Sub Total 61,73913,2095407,23925,52111,4168,763 0-5,3090052,12800 0000000 61,7397,9005407,23977,64911,4168,763 0000000 0000000 61,7397,9005407,23977,64911,4168,763 0000000 0000000 61,7397,9005407,23977,64911,4168,763 128,427 46,819 0 175,246 0 0 175,246 0 0 175,246 Location1unassigned City DepartmentParks & Rec. Type 11Multiple values - - - - -- - - CATE R I N G B20 1 OFF I C E B202 CLO S E T B203 STO R A G E B204 STOR A G E B20 5 HAL L B20 6 STO R A G E B207 PRO S P E C T H A L L B208 WOM E N S B209 MENSB210 ASPE N R O O M B21 1 ART S & C R A F T S B212 KETN E R B214 COM P U T E R L A B B215 MEC H A N I C A L B216 JAN C L O S E T B217 CLO S E T B218 FRO N T D E S K B219 OFF I C E B220 VEST I B U L E B221 LOU N G E B222 STO R B223 KITCH E N B226 STORB227 SHEDB228 Wh e a t R i d g e F a c i l i t i e s M a s t e r P l a n CO P Y R I G H T 2 0 2 3 AC T I V E A D U L T C E N T E R 63 6 3 W E S T 3 5 T H A V E N U E W H EA T R I D G E C O L O R A D O , 8 0 0 3 3 A1 0 1 FI R S T F L O O R P L A N FACILITIES - GROSS7,543.52 sf ST O R A G E 16 4 . 0 5 s f STORAGE2,408.7 sf Figure 05.50: Parks & Rec Parks, Forestry, and Open Space Office Building Figure 05.52: Anderson Building - Plans by The Abo GroupFigure 05.51: Active Adult Center - Plans by The Abo Group RE F . REF . -- - - - - - - GYM100 FITNESS101 STORAGE101A MECHANICAL101B TOILET103 TOILET104 WAIT102A CIRCULATION102 MULTI-PURPOSE105 STORAGE106 STORAGE106A STORAGE106B CHECK-IN107A CIRCULATION107 WOMEN112 MEN113 CABANA 109 CABANA111 JAN 110 STORAGE117 MECHANICAL114 POOL FILTER ROOM115 LIFEGUARD116 CIRC108 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 ANDREWS RECREATION CENTER 435 FIELD STREET WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN Space Needs Summary by Department Space Needs Summary by Department 95 City of Wheat Ridge FMP | Space Needs Overview 94 Figure 05.54: Wheat Ridge City Pool - Anderson Building Figure 05.53: Recreation Center - Storage Equipment Room Figure 05.55: Active Adult Center - Activity Room Anderson Building & Pool In the Anderson building (Figure 05.54 on page 94), staff office layout is ad hoc and does not allow for adequate function of the space. Because of the buildings layout, reference Figure 05.51 on page 93, there is a lot of underutilized space and it needs to be reconfigured. Many spaces such as the lifeguard office is pulling double duty as the staff breakroom. The building is 11,416 NSF however, it lacks necessary storage therefore many dedicated janitorial and mechanical/electrical rooms are also being used as storage space for furniture, equipment, and machinery. The building would benefit from expanded storage capabilities. Active Adult Center Parks & Recreation is trying to change the Active Adult Center’s public perception of being a place only for the elderly. Currently, the building is 8,763 NSF or operational space. The Department wants to incorporate more fitness options, programming space (Figure 05.55 on page 94) and online programming. However, the center’s location does not have adequate access to public transportation and parking on-site is not designed well for elderly or handicapped persons. See Active Adult Center’s building plan Figure 05.52 on page 93. Park Shops The shop space like other Parks & Recreation occupied buildings lack the necessary space requirements for storage of existing equipment, furniture, and machinery. Currently, the shops space takes up 25,521 GSF of space, which includes exterior storage spaces. The Department would benefit from increase garage space and greenhouse SF, see Figure 05.57 on page 98. Parks, Forestry, and Open Space Office Building The Parks, Forestry, and Open Space Office Building, was recently given to Local Works - with the planned intention of becoming a Clear Creek Maker-space (CCM). The re-allocation of this space resulted in an immediate deficit of space to meet current needs as well as to accommodate “right-sized” needs for the Parks and Recreation departments. PNSB North Building The Department does occupy roughly 540 square feet of space at the PNSB North building, which serves 9 staff members. Space Needs Summary by Department 97 City of Wheat Ridge FMP | Space Needs Overview 96 ADMINISTRATIVE CITY MANGERPUBLIC WORKS POLICE PARKS AND RECREATION Required adjacency Works closely with this department Figure 05.56: Parks & Rec Adjacency Diagram Remote Work Currently, 7 staff members are working remotely on a regular basis. On average, staff works remotely 2 days a week. A large percentage of the Parks & Recreation staff spends time off-site at other buildings or working with clients in the field. Because of this and the nature of the work being conducted, there is potential for hoteling to be implemented within the Department. Space Needs Office Space Needs • Training Room (dedicated/separate from Police Department)• Interview/ Huddle Room• Breakroom• Aerobics/Yoga Classroom• Cycling Studio• Wellness/ Massage Rooms• (4-6) Office room suite• Summer Camp Room (60+ capacity) Additional Space Needs • Warm Therapy Pool • (12) Individual Changing Rooms • Women’s staff locker room at Shop • Larger Restrooms • Expanded Parking lot • Park Pavilion w/ playground and seating • (2-4) Youth Soccer Fields • Full Court Gymnasium • Larger Greenhouse • Expanded back Pool patio • Attached Garage • Garage for Equipment at Shops • Storage Room for Equipment at Anderson • Storage Shed • Multiple Storage Room at Active Adult Center • Cycling Bike Storage • Larger Loading Dock (Shared) • Kitchen storage • Storage at Rec Center • Equipment Storage at Rec Center AdjacenciesOperationally Parks & Recreation does not interact with other Departments, aside from the Finance Department. The Department also works with Public Works and the Police Department on occasion or as needed, see Figure 05.56. Space Needs Summary by Department 99 City of Wheat Ridge FMP | Space Needs Overview 98 Figure 05.57: Parks & Rec Park Shops SITE - GROSS39,542.18 sf LANDSCAPE1,472.3 sf LANDSCAPE3,518.32 sf LANDSCAPE458.55 sf SITE CIRCULATION12,666.71 sf PARKING998.31 sf PARKING1,598.98 sf ENCLOSED STORAGE 11,460.91 sf ENCLOSED STORAGE 2352.32 sf SHED 1241.29 sf SHED 2204.63 sf SHED 3164.97 sf COVERED STORAGE251.98 sf GH 1159.06 sfGH 2160.75 sf OFFICE / SHOPS2,623.67 sf OFFICE 1111.66 sf OFFICE 293.41 sf OFFICE 394.34 sf OPEN OFFICE140.35 sf HALL76.45 sf RR 130.26 sf RR 222.09 sf MECH25.95 sf BREAK / KITCHEN529.99 sf SHOP / PARTS 176.78 sf SHOP / PARTS 2558.2 sf TOOLS231.8 sf STORAGE196.43 sf LOCKERS 286.45 sf LOCKERS 1112.53 sf Figure 05.58: Recreation Center - Plans by The Abo Group UP UP UP UP DN UP UP SLIDE -- - - - - - - RAQUETBALL #1D100 RAQUETBALL #2D101 STAIRD102 JAN / STORD104 CORRIDORD103 MAINTENANCE STORAGED105OFFICED106 ELECTRICALD108 SPRINKLERD109 GYM STORAGED110 ATHLETIC LOBBYD112 GYMD111 ENTRYC108 WOMENS LOCKERC110 SHOWERSC111 TOILETSC113 AQUATICS OFFICEC115 POOL STORAGEC116 CORRIDORC117 CORRIDORC118 STEAMC119 STEAMC120 CORRIDOR139 STEAM MACHC121 HC CABANAC122 HC CABANAC123 FAMILY LOCKERSC124 CABANA 4C125 CABANA 3C126 CABANA 2C127 CABANAC128 ENTRYC129ELECTRICALC130 CHASED114 ENTRYC131 TOILETSC132 SHOWERSC134 DRYING ROOMC135 VANITYC136 MENS LOCKERC133 TOILETSC137CHASEC138 GUARDSC140 COMPETITIVE SWIMMINGC107 POOL STORAGEC106 MECHANICALC105 POOL MECHANICALC104 SPAC103 FAMILY SWIMMINGC100 MECHCHASE MECHCHASE WOMENC102 MENC101 SUN DECKC141 DAHLIA ROOMB118 COLUMBINE ROOMB119 CARNATION ROOMB120 STORAGEB121 KITCHENB122 STORB122AJANB123 VENDB124 PHONESB125 OFFICEB126 ELECB116 GAME ROOMB112 CLASSROOMB113 STORB114 CLASSROOMB115 CORRIDORB111 DRY VIEWINGB128 WET VIEWINGB127 SEATINGB105 CAFE / JUICE BARB106 CORRIDORB107 MENB108 CHASEB109 WOMENB110 CIRCULATIONB104 LOUNGEB102 LOBBYB101 VESTIBULEB100 CIRCULATIONB103 EQUIPMENTA102 COUNTINGA103 WORKA104 GYM OFFICEA105 STORAGEA106 COMPUTER / ELECTRICALA107 CORRIDORA108 GYM STORAGEA109 OFFICESA110 PARKS & RECA111 REC SUPER.A112 GPSA113 ATHL SUPERA114 BREAK ROOMA115 FACILITY OPSA116 MAIN DESKA117 CONFERENCEA119 CHILD DAYCAREA120 CHILDRENS TOWERA121TOILETA122 ELEVA104 RoomB201 RoomB202 RoomB203 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 WHEAT RIDGE RECREATION CENTER 4005 KIPLING STREET WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN 101 City of Wheat Ridge FMP | Space Needs Overview 100 Space Needs Summary by Department • Understand the rules of search and seizure • Understand constitutional rights • Understand officer safety issues • Apply current case law • Investigate, document, and articulate findings of fact Code Enforcement The City of Wheat Ridge Municipal Nuisance Code is intended to benefit everyone while making the neighborhoods safe, strong and attractive. Compliance can reduce vandalism, deter crime, maintain property values and prevent deterioration of the neighborhood. Wheat Ridge codes are a collection of regulations and procedures to provide safe, healthy, and attractive living conditions for all residents. This ensures a community’s quality of life and integrity through the enforcement of Nuisance Codes. TLC Neighborhood Program The Wheat Ridge TLC Neighborhood program is a collaborative effort by WRPD, the City Community Development, Parks & Recreation, and Public Works departments, and Local Works. Wheat Ridge TLC stands for Traffic Safety, Life Quality, and Crime Reduction. The program is conducted every year by the Community Services Team and is designed to engage the community in proactive code enforcement strategies. Police DepartmentPrimary Function “The Wheat Ridge Police Department (WRPD) is a state and nationally accredited agency by the Commission on Accreditation for Law Enforcement Agencies (CALEA) and is dedicated to providing police services to approximately 33,000 citizens.”1 Within the Police Department there are numerous Divisions such as: Animal Control, Code Enforcement, TLC Neighborhood Prevention Program, Crime Prevention, Patrol Operations Division, Professional Standards Unit, and the Support Services Division. A brief description of each division is provided in this section. Current Locations City Hall, 7500 W. 29th Ave. 1st Floor Wheat Ridge, CO 80033 DivisionsAnimal Control Municipal animal control relates more to managing people than it does to managing pets. At a minimum, they are required to: • Manage complex, emotional, and sometimes volatile situations • Resolve conflict • Apply appropriate animal management techniques • Understand animal behavior • Understand human psychology • Understand the operational, emotional, and political aspects • Understand all local, state, and federal laws 1 https://www.ci.wheatridge.co.us/213/About-Us Space Needs Summary by Department Support Services Division The Support Services Division, led by a Division Chief, a Commander, three sergeants and a civilian supervisor, provides investigative and administrative support to the department and the Patrol Operations Division. Those areas include: • Investigations Bureau• Property and Evidence Unit• Records Team • Training and Accreditation Unit The Investigations Bureau, reviews all felony crimes and more than 2,200 case reports a year. The bureau oversees the Property and Evidence Unit, the registration process for sex offenders, and the Criminal Intelligence detectives. The Special Investigations Unit reports directly to the Investigations Bureau Commander and includes: • The West Metro Drug Task Force (WMDTF), • The Metropolitan Auto Theft Task Force (MATT) • Vice/Intelligence Crime Prevention Crime Prevention officers work to promote positive police-community relationships, to identify crime risks, to educate residents and businesses on how to reduce crime risk and to establish and work with neighborhood crime watch clubs. Patrol Operations Division The Patrol Operations Division is directed by a division chief and managed by two commanders. These are the uniformed men and women that patrol the Wheat Ridge neighborhoods, respond to emergencies, engage in community policing projects, and support various community involvement programs. In addition, Patrol Operations runs four special units: Crime Prevention, SWAT, Crash and Traffic, and the Community Services Team. Professional Standards Unit The Professional Standards Unit (PSU) is responsible for managing commendations and complaints filed by members of the community. In addition, PSU manages the development, implementation, and supervision of recruitment and selection processes within the department, to include hiring, in coordination with the Human Resources Unit/Division. The Unit also handles internal investigation activities, including misconduct, as well as policy research, development, and maintenance. The Unit also oversees and coordinates the police department awards/ recognition program. Quarterly and annual statistical summaries are also compiled by the PSU based on internal investigations in order to evaluate trends, patterns, training needs, and provide statistical data for recommended changes or strategies. Space Needs Summary by Department 103 City of Wheat Ridge FMP | Space Needs Overview 102 SF_Charts City Hall PW Shops Total: 2,088 SF Total: 15,321 SF PD 2,088 SF PD 15,321 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 2,088 15,321 Measure Figure 05.59: Police Department - Existing Square Footage SF_Charts (Ext) PW Shops Total: 7,001 SF PD 7,001 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMO CourtsParks & Rec.PDPW City DepartmentPD 7,001 Measure Interior NSFExterior GSF Staffing The department is comprised of 118 staff currently and is broken down by 87 sworn officers and 31 civilian personnel who serve under the leadership of the Chief of Police. They receive an average of 38,000 calls for service each year. WRPD operates three watches, or shifts, to cover operations 24 hours a day. Each watch is staffed by two sergeants and 11-12 officers. Officers are assigned to one of four beats in the City. These officer’s main office space is an open room with dedicated workstations and a few shared or reporting workstations, see Figure 05.69 on page 109. Staffing is expected to increase in 2024 by 2-5 personnel, and an additional 7 staff in the forthcoming five years, and 14 in the next ten year. (reference Table 05.62 on page 105) While current staffing will remain somewhat level, it is difficult to maintain, find, and hire new staff. Existing Conditions Site/Location The Police Department is located at the City Hall site with the City’s administrative functions. The Police department is located on the east side of the building, and is somewhat difficult to find, see Figure 05.64 on page 106 and Figure 05.65 on page 107. First time visitors to the department often start in the City Hall portion of the building and need be told where the department is located. The Police Department has an average number of 10 visitors, with a peak of 25 or more visitors per day. City Hall, including the Police department is located in the southeastern quadrant of the City and directly adjacent to a residential neighborhood and east of the Crown Hill Cemetery. The location of the Police Department works adequately, but is not appropriately located for the population it serves. There are several detrimental aspects to the existing site/location for the Police department. • Patrol vehicles are required to complete a siren test at the beginning of each shift, which is a noise disruption in the neighborhood. While not a major complaint, the situation could be improved with an alternate location more central to the primary service area of the I-70 corridor on the northern edge of the City. • The southern location is disruptive to the department as City vehicles are required to fill gas at the Public Works site, located at 11220 W. 45th Ave, approximately a seven-minute drive from City Hall. • The department currently has 27 vehicles assigned, all of which are in an open unsecured parking lot on the east side of the building. There is a deficit of parking adjacent to the department, especially during shift change where there is an accumulation of personal vehicles along with the assigned vehicles. • There is no sally port for the secure transport of persons in to and out of the facility from vehicles. Existing intake space can be seen in Figure 05.69 on page 109. • The department has off-site evidence storage at the Public Works City Shops (11220 W. 45th Ave), which also requires additional drive time between sites along with vehicle maintenance. Interior Conditions The reception desk in the lobby sees approximately 10-12 people per day, primarily to obtain records and/or turn themselves in. The front desk location and size is small and confusing for the public, see Figure 05.61 on page 104. While the construction of the space does have some bullet resistive construction, many of the spaces in and near the lobby are not as secure as that reception desk. To get what they need at the Police Department visitors frequently go in-and-out of secured spaces to complete their tasks. The department is located in City Hall, a building designed in the 1970’s to include a police department with 50 sworn officers. The department’s existing NSF is 15,321 in City Hall with 9,089 NSF evidence storage and impound lot, at the Public Works Shops, (see Figure 05.59). The department currently has 118 sworn officers and could see 14 more within ten year. As shown in Table 05.63 on page 105, the required space for those additional personnel and service needs cannot be met in the current facility. This need for space is most evident in the lack of adequate locker room/uniform storage space, shown in Figure 05.71 on page 109. Another area which showcases the Department’s need for more space is the relocation of the Code Enforcement group. This group was looking to relocate to a small section of workstations within the Community Development space, which has open workstations due to staff moving to the PNSB North building. However, due to the restrictions placed by CJIS this space needs to be secure which can not happen in the current configuration of the space. There is also the issue of connecting these workstations to the secure telecommunications systems that is required by the Police Department. 105 City of Wheat Ridge FMP | Space Needs Overview 104 Figure 05.60: Police Chief’s Conference Room Figure 05.61: Security Desk - Main Lobby Table 05.63: Police Department - Existing and Projected Square Footage SF_Tables Existing Existing TotalSquare Footage Current Required (Rightsized) Current Required (Rightsized) Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 Year Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 year Addt'l NewSquare Footage SurplusSquare Footage TotalSquare FootagePDCity HallOtherPW Shops Sub Total 9,089015,321 18,11004,826 00849 27,199019,298 000 000 27,199019,947 000 000 27,199020,635 24,410 22,936 849 46,497 0 0 47,146 0 0 47,834 Location1unassigned City DepartmentPD Type 11Multiple values Table 05.62: Police Department - Existing and Projected Staffing Staff_Tables Existing 2023 Existing Head Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 Year Head Count 10 year Head Count PD City Hall Sub TotalGrand Total 118118 118118 125125 132132 118 118 125 132 Category1All Location1Multiple values City DepartmentPD Space Needs Summary by Department Space Needs Summary by Department 107 City of Wheat Ridge FMP | Space Needs Overview 106 Figure 05.64: Police Department Location Within City Hall - First Floor RE F . UP REF. UP REF . -- - - - - - - MAIL ROOM155 STORAGE154 LIBRARY150WORK AREA149 CORRIDOR152 JAN153 WOMEN147 MEN148 OFFICE142 STAIRS146 OFFICE137 OPEN OFFICE139 ELEV135 VAULT144 OFFICE156 OFFICE134 OFFICE136 STOR140 CITY CLERK140 TREASURER145 OPEN AREA186 VESTIBULE141 LOBBY136 PUMP ROOM128 JAN126 VEST125WOMEN124 MEN127 VEST129 STORAGE160 VEST183 PROJ180 COUNCIL ROOM181 COURT ROOM173 BOILER ROOM177 TELE176 MECH ROOM178 GEN ROOM159 STOR174 RESTROOM175 BREAK ROOM172 ELEC ROOM171 OFFICE167OFFICE165 OFFICE168 OFFICE169 CORR176 RECEP / WAITING166 INTERVIEW139 STAIR133 ARMORY135 RECORDS SUPERVISOR138 COMPUTER129 BREAK130 IT OFFICE128 STOR127 CRASH & TRAFFIC (CATT)126 CORR134 HOLD124 HOLD125 CORR120 CORR121 BOOKING122 CORR123 HOLD118 HOLD119 CORR124 CORR132 FOYER100 DRYING ROOM102 EVIDENCE ROOM103 EVIDENCE104 COPY ROOM121 PATROL COMMANDER114 PATROL COMMANDER113 PATROL DIVISION CHIEF112 BRIEFING111 STAIR115 PATROL SERGEANTS106 CORRIDOR110 REPORT117 WOMENS LOCKER109 MENS LOCKER108 RECORDS137 BREAK ROOM156STORAGE157 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 CITY OF WHEAT RIDGE CITY HALL & POLICE DEPARTMENT 7500 WEST 29th AVENUE WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN POLICE 15,321 SF CITY CLERK 736 SF ADMINISTRATION 4,303 SF COURTS 4,874 SF CITY COUNCIL CHAMBERS BLDG. COMMON 6,325 GSF TOTAL Figure 05.65: Police Department Location Within City Hall - Second Floor DN DN DN DN -- - - - - - - CHIEF225CONFERENCE224 PROFESSIONAL STANDARDSSERGEANT226 TRAINING/ACCREDITATION227 PUBLIC INFORMATION OFFICER228 RECEPTION223 INVESTIGATIONS COMMANDER219 SUPPORT SERVICES DIVISIONCHIEF218 WORK ROOM220 INTERVIEW213 SIU SGT212 CRIME PREVENTION/SRO230 STOR232JAN233 TELE234 STAIR222 CORRIDOR229 RECEPTION221 WOMEN236 MEN237 CORRIDOR235 STOR210 INTERVIEW209 POLY208 DETECTIVES217 TRAINING241 MECHANICAL242 STOR240 BREAK ROOM239 CORRIDOR238 STAIR207 CONFERENCE201 CORRIDOR200 ENTRY202 MEETING203 OFFICE205 OFFICE206 OFFICE207 OFFICE208 OFFICE209 OFFICE210 OFFICE211 WORK ROOM215WORK AREA204 STAIRS214 MENS260 WOMENS261 JAN262 MECHANICAL263 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 CITY OF WHEAT RIDGE CITY HALL & POLICE DEPARTMENT 7500 WEST 29th AVENUE WHEAT RIDGE COLORADO, 80033 A102 SECOND FLOOR PLAN POLICE 15,321 SF TOTAL COMMUNITY DEVELOPMENT 4,636 SF Administrative and office spaces are sufficient in size overall but could be arranged or remodeled to include better adjacencies and consistency in sizes of offices. Both Sergeants and Shift Commanders spaces could be improved in layout and location, more adjacent to Roll Call. Some of office spaces are in suites that are not contiguous with each other or on different floors and take more time to get to. Currently Investigations and the Chief are on the 2nd floor. There is also Victim Outreach group which is not part of the City services, but is a separate agency located on the second floor and is given space in the department. While there will always be a need for some visitors to the department, it is likely that the number of visitors will decrease over time with the ability to utilize increased online forms and services. While visitors are decreasing slightly, the department would like to have an increased visibility in the community by hosting events throughout the year, along with additional outreach services. Samples of current outreach programs include Wheat Ridge 101, Get-to-Know-You, and Cops & Costumes where the department gathers Halloween costumes for the community. In addition to outreach and community programs there is a desire to host business and civic advisory groups. Five (5) hard interview rooms are adequate, but there are no soft interview rooms. The department could use two (2) soft interview rooms for families and children. There is a need for an additional 10–24 person conference room beyond the conference spaces that are existing today, as shown in the Police Chief’s conference room (Figure 05.60 on page 104) and the training room (Figure 05.67 on page 108). The current training room must be CJIS compliant, which means this space cannot be utilized by other departments within the building. Storage and filing spaces seem adequate in general as the need for paper file storage is dwindling and most files are stored and maintained digitally. There is a need for a modest amount of additional supply storage at 80 SF. Homeless property is stored for 60 days. The department has an increasing need for storage space for this specific need. The largest current unmet need is in the evidence processing and storage areas in the lower level of the building. The spaces are very well organized, but the spaces are small, and the department will be out of evidence storage on-site in the next couple of years. There has been an effort to move items around and utilize high bay storage, but that does not resolve the deficit. The department needs to maintain the chain of custody by keeping as many of the evidence items on-site and under their responsibility. The department utilizes a regional lab for processing evidence, but the space to initially register/document the evidence is small and undersized. Space Needs Summary by Department 109 City of Wheat Ridge FMP | Space Needs Overview 108 Figure 05.67: Police Department - Training Room Figure 05.68: Police Department - Code Enforcement WorkstationsFigure 05.66: Police Department Adjacency Diagram MUNICIPAL COURTS POLICE Required adjacency Works closely with this department PARKS AND RECREATION Figure 05.69: Police Department - Intake Figure 05.71: Police Department - Locker Rooms Figure 05.70: Police Department - Patrol Cubicles AdjacenciesThe Police Department has a strong adjacency, see Figure 05.66, with the Municipal Court but also works with Parks & Recreation especially during scheduled events. Space Needs Summary by Department 111 City of Wheat Ridge FMP | Space Needs Overview 110 Figure 05.72: Public Works - Existing Square Footage SF_Charts PW Shops Total: 21,100 SF PW 21,100 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 21,100 Measure SF_Charts (Ext) PW Shops Total: 150,008 SF PW 150,008 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW City DepartmentPW 150,008 Measure Interior NSFExterior GSF Figure 05.75: Public Works - Salt Storage Figure 05.74: Public Works - Exterior Covered Vehicle Storage Figure 05.73: Public Works - Secure Entry Gate Public WorksPrimary Function In the City of Wheat Ridge, Public Work’s primary function is maintaining and improving the City’s infrastructure (which includes 133 miles of streets and 36 miles of storm sewers throughout the City), managing and maintaining the City’s fleet vehicles and equipment along with, administering and monitoring all construction activities within the street’s rights of way. Public Works responsibly manages transportation and drainage facilities in a safe, efficient, innovative and environmentally responsible manner; utilizing dedicated, highly skilled employees and partnerships to promote a high quality of life for the City and the public. Current Locations Wheat Ridge City Shops 11220 W. 45th Ave Wheat Ridge, CO 80033 Space Needs Summary by Department Space Needs Summary by Department 113 City of Wheat Ridge FMP | Space Needs Overview 112 Figure 05.76: Public Works - Garage Bay Table 05.78: Public Works - Existing and Projected Square Footage SF_Tables Existing Existing TotalSquare Footage Current Required (Rightsized) Current Required (Rightsized) Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 Year Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 year Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage PW PW Shops Sub Total 171,108 63,440 2,275 232,273 0 0 233,977 0 0 236,010171,108 63,440 2,275 232,273 0 0 233,977 0 0 236,010 Location1unassigned City DepartmentPW Type 11Multiple values Table 05.77: Public Works - Existing and Projected Staffing Staff_Tables Existing 2023 Existing Head Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 Year Head Count 10 year Head Count PW PW Shops Sub TotalGrand Total 3131 3131 3737 4444 31 31 37 44 Category1All Location1All City DepartmentPW Staffing The City Public Works department currently consists of a head count of 31 staff, all full-time employees. Over the ten-year time frame, the Public Works department anticipates a growth of 13 employees, bringing the count to 44 staff; reference Table 05.77 on page 113. Existing Conditions The Wheat Ridge Public Works Shops are well located within the City to effectively and efficiently reach their required service areas. Despite Public Works property surrounding a residential land use, the long- established site has had little to no objection from adjacent residents, see Figure 05.79 on page 114. Site access is currently limited to one primary access point, see Figure 05.73 on page 111, from West 45th Avenue. A secondary emergency/ as-needed access point is available from West 46th Avenue. Ideally the Shops site would have two (2) primary access points adjacent to a signalized intersection on West 44th Avenue. The site is organized and well maintained with a mixture of site circulation, parking (Figure 05.74 on page 111), storage (Figure 05.75 on page 111), fueling, and both permanent and temporary buildings. Buildings and structures on the site are of varying degrees of age and condition. Many of the buildings are at the end of their useful life due to both condition (structure and infrastructure) and space required for the modern size of vehicles and equipment. Site utilities also need to be updated, specifically drainage (Figure 05.82 on page 115) and electrical capacity, to allow for modernization and future needs. The Public Works department has between one (1) and three (3) visitors daily. A majority of the visitors are vendors and sales representatives. The Fleet division also sees members of other City departments when they bring in vehicles to be repaired, see Figure 05.76 on page 112, for a typical garage bay. The Public Works staff have identified the need for better wayfinding for visitors accessing the site. They would like clear direction for visitor parking and reception to keep those visitors from wandering the active and working site. Space Needs Summary by Department 115 City of Wheat Ridge FMP | Space Needs Overview 114 Figure 05.79: City Shops & Impound Lot SITE - GROSS222,543.7 sf LANDSCAPE2,402.86 sf LANDSCAPE2,366.23 sf LANDSCAPE2,263.46 sf LANDSCAPE14,306.3 sf LANDSCAPE889.43 sf LANDSCAPE702.48 sf PARKING798.19 sf PARKING198.42 sf PARKING399.11 sf PARKING798.2 sf PARKING4,754.21 sf PARKING3,431.78 sf PARKING1,446.67 sf PARKING544.2 sf COVERED PARKING5,435.95 sf YARD STORAGE - CS 110,347.02 sf YARD STORAGE - TRAFFIC 1759.86 sf YARD STORAGE - TRAFFIC 42,577.34 sf YARD S T O R A G E - T R A F F I C 2 199 . 4 8 s f YARD STORAGE - TRAFFIC 32,526.9 sf YARD STORAGE - PARKS 17,859.88 sf YARD STORAGE - PW 12,112.56 sf YARD STORAGE - PW 21,533.44 sf YARD STORAGE - CS 2718.37 sf FUEL STATION1,352.02 sf MATERIAL STORAGE1,817.73 sfMAG CHLORIDE STORAGE2,974.8 sf SALT BARN2,748.31 sf WASH EQUIP ROOM120.17 sf WASH PAD718.38 sf COVERED STORAGE - PW 11,244.05 sf COVERED STORAGE - CS 11,745.48 sf EVIDENCE STORAGE - POLICE 2192.19 sf EVIDENCE STORAGE - POLICE 11,896.16 sf IMPOUND LOT - POLICE 17,005.58 sf ENCLOSED STORAGE - FLEET 1273.08 sf ENCLOSED STORAGE - SMALL TOOLS STORAGE323.76 sf ES - SMALL TOOLS STORAGE - TRAFFIC 1229.84 sf ENCLOSED STORAGE - PW 1394.55 sf PARKS BUILDING 1 - BAYS4,247.8 sf PARKS BUILDING 1 - STORAGE 1383.84 sfPARKS BUILDING 1 - STORAGE 2311.66 sf PARKS BUILDING 2 - BAYS1,853.75 sf CS BUILDING 1 - OFFICE 1102.73 sf CS BUILDING 1 - OFFICE 2151.64 sf CS B U I L D I N G 1 - C I R C U L A T I O N 107. 0 5 s f TRAFFIC BUILDING 1 - BAYS2,135.91 sf TRAFFIC BUILDING 1 - OFFICE / SHOP332.45 sf TRAFFIC BUILDING 1 - STORAGE109.36 sf TRAFFIC BUILDING 1 - RESTROOM44.94 sf OPS & FLEET BUILDING 1 - GROSS5,926.11 sf OPS & FLEET BUILDING 1 - OFFICE 1193.6 sf OPS & FLEET BUILDING 1 - OFFICE 2171.22 sfOPS & FLEET BUILDING 1 - OFFICE 3118.63 sf OPS & FLEET BUILDING 1 - OFFICE 4146.76 sfOPS & FLEET BUILDING 1 - OFFICE 595.39 sfOPS & FLEET BUILDING 1 - TRAFFIC SIGN SHOP360.64 sf OPS & FLEET BUILDING 1 - HALL337.66 sf OPS & FLEET BUILDING 1 - SERVER / STORAGE121.48 sf OPS & FLEET BUILDING 1 - JANITOR / UTILITY84.92 sfOPS & FLEET BUILDING 1 - WOMEN'S RR / LOCKER100.27 sf OPS & FLEET BUILDING 1 - MEN'S RR178.42 sf OPS & FLEET BUILDING 1 - MEN'S LOCKER162.84 sf OPS & FLEET BUILDING 1 - BREAK / KITCHEN195.86 sf OPS & FLEET BUILDING 1 - CREW / UNIFORMS335.96 sf OPS & FLEET BUILDING 1 - FLEET OPEN OFFICE402.39 sf OPS & FLEET BUILDING 1 - STORAGE4.82 sf OPS & FLEET BUILDING 1 - PARTS / STORAGE / COMP226 sf OPS & FLEET BUILDING 1 - BAY 1 / EQUIP STORAGE473.78 sf OPS & FLEET BUILDING 1 - BAY 2 & 3/ PARTS STORAGE1,761.9 sfOPS & FLEET BUILDING 1 - EXTERIOR BREAK AREA427.21 sf TRAFFIC BUILDING 1 - VESTIBULE33.78 sf CS B U I L D I N G 1 - O P E N O F F I C E 145 . 3 9 s f Figure 05.80: Public Works - Conference/ Training Room Figure 05.82: Public Works - Exterior Vehicle Wash AreaFigure 05.81: Public Works - Locker Room The staff believe the location of the Public Works Shop works well, but the buildings, structures, and infrastructure need to be updated or replaced to meet current and future needs. A list of individual space needs is provided below. The overall opinion of the staff is that the current Public Works facility has been developed and augmented overtime and can no longer endure updates without a greater redevelopment. Ideally the site would be master planned and redeveloped to meet current needs and future needs in an efficient manner. Regarding security, the Public Works staff feel the site is relatively safe and keeps City spaces and assets secure. The site has seen little to no security issues, and currently provides space for the Active Adult Center to park their vehicles to avoid recent issues with vandalism. Facilities staff did note that the Public Works site does not currently use the BEST lock system as is standard for the rest of the City facilities, and would recommend updating. Staff also noted the need for a better entry gate access system. The current system allows multiple vehicles through at a time. Staff would like to see a system that limits entry to a single authorized vehicle. Space Needs Summary by Department 117 City of Wheat Ridge FMP | Space Needs Overview 116 Figure 05.83: Public Work’s Adjacency Diagram COMMUNITY DEVELOPMENT PUBLIC WORKS Required adjacency Works closely with this department PARKS AND RECREATION The Public Works department appears to have a high retention rate for staff with limited turn-over. Staff see the need for employee growth and would like a facility that promotes attraction of new staff and continues a high retention rate. Areas of improvement might include better locker areas for both men and women, see Figure 05.81 on page 115, as well as a larger meeting and training room spaces, see Figure 05.80 on page 115. Remote Work Although the Public Works department allows for remote working, only about five (5) percent of the staff have positions or daily tasks that are in-office related. A majority of the department’s work is in-person team based and located in the field. Space Needs Public Works (Shared) • Larger meeting space (40-person) • Material and equipment storage • Increase salt storage • Enclosed vehicle/equipment storage (10 to 11 bays) • Enclosed manual wash bay (with catwalk) • Shared shop space (wood shop and welding) • Wellness/fitness room • Additional site parking • Pipe and pole storage • Tool storage Operations • Administrative Assistant private office • Additional lockers • Larger accessible restrooms • Dedicated uniform storage • Dedicated server room • Central visitor area (with dedicated entry area) Construction Services • Meeting space (1five-person) Fleet • 6 larger repair bays (4 heavy and 2 light - pull-through bays) • Additional parts storage • Dedicated compressor/lube room • Mobile equipment/tool storage • 2 private offices and 2 shared open offices • Public Entry (if required) • Possible restrooms and lockers if larger building Traffic • Dedicated separate offices and shops (currently combined)• 2 private offices and 2 shared open offices Facility Management • Dedicated workspace/shop • Central Facilities material storage • Private office (Facilities Manager) AdjacenciesOperationally Public Works functions independently from other City departments. However, they have identified the need to be in close proximity/adjacency to the Community Development department for regular face-to-face interaction and coordination, see Figure 05.83 on page 117. The Public Works department does interact and provide services to other City departments, and therefore needs to be within a centralized location for efficient and effective service. Overall Space Needs Summary 119 City of Wheat Ridge FMP | Space Needs Overview 118 SF_Charts City Hall PNSB N Bldg.PW Shops PFOS Office Bldg Parks Shops Anderson Bldg.Rec. Center AAC Total: 8,763 SF Total: 61,739 SF Total: 11,416 SF Total: 4,808 SF Total: 7,239 SF Total: 23,188 SF Total: 7,069 SF Total: 36,523 SF Parks & Rec. 8,763 SF Parks & Rec. 61,739 SF Parks & Rec. 11,416 SFParks & Rec. 4,808 SFParks & Rec. 7,239 SFParks & Rec. 540 SF PD 2,088 SF PD 15,321 SF City Clerk 736 SF Courts 4,874 SF Bldg. Comm. 4,793 SF CD 270 SFAdmin. 1,196 SFCMO 270 SF PW 21,100 SF Bldg. Comm. 6,325 SF CD 4,636 SF Admin. 4,303 SF CMO 328 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW 4,808 61,739 Measure Through the data collection process, current head count and projected head count for 2028 (five-year planning time frame) was collected from each department. Current and projected head count, current occupied square footage, and future space needs for five- and ten-year time frames are shown in Section A “Space Needs Summary by Department” on page 56. An overall summary of existing interior and exterior space per building can be referenced in Figure 05.84 and Figure 05.86 on page 120. The CWR currently occupies space within eight (8) buildings across the city. This data can also be seen in Table 05.87 on page 121. An overall summary of existing and projected staffing requirements for all groups can be referenced in Table 05.85 on page 120. City Hall Existing space within City Hall is 36,523 NSF and houses many departments such as: Administration, City Manager’s Office, City Clerk, Community Development, Municipal Courts, and Police. The building also includes 6,325 NSF of building common space (see Figure 05.84 on page 119). Before this facility master plan, the City had already grown out of their existing space within City Hall. Certain groups within the City Manager’s Office, the Administration department, and Community Development department had to be relocated to another leased facility, the PNSB North building. C. Overall Space Needs Summary PNSB Building This temporary leased space provides the City with 7,069 GSF of office space for the City Manager’s Office, the Administration, Community Development, and Parks department. The building also includes 4,793 NSF of building common space (see Figure 05.84 on page 119). PW Shops At the Public Works shop space the department occupies 10 main buildings, various shed/storage spaces, and a covered gas pump. These buildings range in space type from office, locker rooms, garage, and general storage; they are mainly used by the Public Works department but the Police do occupy a building for evidence storage. The Parks department also occupies one of the buildings and utilizes some exterior storage space. Roughly these buildings provide 21,100 GSF of interior space. The campus includes exterior space for storage, the Police impound lot, and general site circulation. The existing exterior space at the Public Works shop space is 150,008 GSF. Park Shops The Parks shops, near the Anderson Building, has 4,808 NSF of interior space among two main buildings. Exterior storage space and site circulation takes up about 20,713 GSF. The two Parks buildings include office spaces, locker rooms, garages, and general storage. Figure 05.84: Overall Existing Interior Square Footage Other Facilities Another Parks asset, the Parks, Forestry, and Open Space Office Building, was recently given to LocalWorks - with the planned intention on becoming a Clear Creek Maker-space (CCM). Due to this re-allocation of space the Parks has given up roughly 7,239 SF of office/storage space. Other Parks facilities, such as: Recreation Center, Active Adult Center, and the Anderson Building were at capacity, in terms of available space. The Recreation Center is a two story building with 61,739 SF of space. The Active Adult Center occupies 8,763 SF of space. The Anderson Building houses the pool and gymnasium, occupying 11,416 SF of space. Overall Space Needs Summary 121 City of Wheat Ridge FMP | Space Needs Overview 120 Table 05.85: Overall Existing and Projected Staffing Staff_Tables Existing 2023 ExistingHead Count Current Required (Rightsized) 2023 Current Required(Rightsized) Head Count Projected 5 YearHead Count 10 yearHead Count Admin.City HallPNSB N Bldg. Sub Total CD City HallPNSB N Bldg. Sub Total City Clerk City Hall Sub Total CMO City HallPNSB N Bldg. Sub Total Courts City Hall Sub Total Parks & Rec.AACAnderson Bldg.Parks ShopsPNSB N Bldg.Rec. Center Sub Total PD City Hall Sub Total PW PW Shops Sub TotalGrand Total 29722 29722 32725 35728 34232 34232 36234 38236 22 22 33 55 541 541 761 1091 1313 1313 1515 1717 1901059283513 1901059283513 1921059303513 1941059323513 118118 118118 125125 132132 3131 3131 3737 4444 422 422 447 476 Category1All Location1Multiple values City DepartmentMultiple values SF_Tables ExistingExistingTotal Square Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 YearAddt'l New Square Footage Surplus Square Footage Total Square Footage 10 yearAddt'l New Square Footage Surplus Square Footage Total Square FootageAdmin.City Hall PNSB N Bldg.Bldg. Comm.City HallPFOS Office Bldg. PNSB N Bldg.UnknownCDCity Hall PNSB N Bldg.City Clerk City HallCMOCity Hall PNSB N Bldg.Courts City HallParks & Rec.AAC Anderson Bldg.Parks ShopsPFOS Office BldgPNSB N Bldg.PW ShopsRec. CenterPDCity HallOtherPW ShopsPWPW Shops Sub Total 1,1964,303 0690 0300 1,1964,693 00 00 1,4225,077 00 00 1,4225,769 04,79306,325 3,474003,820 0000 04,793013,619 0000 0000 04,793013,619 0000 0000 04,793013,619 2704,636 0613 0108 2705,141 00 00 2705,411 00 00 2705,749 736 245 0 981 98 0 1,079 108 0 1,187 270328 00 00 270328 00 00 718328 00 00 1,076328 4,874 3,054 120 7,808 0 0 11,529 0 0 12,915 61,73913,2095407,23925,52111,4168,763 0-5,3090052,12800 0000000 61,7397,9005407,23977,64911,4168,763 0000000 0000000 61,7397,9005407,23977,64911,4168,763 0000000 0000000 61,7397,9005407,23977,64911,4168,763 9,089015,321 18,11004,826 00849 27,199019,298 000 000 27,199019,947 000 000 27,199020,635 171,108 63,440 2,275 232,273 0 0 233,977 0 0 236,010351,676 145,091 3,652 493,115 98 0 500,615 108 0 506,219 Location1unassigned City DepartmentMultiple values Type 11Multiple values Table 05.87: Overall Existing and Projected Square Footage SF_Charts (Ext) PW Shops Parks Shops Total: 20,713 SF Total: 170,218 SF Parks & Rec. 20,713 SFParks & Rec. 13,209 SF PW 150,008 SF PD 7,001 SF City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW City DepartmentPD PW Parks & Rec. 20,713 170,218 Measure Figure 05.86: Overall Existing Exterior Square Footage This Page Left Blank GAP ANALYSIS06 Gap Analysis Summary 125 City of Wheat Ridge FMP | Gap Analysis 124 WHEAT RIDGE l gap analysis Existing Current Required(Rightsized)5 Year 10 year FTE: 422 FTE: 422 FTE: 447 FTE: 476 Existing Current Required (Rightsized)5 Year 10 year FTE: 190 FTE: 190 FTE: 192 FTE: 194 FTE: 118 FTE: 118 FTE: 125 FTE: 132 FTE: 29 FTE: 29 FTE: 32 FTE: 35 FTE: 34 FTE: 34 FTE: 36 FTE: 38 FTE: 31 FTE: 31 FTE: 37 FTE: 44 City Department0Admin.Bldg. Comm.CDCity ClerkCMOCourtsParks & Rec.PDPW Existing Current Required (Rightsized)5 Year 10 year 8%4%7%1% 28% 2%9% 41% 8%3%7%1% 28% 2%8% 43% 8%3%7%0% 28% 1%7% 45% 8%3%7%0% 28% 1%7% 45%FTE Total:422 FTE Total:422 FTE Total:447 FTE Total:476 City DepartmentCD Courts Admin. City Clerk PD CMO PW Parks & Rec. Average Annual Growth Rate: 1% HEAD COUNT & GROWTH A Gap Analysis compares available space to required space that has been determined by considering headcount, seatcount, changes in operations, work modes and space standards. The ultimate goal of this analysis was to identify surpluses and deficits to determine if the City of Wheat Ridge would exceed their current space capacity or if they could continue to utilize their existing assets. This analysis looked at projected square footage needs and compared them to existing, available square foot per building. While the Gap Analysis portrays existing spaces and potential capacity, it cannot be the only tool utilized for space needs analysis. It is important to consider other required needs that cannot necessarily be captured in a simple numerical analysis including adjacencies and geographic location for optimal operational functionality. The Gap Analysis compares the current (existing) seatcount and NSF, to required seatcount and NSF to meet today’s operational needs. Future Projected seatcount and NSF are used to identify the gap between available existing and required space. These comparisons were made for 2023 required space, 2028, and 2033 (five- and ten-year projected space needs). Headcount & Seatcount Gap Analysis As described in the Space Needs Overview, it is first necessary to identify how many seats are currently in use and needed versus the actual headcount or FTE. A simple way of looking at this is that one FTE may actually be two part-time staff both of whom occupy a seat. In this case, there is a headcount of one and a seatcount of two. Similarly, an employee may be counted in headcount, but is in the field 100% of the time and so does not require a seat. Based on this approach, both headcount and seatcount were calculated for the City of Wheat Ridge both for current and projected time frames. The total existing headcount at CWR is 422. This number accounts for all work space types, including hoteling seats, workstation seats, office seats and shared work space seats. The current adjusted seats needed refers to the required number of seats needed to support the staff headcount. This adjusted seat requirement is maintained at 422 for the City as of 2023. A. Gap Analysis Summary B. Methodology Figure 06.1: Head Count Growth by Department The projected 2033 headcount for CWR is 476. The largest staff growth is within the Police Department at a 14 person increase. The Public Works department is expected to increase by 13 people. The Administration department expects a staff increase of six (6) and the City Manager’s Office an increase of five (5). Other departments such as Community Development, Municipal Court, and Parks and Recreation are each expected to grow by four (4) staff members. The City Clerk’s Office is expected to grow by three (3) staff members. The headcount is projected to grow from 422 to 476 in ten years, an increase of 1.07% annually for all City departments. Gap Analysis Summary 127 City of Wheat Ridge FMP | Gap Analysis 126 WHEAT RIDGE l gap analysis Existing Current Required(Rightsized)5 Year 10 year Total: 508,368 SFTotal: 502,764 SFTotal: 494,931 SFTotal: 351,676 SF CMO 1,404 SFCMO 1,046 SFCMO 598 SF CMO 598 SF City Clerk 1,187 SFCity Clerk 1,079 SFCity Clerk 981 SF City Clerk 736 SF PW 236,010 SFPW 233,977 SFPW 232,273 SFPW 171,108 SF Parks & Rec. 175,246 SFParks & Rec. 175,246 SFParks & Rec. 175,246 SF Parks & Rec. 128,427 SF Bldg. Comm. 18,746 SFBldg. Comm. 18,746 SFBldg. Comm. 18,412 SF Bldg. Comm. 11,118 SF PD 49,649 SFPD 48,962 SFPD 48,312 SF PD 24,410 SF CD 6,019 SFCD 5,681 SFCD 5,411 SF CD 4,906 SF City DepartmentAdmin. Courts PW City Clerk CD PD Bldg. Comm. CMO Parks & Rec. -156,692 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head Count SquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage Admin. City Clerk CMO CD Courts PD PW Bldg. Comm. Parks & Rec. Grand Total 351,676423 128,427190 11,1181 171,10831 24,410118 4,87413 4,90634 5985 7362 5,49929 494,931423 175,246190 18,4121 232,27331 48,312118 7,80813 5,41134 5985 9812 5,88929 502,764448 175,246192 18,7461 233,97737 48,962125 11,52915 5,68136 1,0467 1,0793 6,49932 508,368476 175,246194 18,7460 236,01044 49,649132 12,91517 6,01938 1,40410 1,1875 7,19135 City DepartmentMultiple values Location1Multiple values Space TypeAll Category1Multiple values Type 11Total Work Setting1Multiple values WHEAT RIDGE l gap analysis Existing Current Required(Rightsized)5 Year 10 year Total: 221,075 SFTotal: 215,471 SF Total: 207,638 SF Total: 160,745 SF CMO 1,404 SFCMO 1,046 SFCMO 598 SFCMO 598 SF City Clerk 1,187 SFCity Clerk 1,079 SFCity Clerk 981 SF City Clerk 736 SF Courts 12,915 SFCourts 11,529 SFCourts 7,808 SF Courts 4,874 SF Admin. 7,191 SFAdmin. 6,499 SFAdmin. 5,889 SF Admin. 5,499 SF Parks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 94,505 SF Bldg. Comm. 18,746 SFBldg. Comm. 18,746 SFBldg. Comm. 18,412 SF Bldg. Comm. 11,118 SF PD 27,251 SFPD 26,563 SFPD 25,914 SF PD 17,409 SF CD 6,019 SFCD 5,681 SFCD 5,411 SF CD 4,906 SF PW 43,328 SFPW 41,295 SFPW 39,591 SF PW 21,100 SF City DepartmentAdmin. Courts PW City Clerk CD PD Bldg. Comm. CMO Parks & Rec. -60,330 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head Count SquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage Admin. City Clerk CMO CD Courts PD PW Bldg. Comm. Parks & Rec. Grand Total 160,745423 94,505190 11,1181 21,10031 17,409118 4,87413 4,90634 5985 7362 5,49929 207,638423 103,034190 18,4121 39,59131 25,914118 7,80813 5,41134 5985 9812 5,88929 215,471448 103,034192 18,7461 41,29537 26,563125 11,52915 5,68136 1,0467 1,0793 6,49932 221,075476 103,034194 18,7460 43,32844 27,251132 12,91517 6,01938 1,40410 1,1875 7,19135 City DepartmentMultiple values Location1All Space TypeMultiple values Category1Multiple values Type 11Total Work Setting1All INTERIOR WHEAT RIDGE l gap analysis Existing Current Required(Rightsized)5 Year 10 year Total: 508,368 SFTotal: 502,764 SFTotal: 494,931 SFTotal: 351,676 SF CMO 1,404 SFCMO 1,046 SFCMO 598 SF CMO 598 SF City Clerk 1,187 SFCity Clerk 1,079 SFCity Clerk 981 SF City Clerk 736 SF PW 236,010 SFPW 233,977 SFPW 232,273 SFPW 171,108 SF Parks & Rec. 175,246 SFParks & Rec. 175,246 SFParks & Rec. 175,246 SF Parks & Rec. 128,427 SF Bldg. Comm. 18,746 SFBldg. Comm. 18,746 SFBldg. Comm. 18,412 SF Bldg. Comm. 11,118 SF PD 49,649 SFPD 48,962 SFPD 48,312 SF PD 24,410 SF CD 6,019 SFCD 5,681 SFCD 5,411 SF CD 4,906 SF City DepartmentAdmin.CourtsPWCity Clerk CD PD Bldg. Comm. CMO Parks & Rec. -156,692 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head Count SquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage Admin. City Clerk CMO CD Courts PD PW Bldg. Comm. Parks & Rec. Grand Total 351,676423 128,427190 11,1181 171,10831 24,410118 4,87413 4,90634 5985 7362 5,49929 494,931423 175,246190 18,4121 232,27331 48,312118 7,80813 5,41134 5985 9812 5,88929 502,764448 175,246192 18,7461 233,97737 48,962125 11,52915 5,68136 1,0467 1,0793 6,49932 508,368476 175,246194 18,7460 236,01044 49,649132 12,91517 6,01938 1,40410 1,1875 7,19135 City DepartmentMultiple valuesLocation1Multiple valuesSpace TypeAll Category1Multiple values Type 11Total Work Setting1Multiple values Net Square Foot Gap Analysis As previously describe, a baseline square footage was established identifying how much space each user group currently occupies. This number was then “right-sized” to account for any surpluses or deficits in workspace and support spaces dedicated to each user group. This right-sized number was used to calculate the appropriate SF/ seat required for that group. This metric was used to project space needs, applying the adjusted SF/seat to the staff projections to arrive at a space needs projections. Space needs were calculated using the seatcounts that account for the impact of remote work. The existing interior net square footage occupied by CWR is 160,745 NSF. The current required (adjusted) net square footage for interior space would be 207,633 NSF, which is an increase of 29%. The five year projection is 213,741 NSF and the ten-year projected NSF required is 217,300 NSF. This analysis shows an interior space need of 56,555 NSF increase of 37% over the next ten years, see Figure 06.4 on page 128. The existing exterior net square footage occupied by CWR is 190,931 NSF. The current required (adjusted) net square footage would be 287,293 NSF, which is an increase of 50%. The five year and ten-year projection is 287,293 NSF. This analysis shows an exterior space need of 96,362 NSF increase within the next ten year, see Figure 06.5 on page 128. A full summary of square footage needs can be referenced in Figure 06.2 on page 126. Square footage breakdown by department can be referenced in Chapter 5 “Space Needs Overview” on page 53. Figure 06.2: Overall Square Footage Needs by Department - Bar Chart Table 06.3: Overall Square Footage Needs by Department - Table City of Wheat Ridge FMP | Gap Analysis 128 WHEAT RIDGE l gap analysis Existing Current Required(Rightsized)5 Year 10 year Total: 287,293 SFTotal: 287,293 SFTotal: 287,293 SF Total: 190,931 SF Parks & Rec. 72,212 SFParks & Rec. 72,212 SFParks & Rec. 72,212 SF Parks & Rec. 33,922 SF PD 22,399 SFPD 22,399 SFPD 22,399 SF PD 7,001 SF PW 192,682 SFPW 192,682 SFPW 192,682 SF PW 150,008 SF City DepartmentPW PD Parks & Rec. -96,362 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head Count SquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage PD PW Parks & Rec. Grand Total 190,9310 33,9220 150,0080 7,0010 287,2930 72,2120 192,6820 22,3990 287,2930 72,2120 192,6820 22,3990 287,2930 72,2120 192,6820 22,3990 City DepartmentMultiple values Location1All Space TypeExterior Space Category1Multiple values Type 11Total Work Setting1All EXTERIORWHEAT RIDGE l gap analysis Existing Current Required(Rightsized)5 Year 10 year Total: 221,075 SFTotal: 215,471 SF Total: 207,638 SF Total: 160,745 SF CMO 1,404 SFCMO 1,046 SFCMO 598 SFCMO 598 SF City Clerk 1,187 SFCity Clerk 1,079 SFCity Clerk 981 SF City Clerk 736 SF Courts 12,915 SFCourts 11,529 SFCourts 7,808 SF Courts 4,874 SF Admin. 7,191 SFAdmin. 6,499 SFAdmin. 5,889 SF Admin. 5,499 SF Parks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 94,505 SF Bldg. Comm. 18,746 SFBldg. Comm. 18,746 SFBldg. Comm. 18,412 SF Bldg. Comm. 11,118 SF PD 27,251 SFPD 26,563 SFPD 25,914 SF PD 17,409 SF CD 6,019 SFCD 5,681 SFCD 5,411 SF CD 4,906 SF PW 43,328 SFPW 41,295 SFPW 39,591 SF PW 21,100 SF City DepartmentAdmin. Courts PW City Clerk CD PD Bldg. Comm. CMO Parks & Rec. -60,330 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head Count SquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage Admin. City Clerk CMO CD Courts PD PW Bldg. Comm. Parks & Rec. Grand Total 160,745423 94,505190 11,1181 21,10031 17,409118 4,87413 4,90634 5985 7362 5,49929 207,638423 103,034190 18,4121 39,59131 25,914118 7,80813 5,41134 5985 9812 5,88929 215,471448 103,034192 18,7461 41,29537 26,563125 11,52915 5,68136 1,0467 1,0793 6,49932 221,075476 103,034194 18,7460 43,32844 27,251132 12,91517 6,01938 1,40410 1,1875 7,19135 City DepartmentMultiple values Location1All Space TypeMultiple values Category1Multiple values Type 11Total Work Setting1All INTERIOR WHEAT RIDGE l gap analysis ExistingCurrent Required(Rightsized)5 Year 10 year Total: 221,075 SFTotal: 215,471 SF Total: 207,638 SF Total: 160,745 SF CMO 1,404 SFCMO 1,046 SFCMO 598 SFCMO 598 SF City Clerk 1,187 SFCity Clerk 1,079 SFCity Clerk 981 SF City Clerk 736 SF Courts 12,915 SFCourts 11,529 SFCourts 7,808 SF Courts 4,874 SF Admin. 7,191 SFAdmin. 6,499 SFAdmin. 5,889 SF Admin. 5,499 SF Parks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 103,034 SFParks & Rec. 94,505 SF Bldg. Comm. 18,746 SFBldg. Comm. 18,746 SFBldg. Comm. 18,412 SF Bldg. Comm. 11,118 SF PD 27,251 SFPD 26,563 SFPD 25,914 SF PD 17,409 SF CD 6,019 SFCD 5,681 SFCD 5,411 SF CD 4,906 SF PW 43,328 SFPW 41,295 SFPW 39,591 SF PW 21,100 SF City DepartmentAdmin. Courts PW City Clerk CD PD Bldg. Comm. CMO Parks & Rec. -60,330 SF Difference betweenexisting square footageand 10 year requiredsquare footage: Existing Head Count SquareFootage Current Required(Rightsized) Head Count SquareFootage 5 Year Head Count SquareFootage 10 year Head Count SquareFootage Admin. City Clerk CMO CD Courts PD PW Bldg. Comm. Parks & Rec. Grand Total 160,745423 94,505190 11,1181 21,10031 17,409118 4,87413 4,90634 5985 7362 5,49929 207,638423 103,034190 18,4121 39,59131 25,914118 7,80813 5,41134 5985 9812 5,88929 215,471448 103,034192 18,7461 41,29537 26,563125 11,52915 5,68136 1,0467 1,0793 6,49932 221,075476 103,034194 18,7460 43,32844 27,251132 12,91517 6,01938 1,40410 1,1875 7,19135 City DepartmentMultiple values Location1All Space TypeMultiple values Category1Multiple values Type 11Total Work Setting1All INTERIOR Existing to 10-yr Need: 56,555 NSF deficit Existing to 10-yr Need: 96,362 NSF deficit Figure 06.5: Exterior Square Footage NeedsFigure 06.4: Interior Square Footage Needs This Page Left Blank This Page Left Blank ALTERNATIVES DEVELOPMENT & RECOMMENDATIONS07 133 City of Wheat Ridge FMP | Alternatives Development & Recommendations 132 ArcGIS Web Map_Public Works Shop ±Jefferson County offers this service for informational purposes only for the convenience of the user and assumes no liability whatsoever associated with the use or misuse of this data. This data is provided "as is" and Jefferson County disclaims all representations and warrantiesexpressed or implied, including without limitation all representations and warranties as to the completeness, accuracy, correctness, merchantability and fitness for a particular purpose of any data and any and all warranties of title related thereto.Sources: Esri, HERE, Garmin, USGS, Intermap, INCREMENT P, NRCan, Esri Japan, METI, Esri China (Hong Kong), Esri Korea, Esri (Thailand), NGCC, (c) OpenStreetMap contributors, and the GIS User CommunityJefferson County Colorado Author: ArcGIS Web AppBuilderDate: 6/30/2023 0 0.1 0.2mi Prospect Park Baugh House Wheat Ridge Historic Park Public Works Storage & Shop Buildings(193,406 SF) Potential Future Expansion Area123,700 SF Potential Future Expansion Area98,000 SF Potential Future Expansion Area22,600 SF Potential Future Expansion Area60,000 SF Potential Future Expansion Area79,000 SF OtherExpansion Opportunities OtherExpansion Opportunities ArcGIS Web Map_Public Works Shop ±Jefferson County offers this service for informational purposes only for the convenience of the user and assumes no liability whatsoever associated with the use or misuse of this data. This data is provided "as is" and Jefferson County disclaims all representations and warrantiesexpressed or implied, including without limitation all representations and warranties as to the completeness, accuracy, correctness, merchantability and fitness for a particular purpose of any data and any and all warranties of title related thereto.Sources: Esri, HERE, Garmin, USGS, Intermap, INCREMENT P, NRCan, Esri Japan, METI, Esri China (Hong Kong), Esri Korea, Esri (Thailand), NGCC, (c) OpenStreetMap contributors, and the GIS User CommunityJefferson County Colorado Author: ArcGIS Web AppBuilderDate: 6/30/2023 0 0.1 0.2mi Prospect Park Baugh House Wheat Ridge Historic Park Public Works Storage & Shop Buildings(193,406 SF) Potential Future Expansion Area123,700 SF Potential Future Expansion Area98,000 SF Potential Future Expansion Area22,600 SF Potential Future Expansion Area60,000 SF Potential Future Expansion Area79,000 SF OtherExpansion Opportunities OtherExpansion Opportunities N ArcGIS Web Map_Parks Shop ±Jefferson County offers this service for informational purposes only for the convenience of the user and assumes no liability whatsoever associated with the use or misuse of this data. This data is provided "as is" and Jefferson County disclaims all representations and warrantiesexpressed or implied, including without limitation all representations and warranties as to the completeness, accuracy, correctness, merchantability and fitness for a particular purpose of any data and any and all warranties of title related thereto.Sources: Esri, HERE, Garmin, USGS, Intermap, INCREMENT P, NRCan, Esri Japan, METI, Esri China (Hong Kong), Esri Korea, Esri (Thailand), NGCC, (c) OpenStreetMap contributors, and the GIS User CommunityJefferson County Colorado Author: ArcGIS Web AppBuilderDate: 6/30/2023 0 0.1 0.2mi Anderson Park Anderson Building & Pool Wheat Ridge Parks, Forestry & Open Space Oce Parks Storage & Shop Buildings(25,521 SF) Potential Expansion Area40,000 SF Potential Future Expansion Area40,000 SF Potential Future Expansion Area75,000 SF Potential Future Expansion Area125,000 SF Cle ar Creek ArcGIS Web Map_Parks Shop ±Jefferson County offers this service for informational purposes only for the convenience of the user and assumes no liability whatsoever associated with the use or misuse of this data. This data is provided "as is" and Jefferson County disclaims all representations and warrantiesexpressed or implied, including without limitation all representations and warranties as to the completeness, accuracy, correctness, merchantability and fitness for a particular purpose of any data and any and all warranties of title related thereto.Sources: Esri, HERE, Garmin, USGS, Intermap, INCREMENT P, NRCan, Esri Japan, METI, Esri China (Hong Kong), Esri Korea, Esri (Thailand), NGCC, (c) OpenStreetMap contributors, and the GIS User CommunityJefferson County Colorado Author: ArcGIS Web AppBuilderDate: 6/30/2023 0 0.1 0.2mi Anderson Park Anderson Building & Pool Wheat Ridge Parks, Forestry & Open Space Oce Parks Storage & Shop Buildings(25,521 SF) Potential Expansion Area40,000 SF Potential Future Expansion Area40,000 SF Potential Future Expansion Area75,000 SF Potential Future Expansion Area125,000 SF Clear Creek N Existing Shop Space Existing Shop Space CONS • Service disruption for new addition construction • The “make-it-work” approach results in inadequate half- solutions • Project hinges on property acquisition • Complex City Hall renovation • Public Works and Parks and Recreation missed opportunity to share resources • Existing character of buildings are dated • Building at Anderson would reduce park space • Long phasing project schedule could cause complications PROS • Cost effective • Incremental execution of the project • Addresses space requirements for City Hall • City Hall location is ideal • Intentional mini-campuses at existing locations • City administrative and judicial functions stay in close proximity Alternatives Development In workshop 01, the Steering Committee was shown three alternative options. The primary driver of alternative solutions stemmed from the need to determine optimal location of departments. While also addressing the fact that a gap analysis identified a critical need for additional space due to growth and potential displacement of staff. The three alternative directions discussed: • Utilize existing assets • Centralize all functions • Hybrid option 01. Workshop 01 Figure 07.1: Public Works Shops - Potential Expansion Figure 07.2: Parks and Recreation Shops - Potential Expansion Using the established program and space needs for the City departments, alternative solutions were presented by Stantec to the steering committee. Alternatives presented in workshop 01 centered around four locations: City Hall, Public Works Shops, Parks and Recreation Shops, and the Lutheran Medical Campus. In workshop 02, alternatives were presented comparing cost impacts for bringing buildings up to working condition (based on assessments), renovation/ reuse of buildings, demolition, and construction of new facilities. A. Alternatives Development Figure 07.3: Alternative 01: Pros & Cons Alternative 01: Utilize Existing Assets Alternative 01 explored utilization of the City’s existing assets by growing in-place. Figure 07.1 and Figure 07.2 on page 132, show the potential expansion areas to allow Public Works and Parks and Recreation to grow at their respective shop locations. This alternative also looked at a new addition to the existing City Hall building for the remaining City departments future growth. With a new City Hall addition the administrative departments, court, and police could meet their respective ten-year space needs. The existing Public Works campus has the potential to meet both the department’s ten-year space needs but is reliant on property acquisition. Similarly, the Parks and Recreation department would require property acquisition to allow for the department’s immediate and future space needs. However, the properties surrounding Anderson Park and the Park shops is limited in terms of potential growth. With this in mind, the Parks and Recreation department’s current location may not be adequate to meet their future space needs. The following pros and cons for this alternative were discussed by the steering committee and can be referenced in Figure 07.3. Alternatives Development 135 City of Wheat Ridge FMP | Alternatives Development & Recommendations 134 CONS • Timely construction/demolish would not help alleviate the departments immediate space needs • Difficult and costly to work around/ incorporate historical structures • Not the best location for Public Works and Parks and Recreation departments, especially along Dudley street • Hard to incorporate equipment and yard storage on the site • Developing Partnerships difficult to find or work with • May have morale repercussions amongst Administrative departments and Public Works/Parks and Recreation PROS • Central campus• Shared resources• Fresh, modern, custom-designed building• Aligns with Master Planning efforts• Re-invigorates a space for civic use• Creates a vibrant civic core for the community• Accessible for community members• Purpose built to meet City’s specific needs• Potential for development partnerships 38th St Lu t h e r a n P k w y W Rocky M t D i t c h Im p o u n d L o t Mixed Use DevelopmentAffordable Housing?Commercial Retail? Mixed Use Development Affordable Housing? Townhomes? Park Shops& Storage New Park Development PD26,100 SFCourts13,200 SF CD 11,200 SF Admin: 26,100 SF CMO: 1,400 SF Clerk: 1,300 SF Main entrance withexisting parking lot New PD parking lot and secure entrance “GATEWAY” Existing Uses to Remain Community Dev.Admin, CMO, City Clerk Public WorksPFOS Cultural Center Municipal Courts Police Department Mixed UsesEntrances Cultural Center Scenario 02 - Option D New City Hall entrance “one-stop-shop”MAIN STREET Alternative 02: Centralize All Functions Alternative 02 proposes centralizing all City functions at a new site. CWR has already researched and planned the development of a site with great future development opportunity, the Lutheran Medical Campus.1 In keeping with this proposed direction, Stantec conducted research to determine the sites’ feasibility to become the location of a new City Hall. This alternative would relocate all City departments to this campus creating a “Gateway” or anchor along 38th street (main street). As part of this development the old Lutheran Hospital building would be demolished and a new City Hall would front the Northern edge of the parcel, as shown in Figure 07.5 on page 135. 1 https://www.ci.wheatridge.co.us/1788/Lutheran-Campus The Civic Center Campus at Lutheran would allow for the growth of all city departments through the ten-year planning timeframe, with room to spare. The extra space at this site would allow for other developers or city partnerships to build out the site. The following pros and cons for this alternative were discussed by the steering committee and can be referenced in Figure 07.4. *Note: CWR does not currently own the Lutheran Medical buildlings or surrounding campus. Aside from zoning/planning the City does not have control over plans for future redevelopment of this site. Figure 07.4: Alternative 02: Pros & Cons Figure 07.5: Alternative 02 - Centralize Functions at LMC Alternatives Development 137 City of Wheat Ridge FMP | Alternatives Development & Recommendations 136 Rocky M t D i t c h Vacant Existing Uses to RemainCity Hall Cultural Center Municipal Courts Police Department Mixed UsesEntrances Im p o u n d L o t AdministrationCity ClerkCity ManagerCommunity Development Mixed Used DevelopmentAffordable Housing?Commercial Retail? Cultural Center Courts PD MAIN STREET Alternative 03: Hybrid Option Alternative 03 was a Hybrid option combining the centralizing of administrative functions on the LMC, reference Figure 07.7 on page 137, while Public Works and Parks would expand at their respective locations, see Figure 07.1 and Figure 07.2 on page 132. The following opportunities and constraints for this alternative were discussed by the steering committee and can be referenced in Figure 07.8. To better understand the City’s perspective on the presented alternatives, the steering committee was asked to rank their preferences for the city’s future, see Figure 07.8. The committee then divided into two groups to work through their own hybrid schemes. Elements of the two schemes, which can be referenced on Figure 07.10 and Figure 07.11 on page 139, were voted on by the steering committee members for their highest priority and lower priority. The results of that voting can be seen in Figure 07.9 on page 138. Figure 07.6: Alternative 03: Pros & Cons CONS • Not a great solution for Public Works and Parks and Recreation • Partial solution to all needs immediate and future • Hospitals difficult and costly to renovate/repurpose • Difficult to align partnerships • Timely construction/demolition would not help alleviate the departments immediate space needs PROS • Aligns with Master Plan • More sustainable - adaptive reuse • Stronger community support to reuse the hospital • Administrative functions are more centralized • Relies on logical partners to share the hospital space This exercise and prioritization was used as another dataset. Through these discussions and results of the alternatives workshops Stantec could better understand each user group’s site use and space needs in both quantifiable and qualitative ways. This, along with other data collection, aided in stantec’s determination of a recommeded direction. One part of the recommended direction proposed co-locating the Parks and Recreation and Public Works departments at one site. Property acquisition and feasible sites were then researched and alternatives for potential Public Works & Parks Campus sites were then discussed at workshop 02. Figure 07.7: Alternative 03 - Hybrid Alternatives Development 139 City of Wheat Ridge FMP | Alternatives Development & Recommendations 138 At the initial workshop preliminary ideas were discussed and narrowed down based on defined program requirements, the gap analysis, and completed facility and site conditions assessments, which helped to inform the development of a second set of alternatives. In workshop 02, the steering committee confirmed the existing city assets (see Table 01.2 on page 15), the combined immediate and “right-sized” needs, and the five- and ten-year space requirements, presented by Stantec. These elements were used to formulate project phasing throughout a ten-year time-frame. The alternatives presented at workshop 02 compared cost impacts for bringing buildings up to working condition (based on assessments), renovation/reuse of buildings, demolition, and construction of new facilities. As represented in the collected data, many CWR departments lacked adequate space for current and future operations. Assessing the suitability for any given facility for the intended program is important in developing reasonable scenarios that work with the existing facilities and the Department’s programmatic needs. With this in mind, property acquisition and feasible sites were a topic of discussion in the second workshop. A site criteria matrix was used to compare seven potential parcel(s) that would allow for the expansion of or the new location of a Public Works & Parks Campus. A sample of the Site Criteria Matrix tool can be found in the “Appendix” on page 157. Through the utilization of the site criteria matrix, the ability to meet the ten-year space needs and affordability was determined to be the most important factors when chosing a site for the Public Works & Parks Campus. 02. Workshop 02 Figure 07.8: Alternatives Priority Ranking Figure 07.11: Scheme 02Figure 07.10: Scheme 01Figure 07.9: Steering Committee Scheme Voting Results 12 Lower Priority Highest Priority Scheme 01 Creating Town Center -relocating variousservices (library, AAC, etc) PW/Parks SharedCampus Scheme 02 Expanding at CurrentPublic Works ShopSpaces Immediate occupancy ofAdministration functions Justice Center newbuilding on City HallProperty Recommended Direction 141 City of Wheat Ridge FMP | Alternatives Development & Recommendations 140 Phasing Maps © 2023 Mapbox © OpenStreetMap LocationCity Hall PNSB Nth Bldg. Parks Shops PW Shops Active Adult Center Anderson Building Recreation Center ADMINISTRATION - 1,196 SF COMMUNITY DEV. - 270 SFCMO - 270 SFPARKS & REC - 540 SF BLDG. COMMON - 4,793 SF PARKS & REC - 25,521 SF ADMINISTRATION - 4,303 SF COMMUNITY DEV. - 4,636 SFCMO - 328 SFCITY CLERK - 736 SF COURTS - 4,874 SF POLICE DEPT. - 15,321 SFBLDG. COMMON - 6,325 SF PUBLIC WORKS - 171,108 SFPARKS & REC - 13,209 SFPOLICE DEPT. - 9,089 SF 193,406 SF 25,521 SF 7,069 SF 36,523 SF EXISTING Anderson BuildingRecreation Center Active Adult Center Phasing Maps © 2023 Mapbox © OpenStreetMap LocationCity Hall PNSB Nth Bldg. Parks Shops PW Shops Active Adult Center Anderson Building Recreation Center ADMINISTRATION - 1,196 SF COMMUNITY DEV. - 270 SFCMO - 270 SFPARKS & REC - 540 SF BLDG. COMMON - 4,793 SF PARKS & REC - 25,521 SF ADMINISTRATION - 4,303 SF COMMUNITY DEV. - 4,636 SFCMO - 328 SFCITY CLERK - 736 SF COURTS - 4,874 SF POLICE DEPT. - 15,321 SFBLDG. COMMON - 6,325 SF PUBLIC WORKS - 171,108 SFPARKS & REC - 13,209 SFPOLICE DEPT. - 9,089 SF 193,406 SF 25,521 SF 7,069 SF 36,523 SF EXISTING Anderson Building Recreation Center Active Adult Center N Phasing Maps © 2023 Mapbox © OpenStreetMap LocationNew Justice Center Lutheran Medical Center TA Travel Center Active Adult Center Anderson Building Recreation Center Phasing Maps © 2023 Mapbox © OpenStreetMap LocationNew Justice Center Active Adult Center Anderson Building Recreation Center Civic Center Campus Public Works & Parks C.. ADMINISTRATION - 7,147 SF COMMUNITY DEV. - 6,024 SFCMO - 1,404 SFCITY CLERK - 1,187 SF BLDG. COMMON - 13,748 SF COURTS - 12,915 SF POLICE DEPT. - 30,849 SFBLDG. COMMON - 4,998 SF 34,509 SF 48,762 SF SURPLUS 120,933 SF PUBLIC WORKS - 236,010 SFPARKS & REC - 93,328 SFPOLICE DEPT. - 27,199 SF 477,470 SF 10-YEAR Anderson Building Recreation Center Active Adult Center Phasing Maps © 2023 Mapbox © OpenStreetMap LocationNew Justice Center Lutheran Medical Center TA Travel Center Active Adult Center Anderson Building Recreation Center Phasing Maps © 2023 Mapbox © OpenStreetMap LocationNew Justice Center Active Adult Center Anderson Building Recreation Center Civic Center Campus Public Works & Parks C.. ADMINISTRATION - 7,147 SF COMMUNITY DEV. - 6,024 SFCMO - 1,404 SFCITY CLERK - 1,187 SF BLDG. COMMON - 13,748 SF COURTS - 12,915 SF POLICE DEPT. - 30,849 SFBLDG. COMMON - 4,998 SF 34,509 SF 48,762 SF SURPLUS 120,933 SF PUBLIC WORKS - 236,010 SFPARKS & REC - 93,328 SFPOLICE DEPT. - 27,199 SF 477,470 SF 10-YEAR Anderson Building Recreation Center Active Adult Center Phasing Maps © 2023 Mapbox © OpenStreetMap LocationCity Hall PNSB Nth Bldg. Parks Shops PW Shops Active Adult Center Anderson Building Recreation Center Figure 07.12: Recommended Direction Maps - Department Locations There were overarching elements that drove conversations leading to a final recommended direction such as cost implications of new construction versus existing facility renovation costs, property acquisition, and the ability to address not only future space needs but the immediate needs as well. Potential solutions were focused on three main areas the New Justice Center (City Hall addition), Civic Center Campus at Lutheran, and Public Works & Parks Campus. The recommended direction took into consideration the immediate need for increased square footage for the continued adequate operation of city functions. Specific city assets, such as the Parks and Recreation facilities, (Recreation Center, Active Adult Center, and the Anderson Building) should remain as existing providing their current services. These buildings were at capacity, in terms of available space, and therefore were not taken into consideration when re-allocating space needs. Another Parks’ asset, the Parks, Forestry, and Open Space Office Building, was recently given to LocalWorks - with the planned intention of becoming a Clear Creek Maker-space (CCM). The re-allocation of this building resulted in an immediate deficit of space to meet current needs as well as to accommodate “right-sized” needs for the department. Before this facility master plan, the City had already grown out of their existing space within City Hall. To address this, the PNSB North building, a leased space that houses some administrative functions, was utilized. The combined need to house functions in a more permanent space and to right-size creates a deficit of space to meet both immediate and future needs. These immediate and “right-sized” space needs directly impact project phasing expected throughout a ten-year time-frame, see Figure 07.12. B. Recommended Direction Recommended Direction 143 City of Wheat Ridge FMP | Alternatives Development & Recommendations 142 Zephyr Street Webster Street Vance Street West 29th Avenue WadsworthBlvd&W29thAve WadsworthBlvd&W29thAvenearside WadsworthBlvd&W29thAvefarside Gazebo Vance Street CO 121 BethEdenBaptistChurch Beth EdenSchool WadsworthBlvd&W26thAve W 26th Ave&WadsworthBlvd W 26th Ave &Yarrow StW26thAve&Yarrow St West 29th Place Upham Street West 29th Avenue Teller St&W29thAve Saulsbury Str e e t West27th Avenue West 27th Avenue Reed Court Upham Street Upham Street Teller Court W est26thPlace West 28th Avenue Teller Street CR 34 Teller St&W27thAve W 26th Ave&Teller St W 26thAve &TellerSt Wheat Ridge_FMP_2023_Stantec Map data © OpenStreetMap contributors, Microsoft, Facebook, Inc. and its affiliates, Esri Community Maps contributors, Map layer by Esri 10/6/2023 0 0.06 0.110.03 mi 0 0.09 0.180.04 km 1:4,500 Courts Total (10-yr need): 18,140 GSFPolice Total (10-yr need): 29,185 GSFBldg. Common Total: 16,790 GSF New Justice Center (City Hall Addition) Discussion of a potential New Justice Center focused on the five-year term decision about whether a new building is necessary to house both the Police and Municipal Courts or if an addition to a renovated City Hall would be the better alternative. See Chapter 07 “Alternatives Development & Recommendations” on page 133 for detailed explanation and supporting graphics. Stantec’s recommended direction determined that an addition to City Hall would be the best course of action. The New Justice Center would be a roughly 22,500 SF addition to the existing building. In the immediate term, administrative functions housed within City Hall would be relocated allowing Police and Courts departments to fully occupy City Hall. Small renovations would need to occur to allow these departments to continue adequate operations until an addition can be built within the five-year planning term. This New Justice Center would need to be designed to meet the 10-year growth square footage needs for both Police and Municipal Courts. Other considerations for this project include: • Which spaces, within former City Hall, need immediate renovation? • Is there a desire to create a new main entrance(s) that improves functionality for Police and Courts and/or better engages that community? • Parking Analysis to appropriately size for the necessary parking requirements • General relationship to the community • Determine any restrictions on construction (in terms of adjacent parkland).Figure 07.13: New Justice Center - Recommended direction - New Justice Center Addition to City Hall Recommended Direction 145 City of Wheat Ridge FMP | Alternatives Development & Recommendations 144 38th St Lu t h e r a n P k w y W Rocky M t D i t c h Im p o u n d L o t Mixed Use DevelopmentAffordable Housing?Commercial Retail? Mixed Use Development Affordable Housing? Townhomes? Park Shops& Storage New Park Development PD26,100 SFCourts13,200 SF CD 11,200 SF Admin: 26,100 SF CMO: 1,400 SF Clerk: 1,300 SF Main entrance withexisting parking lot New PD parking lot and secure entrance “GATEWAY” Existing Uses to Remain Community Dev.Admin, CMO, City Clerk Public WorksPFOS Cultural Center Municipal Courts Police Department Mixed UsesEntrances Cultural Center Scenario 02 - Option D New City Hall entrance“one-stop-shop”MAIN STREET Estes Street EverettStreet Fie ld Street W 38thAve &Everett St OuterLoopTrail Trail No.106 West35th Avenue West 32nd Place FieldStreet North Henry LeeReservoir W 32nd Ave&Field St BridgesHealthandWellness 3555MedicalOffices AllisonStreet CodyStreet BrentwoodStreet BalsamStreet AmmonsStreet AllisonCourt Dudley Street SCL HealthLutheranMedicalCenter W 38th Ave &Dover St W38thAve&Brentwood St WestPinesSpruceBuilding West PinesCedarBuilding 3550MedicalOffices CollierHospiceCenter Cody Court Balsam Street West33rdAvenue Luth e r a n P ark way W es t Yarrow Court YarrowCourt Zephyr Court ZephyrCourtAllison Street Dudley Street LutheranMedicalCenter RockyMountainDitch W 32nd Ave&Dudley St W32nd Ave&Balsam St W32nd Ave&AmmonsCourt Children'sHospitalColoradoUrgentandOutpatientSpecialtyCare,WheatRidge WestMetroFireRescueStation16 BostonMarket Yukon Court Upham StreetVance Street Teller Street CO 121 W 38th Ave &Vance St WadsworthBlvd&W38thAve WellmoreFamilyPractice West 35thAvenue West33rd Avenue Vance Street Vance Street West34th Avenue West 32nd AvenueCR181 WadsworthBlvd&W34thPl W 32nd Ave&WadsworthBlvd Wheat Ridge_FMP_2023_Stantec-LMC Map data © OpenStreetMap contributors, Microsoft, Facebook, Inc. and itsaffiliates, Esri Community Maps contributors, Map layer by Esri 8/31/2023 0 0.1 0.20.05 mi 0 0.15 0.30.07 km 1:9,000 LEGEND CWR Administrative Functions Total (10-yr Need): 44,430 GSFAdministration 7,147 SFCommunity Development 6,024 SFCMO 1,404 SFCity Clerk 1,187 SFBldg. Common 18,412 SF 19,572 SF Surplus Lutheran Legacy CampusRenovation (2 floors):64,000 SF N Civic Center Campus at Lutheran (Not Owned by CWR)* What to do with the old Lutheran hospital and the surrounding site has been a topic of discussion within the City for quite some time. Options for how to develop the site are discussed in the Lutheran Legacy Campus Master Plan document drafted by CWR.1 With this previous research and favorability of engaging with this site, the Stantec’s recommended direction proposes relocating all city functions from the PNSB Building and the Administration and Community Development departments, and the City Clerk and City Manager’s Office, currently located at City Hall, to the Lutheran campus. These administrative city functions would immediately occupy two (2) existing floors of the hospital building and utilize the buildings main entrance, roughly 64,000 SF. These floors are currently core and shell, however this space would still need to have some minor refresh/renovation so the City could utilize the space. This relocation of administrative functions needs to happen in the immediate-term as it allows the Police and Municipal Courts to expand fully into City Hall. This is needed, especially for the Police department, as many of their spaces (workstations, locker rooms, waiting room, etc.) need to be “right-sized” in order for the department to continue providing a high level of service to the residents of Wheat Ridge. 1 https://www.ci.wheatridge.co.us/1788/Lutheran-Campus * CWR does not currently own the Lutheran Medical buildlings or surrounding campus. Aside from zoning/planning the City does not have control over plans for future redevelopment of this site. In the ten-year planning term, a new Civic Center Campus would be designed to establish a “Gateway” or anchor along 38th street (main street) and to meet the ten-year growth square footage needs of the Administrative and Community Development departments and the City Clerk and City Manager’s offices. As part of this development, a portion of the old Lutheran Hospital building would be demolished and a new City Hall would front the Northern edge of the parcel, as shown in Figure 07.14. The extra space at this site would allow for other developers or city partnerships to renovate or demolish the rest of the hospital building and to build out the remaining site. Figure 07.14: Ten-Year Civic Center Campus Conceptualization Figure 07.16: Civic Center Campus at Lutheran Figure 07.15: Lutheran Hospital Main Entrance1 1 https://www.sclhealth.org/news/the-city-of-wheat-ridge-approves-Lutheran-legacy-campus-master-plan/ 147 City of Wheat Ridge FMP | Alternatives Development & Recommendations 146 Simms Street FruitdaleSchool West 45th Avenue West45th Avenue West46thAvenue Oak Street Pierson Street West 47th Avenue West 47th Avenue Robb Street RouttStreet Quail Street West46th Place Parfet Street W 44th Ave &OwensSt W 44thAve &Owens StW44thAve&Pierson St W44th Ave&PiersonStW44thAve&Robb St Wheat Ridge_FMP_2023_Stantec_PW Campus-Existing Map data © OpenStreetMap contributors, Microsoft, Facebook, Inc. and its affiliates, Esri Community Maps contributors, Map layer by Esri 9/6/2023 0 0.06 0.110.03 mi 0 0.09 0.180.04 km 1:4,520 PW Existing Campus Total: 218,150 GSFPublic Works 171,108 SFParks 13,209 SFPolice 9,089 SF SimmsStreet FruitdaleSchool West 45th Avenue West45th Avenue West46th Avenue Oak Street Pierson Street West 47th Avenue West 47thAvenue Robb Street RouttStreet Quail Street West 46th Place ParfetStreet W44th Ave &OwensSt W44th Ave &Owens StW44thAve&Pierson St W44thAve &Pierson StW44thAve&Robb St Wheat Ridge_FMP_2023_Stantec Map data © OpenStreetMap contributors, Microsoft, Facebook, Inc. and its affiliates, Esri Community Maps contributors, Map layer by Esri 9/6/2023 0 0.06 0.110.03 mi 0 0.09 0.180.04 km 1:4,520 PW Campus (10-yr Need) Total: 326,884 GSFPublic Works 232,273 SF (39,591 SF interior)Parks 72,212 SF (13,337 SF interior)Police 22,399 SF Potential BuildingRenovation (2 floors):12,680 GSF Potential (5) ParcelAcquisition Total:113,285 GSF PW Campus:218,150 GSF(21,100 SF interior) 4,551 GSF Surplus N N Recommended Direction Public Works & Parks Campus Early in alternatives development it was determined by Stantec that priority should be given to the Public Works and Parks and Recreation departments as their facilities had been neglected over the years. Both departments need a significant increase in interior and exterior space, which cannot be accommodated at their respective shop locations. The recommended direction proposes co-locating the Parks and Public Works departments at one site. A Site Criteria Matrix tool, was used to determine optimal locations, of the Public Works and Parks shop space, for meeting ten-year space needs. The recommended direction looks at acquiring the parcels directly south of the existing shop space, reference “Recommended direction” on page 144 for more information. One of the parcels does include a 2-story brick building that could be re-purposed for Parks and Public Works office spaces. The existing Public Works buildings on-site would remain functional but would need some extensive renovation, based on facility assessments, reference “Existing Conditions & Assessments” on page 47 for a more detailed breakdown of the conducted facility assessments. By acquiring the south parcels the ten-year space needs for both Public Works and Parks and Recreation departments could be met. These potential project for the Public Works & Parks Campus were ranked by the departments. Although, all these projects need to happen in the immediate-term, Figure 07.17, looks at determining the phasing in which these projects should be completed. Renovation of the 2-story office building and construction of new Public Works shop spaces were given a higher priority amongst the projects. Secondary projects would be construction of new Parks shop spaces and renovation of the existing Public Works buildings on their current campus. These projects and expansion of the Public Works campus to meet the ten-year square footage needs is reliant on certain factors and may need to take into consideration the following: • property acquisition of specific parcels • functional layout of the campus based on acquired parcels • most immediate need of space - office/meeting space or shop/ storage space • frontage - public access and visual Figure 07.17: Public Works & Parks Campus - Project Prioritization Figure 07.19: Existing Public Works Campus Figure 07.18: Public Works & Parks Campus: Existing Campus Expansion 149 City of Wheat Ridge FMP | Alternatives Development & Recommendations 148 Alternative 01:Expand Existing Assets $136M Alternative 02:Centralize Functions $173M Alternative 03:Hybrid $225M Preferred Scheme: $218M Table 07.20: Preferred Project Estimated Costs Recommended Direction 01. Cost Estimates Stantec developed a phasing plan showing the potential durations, critical path sequencing, and dependencies between projects for both alternatives. This plan also informed the preliminary cost estimate assumptions about which projects would fall into the near, mid and long terms which determined the estimated escalation in cost per project. There is a known cost and phasing duration benefit, however, to purchasing a building for the Police versus designing and constructing a new one. Final Cost estimates, structured as described above, are provided in the “Recommended Direction” on page 152. Several preliminary alternatives were developed exploring locations for each of the functions included in this scope. Costs were compared across all proposed schemes in order to understand how different variables within each scheme affected the overall cost. Total overall estimated project cost in the Preferred Scheme is $96M for the immediate, reference Table 07.20 on page 149. A detailed summary of costs as well as phasing schedule associated with the preferred scheme is included in Chapter 08 “Implementation” on page 151. A detailed summary of costs associated with all other schemes can be found in the “Appendix” on page 109 *Costs do not take into account property acquisition costs. *Exterior site costs include: Site Preparation, Site Improvement, Parking Lots & Paving, Site Development, Landscaping, Site Mechanical Utilities, Storm Sewer, Heating & Cooling Distribution, Fuel Distribution, Site Electrical Utilities, Site Lighting, Site Communications and Security, and Site Construction PROJECT NAME 2023 COSTS 2028 COSTS 2033 COSTS DEPARTMENTS PUBLIC WORKS & PARKS CAMPUS - Exterior $121M PUBLIC WORKS, POLICE DEPARTMENT, PARKS & RECREATION PUBLIC WORKS & PARKS CAMPUS - New Interior $29M PUBLIC WORKS, POLICE DEPARTMENT, PARKS & RECREATION PUBLIC WORKS & PARKS CAMPUS - South Parcel Bldg. Reno.$879K PUBLIC WORKS, POLICE DEPARTMENT, PARKS & RECREATION PUBLIC WORKS & PARKS CAMPUS - Main Bldg. Reno.$416K PUBLIC WORKS CITY HALL RENOVATIONS $266K MUNICIPAL COURT, POLICE DEPARTMENT LMC RENOVATIONS $4.4M ADMINISTRATIVE SERVICES, CITY CLERK, CITY MANAGER’S OFFICE, COMMUNITY DEVELOPMENTTOTAL COST $156MNEW JUSTICE CENTER (Addition w/new parking lot)$22.7M MUNICIPAL COURT, POLICE DEPARTMENT CITY HALL DEMOLITION $500K TOTAL COST $27MNEW CITY HALL - CIVIC CENTER $34M ADMINISTRATIVE SERVICES, CITY CLERK, CITY MANAGER’S OFFICE, COMMUNITY DEVELOPMENTLUTHERAN HOSPITAL DEMOLITION (49,400 GSF)$720K TOTAL COST $34.5MTOTAL PHASING ESTIMATED PROJECT COSTS $218M This Page Left Blank IMPLEMENTATION08 Recommended Direction 153 City of Wheat Ridge FMP | Implementation 152 The cost estimate time-frames and escalation are based on the approximate timeline described in Figure 08.1 on page 154. Because rates of growth may differ from what has been projected and funding may or may not be approved within the proposed time-frames, projects are shown within a five year window with escalation calculated for the last year in each timeframe (at 5, 10, 15 and 20 years). Where there is more than one option available to meet a space need, all options are shown on the timeline and labeled as being one of multiple options. The recommendations for the City of Wheat Ridge facilities are somewhat inter-dependent and based, to the extent possible, on priorities determined by Stantec throughout the planning process. Two top priorities are the immediate intervention of the Public Works and Parks and Recreation departmental spaces and to move administrative functions out of the leased building (PNSB). To accomplish all of this Stantec’s recommended directions are as follows in order of priority: Current Space Needs (2024): • Property acquisition for a Public Works & Parks Campus. • Renovate existing Public Works buildings • Relocate Administrative functions from PNSB North building and City Hall to the refurbished 2 floors at the Lutheran Hospital Building • Renovate City Hall for continued Police and Courts use Near-Term Space Needs (2028): • Construction of Justice Center addition to existing City Hall Longer-Term Space Needs (2033): • Demolish Lutheran Hospital building • Construct new Civic Center Campus along the 38th street corridor A. Recommended Direction 01. Phasing Costs for land acquisition, legal costs, permit fees, equipment costs, utility fees, hazardous materials abatement, and FF&E are not included in the estimates. At the time of the publishing of this document, sites have not been identified. In order to spread the cost of the recommendations of this report over several years, and keeping with a standard construction industry development process, it is proposed the capital cost be funded in multiple phases. This reduces the impact of the project in any one fiscal year, while allowing it to proceed at a measured pace. This will not have a substantial negative effect on the project, provided subsequent funding phases are not interrupted. A detailed summary of costs as well as phasing schedule associated with the preferred scheme is included in the following pages. Detailed summary of costs and the phasing schedule associated with all other schemes can be found in Chapter 08 “Implementation” on page 151. Estimates of Probable Cost were developed based on two primary sets of information. The first was findings from the existing conditions assessments indicating time-frames for critical component replacement for City owned facilities. The second was sets of assumptions regarding level of remodel, and SF of expansion or new construction in each planning timeframe needed to implement the recommendations. A summary of the cost implications for the recommendations is provided in the Appendix. 02. Cost Estimates 155 City of Wheat Ridge FMP | Implementation 154 Surplus: 207,912 Surplus: 204,353Actual SF Requried SF Surplus: 191,578 494,925 501,034 504,593 $150M $682K $118.5M $78.3MEstimated Total Cost: RECOMMENDED PROJECT DIRECTION SHORT TERM 2023 2024 2026 2028 LONG TERM 2030 2033 2035+ BEYONDMID TERM CRITICAL PATH THROUGH PROJECTSDEPENDENCIES ESTIMATES DENOTE COST FOR PROJECTSAT SPECIFIED TIME - THEY ARE NOTCOMPOUNDING TOTAL COSTS TOTAL ESTIMATED COSTS LOW - MEDIUM - HIGH REPRESENTATIONOF ESTIMATED PROJECT COSTS ESTIMATED PROJECT COSTS$ OPTION FOR ALTERNATEPROJECTS WHICH INDICATE AN AVAILABLE ALTERNATIVE PATH DEPARTMENT RELOCATIONS REMODEL/REPURPOSE/DEMOLISH NEW CONSTRUCTION OR ACQUISITION OF NEW LAND NEW This graphic timeline is used to represent the primary critical path for the preferred direction. The estimated project costs, represented along the bottom ribbon, are influenced by the critical path recommendations. However, these project costs listed along the bottom ribbon are not componded costs throughout the timelinebut instead are the total estimated costs for the projects at that specific point-in-time. The required square footage (SF) is compared to the actual SF (based on preferred direction) needs based on the critical path recommendations. The required SF is denoted by a gray line and the actual SF is denoted by the dashed green line. $ $ $$$ Demolish portionof Lutheran Hospital Remodel portionof Lutheran Hospital propertyacquisitionLutheran Campus property acquisition design New Justice Center - City Hall Addition design New Civic Services Campus Parks - relocate from Park Shops & PNSB to PW & Parks Campus Administration - PNSB & City Hall to Lutheran campus Community Dev. - PNSB & City Hall to Lutheran campus City Manager - PNSB & City Hall to Lutheran campus City Clerk - City Hall to Lutheran campus Courts Expansion - renovate City Hall Public Works Expansion - reno. existing PW shopbuildings Police Expansion - renovate City Hall Renovate Bldg. on newly acquired South Parcel for PW & Parks office spaces Administration - LLC to New City Hall along 38th St Community Dev. - LLC to New City Hall along 38th St City Manager - LLC to New City Hall along 38th St City Clerk - LLC to New City Hall along 38th St design New Civic Center at Lutheran Campus$$ $ $$$ $$ $$ $ Surplus: 207,912 Surplus: 204,353Actual SF Requried SF Surplus: 191,578 494,925 501,034 504,593 $150M $682K $118.5M $78.3MEstimated Total Cost: RECOMMENDED PROJECT DIRECTION SHORT TERM 2023 2024 2026 2028 LONG TERM 2030 2033 2035+ BEYONDMID TERM CRITICAL PATH THROUGH PROJECTSDEPENDENCIES ESTIMATES DENOTE COST FOR PROJECTSAT SPECIFIED TIME - THEY ARE NOTCOMPOUNDING TOTAL COSTS TOTAL ESTIMATED COSTS LOW - MEDIUM - HIGH REPRESENTATIONOF ESTIMATED PROJECT COSTS ESTIMATED PROJECT COSTS$ OPTION FOR ALTERNATEPROJECTS WHICH INDICATE AN AVAILABLE ALTERNATIVE PATH DEPARTMENT RELOCATIONS REMODEL/REPURPOSE/DEMOLISH NEW CONSTRUCTION OR ACQUISITION OF NEW LAND NEW This graphic timeline is used to represent the primary critical path for the preferred direction. The estimated project costs, represented along the bottom ribbon, are influenced by the critical path recommendations. However, these project costs listed along the bottom ribbon are not componded costs throughout the timelinebut instead are the total estimated costs for the projects at that specific point-in-time. The required square footage (SF) is compared to the actual SF (based on preferred direction) needs based on the critical path recommendations. The required SF is denoted by a gray line and the actual SF is denoted by the dashed green line. $ $ $$$ Demolish portionof Lutheran Hospital Remodel portionof Lutheran Hospital propertyacquisitionLutheran Campus property acquisition design New Justice Center - City Hall Addition design New Civic Services Campus Parks - relocate from Park Shops & PNSB to PW & Parks Campus Administration - PNSB & City Hall to Lutheran campus Community Dev. - PNSB & City Hall to Lutheran campus City Manager - PNSB & City Hall to Lutheran campus City Clerk - City Hall to Lutheran campus Courts Expansion - renovate City Hall Public Works Expansion - reno. existing PW shopbuildings Police Expansion - renovate City Hall Renovate Bldg. on newly acquired South Parcel for PW & Parks office spaces Administration - LLC to New City Hall along 38th St Community Dev. - LLC to New City Hall along 38th St City Manager - LLC to New City Hall along 38th St City Clerk - LLC to New City Hall along 38th St design New Civic Center at Lutheran Campus$$ $ $$$ $$ $$ $ Recommended Direction Figure 08.1: Preferred Scenario Timeline - Project Schedule This Page Left Blank APPENDIX09 This Page Left Blank A. Project Schedule 160 A. Visioning Session Presentation 162 B. Survey Results 174 C. Staffing Data by Department 201 D. Database by Department 212 E. Workshop 01 Presentation 218 F. Workshop 01 Mentimeter Results 228 G. Workshop 01 - Scheme 02 Options 232 H. Workshop 01 Meeting Minutes 236 I. Workshop 02 Presentation 238 J. Workshop 02 Meeting Minutes 243 K. Building Floor Plans 246 L. Estimated Cost of Recommended Direction 254 M. Estimated Cost Based on Assessments 256 Appendix Contents Project Schedule 161 City of Wheat Ridge FMP | Appendix 160 A. Project Schedule Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final Delivery Finalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & Visioning Data Collection Programming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Sep 11, 22 Oct 9, 22 Nov 6, 22 Dec 4, 22 Jan 1, 23 Jan 29, 23 Feb 26, 23 Mar 26, 23 Apr 23, 23 May 21, 23 Jun 18, 23 Jul 16, 23 Aug 13, 23 Sep 10, 23 Oct 8, 23 Start-Up & Visioning Collect and Review Background Information Prepare Questionnaires Kick-off Meeting & Visioning Session Wheat Ridge Review and Approve Questionnaire Distribute and Collect Program Questionnaire Data Collection Confirm Occupancies Research Benchmarks Conduct User Group Interviews Perform Conditions Assessments Assemble Preliminary Findings Deliver Draft Assessments Report Present Preliminary Findings Report Programming Develop Draft Space Needs Program & Gap Analysis Draft Assessments Report Comments From Wheat Ridge Present Draft Space Needs Analysis Draft Space Needs Analysis Comments From Wheat Ridge Deliver Space Needs Program Deliver Conditions Assessment Report Problem Solving Prepare Workshop #1 Material Workshop #1 Refine Preferred Directions Workshop #2 Final Delivery Finalize Master Plan Report Draft Deliver Draft Master Plan Report Draft Report Comments from Wheat Ridge Deliver Final Master Plan Report Start Date Week for each Stage of Project1 broken down by Phase1. Color shows details about Phase1. Shape shows details about Type1. The view is filtered on Stage of Project1 and Phase1. The Stage of Project1 filter excludes Award of Contract. The Phase1 filter keeps no members. Start-Up & Visioning Data Collection Programming Problem Solving Final Delivery Project Work Proposed Meeting Stantec Deliverable Wheat Ridge Review 3 wks 2 wks 1 wks 10 wks 4 wks 3 wks 2 wks 7 wks 1 wks 6 wks 1 wks 1 wks 4 wks 5 wks 2 wks 1 wks 1 wks 1 wks 6 month hold Visioning Session Presentation 163 City of Wheat Ridge FMP | Appendix 162 A. Visioning Session Presentation Visioning Session Presentation 165 City of Wheat Ridge FMP | Appendix 164 Visioning Session Presentation 167 City of Wheat Ridge FMP | Appendix 166 Visioning Session Presentation 169 City of Wheat Ridge FMP | Appendix 168 Visioning Session Presentation 171 City of Wheat Ridge FMP | Appendix 170 Visioning Session Presentation 173 City of Wheat Ridge FMP | Appendix 172 Survey Results 175 City of Wheat Ridge FMP | Appendix 174 City of Wheat Ridge Facilities Master Plan 2 / 54 Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-face interaction? Select up to 3: Administrative Services, Community Development, Parks & Recreation Q8 In your opinion, how well do your department's facilities fit within the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale, function/use, accessibility)? We will discuss this further inyour interview. 51 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 6 Q10 Within your department, what is your current total FTE? 6 Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 10 Q12 Are any of your staff part-time employees? No Q13 If yes, how many part-time employees? Respondent skipped this question Q14 Do any of your staff work in shifts? No Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 1 / 54 Q1 Contact information Name Marianne Schilling Email Address mschilling@ci.wheatridge.co.us Phone Number 303-235-2867 Q2 Select your department: City Manager's Office Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? No Q4 If yes, please briefly explain: Respondent skipped this question Q5 Is your department in the best location(s) relative to other departments that work closely with you? Yes Q6 If you answered "No" please briefly explain: Respondent skipped this question #1#1 COMPLETECOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Thursday, September 29, 2022 4:46:15 PMThursday, September 29, 2022 4:46:15 PM Last Modified:Last Modified: Thursday, September 29, 2022 5:12:43 PMThursday, September 29, 2022 5:12:43 PM Time Spent:Time Spent: 00:26:2700:26:27 IP Address:IP Address: 98.43.117.11998.43.117.119 Page 2: Initial Questions Page 3: Adjacencies City of Wheat Ridge Facilities Master Plan 4 / 54 Q23 Briefly explain your response: On the whole, CMO is simple and straight forward in terms of service delivery, which is unlikely to change significantly moving forward. Q24 To what degree are developments in technology changingor expected to change your department's INTERNAL WORK PROCESS, now or in the future? Somewhat Q25 Briefly explain your response: ERP updates will allow for more efficient functionality moving forward, specially as it related to budgeting and agenda management.. Q26 What percentage of your department staff currently work outside the building (in the field/with clients outside of theoffice)? We will discuss your response in more detail during your interview. 1-25% Q27 What percent of the time do these staff members spend off-site? We will discuss your response in more detailduring your interview. 1-25% Q28 Where are these staff members traveling? Select all thatapply: Working in the field with clients, Working in the field without clients, Non-City offices/buildings, Other City offices/buildings Q29 Does your department serve clients/customers/members of the public who visit you in person to obtainservices/information/etc? We will discuss your response in more detail during your interview. No Page 9: Field Work Page 10: Public Visitation City of Wheat Ridge Facilities Master Plan 3 / 54 Q15 What is the estimated percentage of your staff that arecurrently working remotely? 100 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 2 days per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) About 50/50 Q18 Does your department's work process rely more heavilyon formal meetings or informal meetings? About 50%/50% Q19 To what degree does your work environment support your department's/division's work flow? Very well Q20 To what degree does your work environment support the way your department/division collaborates? Very well Q21 To what degree does your work environment support individual/focused work? Very well Q22 To what degree are developments in technology changing or expected to change the way your departmentDELIVERS ITS SERVICES, now or in the future? Very little Page 7: Work Process Page 8: Technology Marianne Schilling - City Manager’s Office B. Survey Results Survey Results 177 City of Wheat Ridge FMP | Appendix 176 City of Wheat Ridge Facilities Master Plan 6 / 54 Q39 Parking location and availability is convenient to yourworkplace. Somewhat agree Q40 Access to alternative transportation, including publictransit, is available to your place of work. Agree Q41 Please briefly describe any special security needs your department has: Late night meetings that have us hosting events with no security and unlocked doors, and exiting the building alone in the dark. Q42 What are your department's normal hours of operation?Select all that apply: standard business hours (approximately 8am - 5pm), extended evening hours, extended weekend hours Q43 If you selected one or more of the extended hours options, please explain the reason for after-hours access: City Council meetings, evening Committee meetings, after-hours events/programming (morning/weekends/evenings as needed) Page 12: Security City of Wheat Ridge Facilities Master Plan 5 / 54 Q30 If yes, what is the average number of daily visitors?(provide numerical value) Respondent skipped this question Q31 What is the average number of visitors at any given time?(provide numerical value) Respondent skipped this question Q32 What is the peak number of visitors in a day? (providenumerical value) Respondent skipped this question Q33 Is your department in the best location(s) currently for the clients/population it serves? Yes Q34 Does your facility have adequate capacity and appropriate space to support your public/client visitors? n/a (our department does not receive public visitors) Q35 If no, briefly describe the deficiencies: Respondent skipped this question Q36 Have you seen significant changes in public visitationduring or because of the pandemic? Yes Q37 Do you anticipate significant changes to public visitationover the course of the next 5 years? Yes Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in apersonal vehicle? 0% Page 11: Transportation/Parking/Mobility City of Wheat Ridge Facilities Master Plan 44 / 54 Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-faceinteraction? Select up to 3: City Manager's Office Q8 In your opinion, how well do your department's facilities fitwithin the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale,function/use, accessibility)? We will discuss this further inyour interview. 50 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 5 Q10 Within your department, what is your current total FTE? 5 Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 7 Q12 Are any of your staff part-time employees? No Q13 If yes, how many part-time employees? Respondent skipped this question Q14 Do any of your staff work in shifts? No Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 43 / 54 Q1 Contact information Name Patrick Goff Email Address pgoff@ci.wheatridge.co.us Phone Number 303-235-2805 Q2 Select your department: City Manager's Office Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? Yes Q4 If yes, please briefly explain: Works fine today is separate locations but would like all CM functions in same location if we build a new city hall for efficiency/teamwork Q5 Is your department in the best location(s) relative to otherdepartments that work closely with you? Yes Q6 If you answered "No" please briefly explain: Respondent skipped this question #8#8 COMPLETECOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Monday, October 10, 2022 12:30:16 PMMonday, October 10, 2022 12:30:16 PM Last Modified:Last Modified: Monday, October 10, 2022 12:43:04 PMMonday, October 10, 2022 12:43:04 PM Time Spent:Time Spent: 00:12:4800:12:48 IP Address:IP Address: 75.104.69.1375.104.69.13 Page 2: Initial Questions Page 3: Adjacencies Patrick Goff - City Manager’s Office Survey Results 179 City of Wheat Ridge FMP | Appendix 178 City of Wheat Ridge Facilities Master Plan 46 / 54 Q23 Briefly explain your response: We've already made many changes to react to the new virtual world Q24 To what degree are developments in technology changingor expected to change your department's INTERNALWORK PROCESS, now or in the future? Very little Q25 Briefly explain your response: More hybrid work Q26 What percentage of your department staff currently workoutside the building (in the field/with clients outside of theoffice)? We will discuss your response in more detailduring your interview. 26-50% Q27 What percent of the time do these staff members spendoff-site? We will discuss your response in more detailduring your interview. 76-100% Q28 Where are these staff members traveling? Select all thatapply: Working in the field with clients, Non-City offices/buildings, Other City offices/buildings Q29 Does your department serve clients/customers/members of the public who visit you in person to obtainservices/information/etc? We will discuss your response in more detail during your interview. Yes Page 9: Field Work Page 10: Public Visitation City of Wheat Ridge Facilities Master Plan 45 / 54 Q15 What is the estimated percentage of your staff that arecurrently working remotely? 50 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 3 days per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) About 50/50 Q18 Does your department's work process rely more heavilyon formal meetings or informal meetings? Mostly informal Q19 To what degree does your work environment support yourdepartment's/division's work flow? Adequately Q20 To what degree does your work environment support theway your department/division collaborates? Somewhat Q21 To what degree does your work environment supportindividual/focused work? Adequately Q22 To what degree are developments in technology changingor expected to change the way your department DELIVERS ITS SERVICES, now or in the future? Very little Page 7: Work Process Page 8: Technology City of Wheat Ridge Facilities Master Plan 48 / 54 Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in apersonal vehicle? 0% Q39 Parking location and availability is convenient to yourworkplace. Somewhat agree Q40 Access to alternative transportation, including publictransit, is available to your place of work. Agree Q41 Please briefly describe any special security needs your department has: Customers who come to this department may be upset for numerous reasons. They should be screened before they are let into staff areas Q42 What are your department's normal hours of operation?Select all that apply: standard business hours (approximately 8am - 5pm), extended evening hours, extended weekend hours Q43 If you selected one or more of the extended hours options, please explain the reason for after-hours access: Many after hour community meetings Page 12: Security City of Wheat Ridge Facilities Master Plan 47 / 54 Q30 If yes, what is the average number of daily visitors? (provide numerical value) 5 Q31 What is the average number of visitors at any given time? (provide numerical value) 2 Q32 What is the peak number of visitors in a day? (provide numerical value) 2 Q33 Is your department in the best location(s) currently for theclients/population it serves? Yes Q34 Does your facility have adequate capacity and appropriatespace to support your public/client visitors? No Q35 If no, briefly describe the deficiencies: Unproffesional office environment for the CEO level Q36 Have you seen significant changes in public visitationduring or because of the pandemic? No Q37 Do you anticipate significant changes to public visitation over the course of the next 5 years? Yes Page 11: Transportation/Parking/Mobility Survey Results 181 City of Wheat Ridge FMP | Appendix 180 City of Wheat Ridge Facilities Master Plan 8 / 54 Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-face interaction? Select up to 3: Administrative Services, City Manager's Office, Public Works Q8 In your opinion, how well do your department's facilities fit within the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale, function/use, accessibility)? We will discuss this further inyour interview. 51 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 30 Q10 Within your department, what is your current total FTE? 17.75 (building division is contracted but embedded, with them we're at approx 25 FTE) Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 33 Q12 Are any of your staff part-time employees? No Q13 If yes, how many part-time employees? Respondent skipped this question Q14 Do any of your staff work in shifts? No Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 7 / 54 Q1 Contact information Name Lauren Mikulak Email Address lmikulak@ci.wheatridge.co.us Phone Number 303-235-2845 Q2 Select your department: Community Development Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? Yes Q4 If yes, please briefly explain: Most staff are in City Hall, but 2 were recently moved to PNSB because we ran out of space. It would be exceedingly helpful if they were with the rest of the department. Additionally, Steve Art, Economic Development Manager, was moved, and our coordination was more efficient when we were under one roof. Q5 Is your department in the best location(s) relative to otherdepartments that work closely with you? Yes Q6 If you answered "No" please briefly explain: Respondent skipped this question #2#2 COMPLETECOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Friday, September 30, 2022 9:51:37 AMFriday, September 30, 2022 9:51:37 AM Last Modified:Last Modified: Sunday, October 02, 2022 2:02:09 PMSunday, October 02, 2022 2:02:09 PM Time Spent:Time Spent: Over a dayOver a day IP Address:IP Address: 65.114.209.365.114.209.3 Page 2: Initial Questions Page 3: Adjacencies City of Wheat Ridge Facilities Master Plan 10 / 54 Q23 Briefly explain your response: many permit/review processes are electronic submittal/review so we have fewer in-person customers than pre covid Q24 To what degree are developments in technology changingor expected to change your department's INTERNAL WORK PROCESS, now or in the future? Very little Q25 Briefly explain your response: we're exploring new plan review/permitting software; we're still fine tuning coordination between divisions Q26 What percentage of your department staff currently work outside the building (in the field/with clients outside of theoffice)? We will discuss your response in more detail during your interview. 26-50% Q27 What percent of the time do these staff members spend off-site? We will discuss your response in more detailduring your interview. 51-75% Q28 Where are these staff members traveling? Select all thatapply: Working in the field with clients, Working in the field without clients, Non-City offices/buildings, Other City offices/buildings Q29 Does your department serve clients/customers/members of the public who visit you in person to obtainservices/information/etc? We will discuss your response in more detail during your interview. Yes Page 9: Field Work Page 10: Public Visitation City of Wheat Ridge Facilities Master Plan 9 / 54 Q15 What is the estimated percentage of your staff that arecurrently working remotely? 60 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 2 days per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) Mostly team-based Q18 Does your department's work process rely more heavilyon formal meetings or informal meetings? About 50%/50% Q19 To what degree does your work environment support your department's/division's work flow? Adequately Q20 To what degree does your work environment support the way your department/division collaborates? Adequately Q21 To what degree does your work environment support individual/focused work? Adequately Q22 To what degree are developments in technology changing or expected to change the way your departmentDELIVERS ITS SERVICES, now or in the future? Very little Page 7: Work Process Page 8: Technology Lauren Mikulak - Community Development Survey Results 183 City of Wheat Ridge FMP | Appendix 182 City of Wheat Ridge Facilities Master Plan 12 / 54 Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in a personal vehicle? 0% Q39 Parking location and availability is convenient to your workplace. Strongly agree Q40 Access to alternative transportation, including public transit, is available to your place of work. Agree Q41 Please briefly describe any special security needs your department has: private work space needs to remain secure; this didnt exist until within the last 2 years; night meetings particularly in city hall could feel more secure Q42 What are your department's normal hours of operation?Select all that apply: standard business hours (approximately 8am - 5pm), extended evening hours Q43 If you selected one or more of the extended hours options, please explain the reason for after-hours access: numerous night meetings for boards and commissions and neighborhood meetings Page 12: Security City of Wheat Ridge Facilities Master Plan 11 / 54 Q30 If yes, what is the average number of daily visitors? (provide numerical value) 15 Q31 What is the average number of visitors at any given time? (provide numerical value) 2 Q32 What is the peak number of visitors in a day? (provide numerical value) 20 Q33 Is your department in the best location(s) currently for theclients/population it serves? Yes Q34 Does your facility have adequate capacity and appropriatespace to support your public/client visitors? No Q35 If no, briefly describe the deficiencies: we have retrofitted very old space; counter service is difficult for any staff who don't sit there (for example, if a planner is called up to help answer questions) Q36 Have you seen significant changes in public visitation during or because of the pandemic? Yes Q37 Do you anticipate significant changes to public visitation over the course of the next 5 years? No Page 11: Transportation/Parking/Mobility City of Wheat Ridge Facilities Master Plan 14 / 54 Q6 If you answered "No" please briefly explain: We're all over the place, but no one is TOO far away for collaboration. Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-face interaction? Select up to 3: Administrative Services, Police Department, Public Works Q8 In your opinion, how well do your department's facilities fit within the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale, function/use, accessibility)? We will discuss this further inyour interview. 50 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 185 (educated guess using a recent document, but it fluctuates) Q10 Within your department, what is your current total FTE? 50 Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 200 Q12 Are any of your staff part-time employees? Yes Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 13 / 54 Q1 Contact information Name Karen O'Donnell Email Address kodonnell@ci.wheatridge.co.us Phone Number 303-231-1308 Q2 Select your department: Parks & Recreation Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? Yes Q4 If yes, please briefly explain: I don't believe that the entire department needs to be consolidated into one location, but it would be great if the parks, forestry, and open space division was based out of one location (currently in two different locations). And within the recreation division, it's totally appropriate to have different locations (recreation center, Anderson Building, and Active Adult Center), but there has been discussion about the desire to have the Active Adult team based out of the recreation center (if there was a future expansion). A new position proposed in the 2023 budget will have to be officed out of the Parks & Neighborhood Services building (which will be less than ideal), if approved, because it's the only space left. Q5 Is your department in the best location(s) relative to otherdepartments that work closely with you? Yes #3#3 COMPLETECOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Tuesday, October 04, 2022 6:19:38 PMTuesday, October 04, 2022 6:19:38 PM Last Modified:Last Modified: Tuesday, October 04, 2022 7:21:47 PMTuesday, October 04, 2022 7:21:47 PM Time Spent:Time Spent: 01:02:0801:02:08 IP Address:IP Address: 75.166.34.6775.166.34.67 Page 2: Initial Questions Page 3: Adjacencies Karen O’Donnell - Parks & Recreation Survey Results 185 City of Wheat Ridge FMP | Appendix 184 City of Wheat Ridge Facilities Master Plan 16 / 54 Q22 To what degree are developments in technology changingor expected to change the way your department DELIVERS ITS SERVICES, now or in the future? Somewhat Q23 Briefly explain your response: Changes like: robots lining fields instead of people, virtual programming, improved online registration, social media, etc. Q24 To what degree are developments in technology changingor expected to change your department's INTERNALWORK PROCESS, now or in the future? Somewhat Q25 Briefly explain your response: ERP work will likley result in changes (providing efficiencies). We're changing the way we do things, and there's no opportunity to opt out. Q26 What percentage of your department staff currently workoutside the building (in the field/with clients outside of the office)? We will discuss your response in more detailduring your interview. 26-50% Q27 What percent of the time do these staff members spendoff-site? We will discuss your response in more detail during your interview. 76-100% Q28 Where are these staff members traveling? Select all that apply: Working in the field with clients, Working in the field without clients, Non-City offices/buildings, Other City offices/buildings Page 8: Technology Page 9: Field Work City of Wheat Ridge Facilities Master Plan 15 / 54 Q13 If yes, how many part-time employees? 135 Q14 Do any of your staff work in shifts? Yes Q15 What is the estimated percentage of your staff that arecurrently working remotely? 7 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 2 days per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) Mostly team-based Q18 Does your department's work process rely more heavilyon formal meetings or informal meetings? About 50%/50% Q19 To what degree does your work environment support yourdepartment's/division's work flow? Adequately Q20 To what degree does your work environment support theway your department/division collaborates? Somewhat Q21 To what degree does your work environment supportindividual/focused work? Adequately Page 7: Work Process City of Wheat Ridge Facilities Master Plan 18 / 54 Q37 Do you anticipate significant changes to public visitationover the course of the next 5 years? No Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in apersonal vehicle? 1-25% Q39 Parking location and availability is convenient to yourworkplace. Somewhat agree Q40 Access to alternative transportation, including publictransit, is available to your place of work. Neither agree nor disagree Q41 Please briefly describe any special security needs your department has: Security cameras needed for incidents/crime inside and outside of the facilities. Lighting is important. Q42 What are your department's normal hours of operation?Select all that apply: standard business hours (approximately 8am - 5pm), extended morning hours, extended evening hours, extended weekend hours, Other (please specify): Varies by function within the department (rec center vs. active adult center vs. outdoor pool vs. park maintenance) Q43 If you selected one or more of the extended hours options, please explain the reason for after-hours access: See "other" above Page 11: Transportation/Parking/Mobility Page 12: Security City of Wheat Ridge Facilities Master Plan 17 / 54 Q29 Does your department serve clients/customers/members of the public who visit you in person to obtainservices/information/etc? We will discuss your response in more detail during your interview. Yes Q30 If yes, what is the average number of daily visitors?(provide numerical value) Respondent skipped this question Q31 What is the average number of visitors at any given time?(provide numerical value) Respondent skipped this question Q32 What is the peak number of visitors in a day? (providenumerical value) Respondent skipped this question Q33 Is your department in the best location(s) currently for theclients/population it serves? Yes Q34 Does your facility have adequate capacity and appropriatespace to support your public/client visitors? Yes Q35 If no, briefly describe the deficiencies: Most of the time, yes. The recreation center parking lot gets full from time to time (not regularly). The outdoor pool reaches capacity pretty easily. There are certainly times when our available space for programs/meetings/events is maxed out, but that's not a daily occurrence. Q36 Have you seen significant changes in public visitationduring or because of the pandemic? Yes Page 10: Public Visitation Survey Results 187 City of Wheat Ridge FMP | Appendix 186 City of Wheat Ridge Facilities Master Plan 20 / 54 Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-face interaction? Select up to 3: Administrative Services, Police Department Q8 In your opinion, how well do your department's facilities fit within the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale, function/use, accessibility)? We will discuss this further inyour interview. 51 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 11 Q10 Within your department, what is your current total FTE? 6 Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 13 Q12 Are any of your staff part-time employees? Yes Q13 If yes, how many part-time employees? 2 Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 19 / 54 Q1 Contact information Name Chris Randall Email Address crandall@ci.wheatridge.co.us Phone Number 3032352835 Q2 Select your department: Municipal Court Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? n/a Q4 If yes, please briefly explain: Respondent skipped this question Q5 Is your department in the best location(s) relative to other departments that work closely with you? Yes Q6 If you answered "No" please briefly explain: Respondent skipped this question #4#4 COMPLETECOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Wednesday, October 05, 2022 4:22:17 PMWednesday, October 05, 2022 4:22:17 PM Last Modified:Last Modified: Wednesday, October 05, 2022 4:35:48 PMWednesday, October 05, 2022 4:35:48 PM Time Spent:Time Spent: 00:13:3000:13:30 IP Address:IP Address: 65.114.209.365.114.209.3 Page 2: Initial Questions Page 3: Adjacencies City of Wheat Ridge Facilities Master Plan 22 / 54 Q22 To what degree are developments in technology changingor expected to change the way your departmentDELIVERS ITS SERVICES, now or in the future? Significantly Q23 Briefly explain your response: New software and hardware. Going paperless. New laws. Q24 To what degree are developments in technology changing or expected to change your department's INTERNALWORK PROCESS, now or in the future? Significantly Q25 Briefly explain your response: Same as in # 24. Q26 What percentage of your department staff currently workoutside the building (in the field/with clients outside of the office)? We will discuss your response in more detailduring your interview. 1-25% Q27 What percent of the time do these staff members spendoff-site? We will discuss your response in more detail during your interview. 1-25% Q28 Where are these staff members traveling? Select all thatapply: Working in the field with clients, Other City offices/buildings Page 9: Field Work Page 10: Public Visitation City of Wheat Ridge Facilities Master Plan 21 / 54 Q14 Do any of your staff work in shifts? No Q15 What is the estimated percentage of your staff that arecurrently working remotely? 15 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 1 day per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) About 50/50 Q18 Does your department's work process rely more heavilyon formal meetings or informal meetings? Mostly informal Q19 To what degree does your work environment support yourdepartment's/division's work flow? Adequately Q20 To what degree does your work environment support theway your department/division collaborates? Adequately Q21 To what degree does your work environment supportindividual/focused work? Somewhat Page 7: Work Process Page 8: Technology Chris Randall - Municipal Court Survey Results 189 City of Wheat Ridge FMP | Appendix 188 City of Wheat Ridge Facilities Master Plan 24 / 54 Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in a personal vehicle? 1-25% Q39 Parking location and availability is convenient to your workplace. Strongly agree Q40 Access to alternative transportation, including public transit, is available to your place of work. Neither agree nor disagree Q41 Please briefly describe any special security needs your department has: Parking lot (PD, court, administration employee) fencing; divider walls. Q42 What are your department's normal hours of operation?Select all that apply: standard business hours (approximately 8am - 5pm) Q43 If you selected one or more of the extended hours options,please explain the reason for after-hours access: Respondent skipped this question Page 11: Transportation/Parking/Mobility Page 12: Security City of Wheat Ridge Facilities Master Plan 23 / 54 Q29 Does your department serve clients/customers/membersof the public who visit you in person to obtainservices/information/etc? We will discuss your response inmore detail during your interview. Yes Q30 If yes, what is the average number of daily visitors? (provide numerical value) 25 Q31 What is the average number of visitors at any given time? (provide numerical value) 10 Q32 What is the peak number of visitors in a day? (provide numerical value) 60 Q33 Is your department in the best location(s) currently for theclients/population it serves? Yes Q34 Does your facility have adequate capacity and appropriatespace to support your public/client visitors? No Q35 If no, briefly describe the deficiencies: Need office space for employees. Q36 Have you seen significant changes in public visitationduring or because of the pandemic? Yes Q37 Do you anticipate significant changes to public visitationover the course of the next 5 years? Yes City of Wheat Ridge Facilities Master Plan 26 / 54 Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-faceinteraction? Select up to 3: City Clerk, City Manager's Office Q8 In your opinion, how well do your department's facilities fitwithin the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale,function/use, accessibility)? We will discuss this further inyour interview. 51 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 29 Q10 Within your department, what is your current total FTE? 28.5 Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 33 Q12 Are any of your staff part-time employees? Yes Q13 If yes, how many part-time employees? 1 Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 25 / 54 Q1 Contact information Name Allison W Scheck Email Address ascheck@ci.wheatridge.co.us Phone Number 3032352826 Q2 Select your department: Administrative Services Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? Yes Q4 If yes, please briefly explain: The Admin Services Department is composed of all the "shared" services for the City. These groups, while disparate in disciplines, need to collaborate in order to provide great service. We are out of space and now have employees in a different facility. Q5 Is your department in the best location(s) relative to otherdepartments that work closely with you? Yes Q6 If you answered "No" please briefly explain: Respondent skipped this question #5#5 COMPLETECOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Friday, September 30, 2022 5:05:13 PMFriday, September 30, 2022 5:05:13 PM Last Modified:Last Modified: Thursday, October 06, 2022 7:27:05 AMThursday, October 06, 2022 7:27:05 AM Time Spent:Time Spent: Over a dayOver a day IP Address:IP Address: 67.190.173.1367.190.173.13 Page 2: Initial Questions Page 3: Adjacencies Allison Scheck - Administrative Services Survey Results 191 City of Wheat Ridge FMP | Appendix 190 City of Wheat Ridge Facilities Master Plan 28 / 54 Q22 To what degree are developments in technology changingor expected to change the way your department DELIVERS ITS SERVICES, now or in the future? Somewhat Q23 Briefly explain your response: We are hoping to move taxpayers and customers towards more self-service processes. Q24 To what degree are developments in technology changingor expected to change your department's INTERNALWORK PROCESS, now or in the future? Somewhat Q25 Briefly explain your response: New ERP solutions will further move us to employee self-service and electronic workflows. Q26 What percentage of your department staff currently workoutside the building (in the field/with clients outside of theoffice)? We will discuss your response in more detailduring your interview. 1-25% Q27 What percent of the time do these staff members spendoff-site? We will discuss your response in more detailduring your interview. 1-25% Q28 Where are these staff members traveling? Select all thatapply: Working in the field with clients, Non-City offices/buildings, Other City offices/buildings Page 9: Field Work Page 10: Public Visitation City of Wheat Ridge Facilities Master Plan 27 / 54 Q14 Do any of your staff work in shifts? No Q15 What is the estimated percentage of your staff that arecurrently working remotely? 85 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 2 days per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) Mostly team-based Q18 Does your department's work process rely more heavily on formal meetings or informal meetings? About 50%/50% Q19 To what degree does your work environment support your department's/division's work flow? Somewhat Q20 To what degree does your work environment support the way your department/division collaborates? Somewhat Q21 To what degree does your work environment support individual/focused work? Somewhat Page 7: Work Process Page 8: Technology City of Wheat Ridge Facilities Master Plan 30 / 54 Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in a personal vehicle? 1-25% Q39 Parking location and availability is convenient to your workplace. Strongly agree Q40 Access to alternative transportation, including publictransit, is available to your place of work. Disagree Q41 Please briefly describe any special security needs your department has: We have been the targets of 1st amendment auditors, so made security improvements to restrict access to our area. Generally staff are uncomfortable serving the public outside of a secure area Q42 What are your department's normal hours of operation?Select all that apply: standard business hours (approximately 8am - 5pm) Q43 If you selected one or more of the extended hours options,please explain the reason for after-hours access: Respondent skipped this question Page 12: Security City of Wheat Ridge Facilities Master Plan 29 / 54 Q29 Does your department serve clients/customers/membersof the public who visit you in person to obtainservices/information/etc? We will discuss your response inmore detail during your interview. Yes Q30 If yes, what is the average number of daily visitors? (provide numerical value) 3 Q31 What is the average number of visitors at any given time? (provide numerical value) 1 Q32 What is the peak number of visitors in a day? (provide numerical value) 5 Q33 Is your department in the best location(s) currently for theclients/population it serves? Yes Q34 Does your facility have adequate capacity and appropriate space to support your public/client visitors? Yes Q35 If no, briefly describe the deficiencies: Respondent skipped this question Q36 Have you seen significant changes in public visitationduring or because of the pandemic? Yes Q37 Do you anticipate significant changes to public visitationover the course of the next 5 years? No Page 11: Transportation/Parking/Mobility Survey Results 193 City of Wheat Ridge FMP | Appendix 192 City of Wheat Ridge Facilities Master Plan 32 / 54 Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-face interaction? Select up to 3: Administrative Services, City Clerk, Other (please specify): M and C Q8 In your opinion, how well do your department's facilities fitwithin the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale,function/use, accessibility)? We will discuss this further inyour interview. 85 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 3 Q10 Within your department, what is your current total FTE? 2.5 Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 3.5 Q12 Are any of your staff part-time employees? No Q13 If yes, how many part-time employees? Respondent skipped this question Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 31 / 54 Q1 Contact information Name S Kirkpatrick Email Address skirkpatrick@ci.wheatridge.co.us Phone Number 3038871667 Q2 Select your department: Administrative Services Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? n/a Q4 If yes, please briefly explain: Respondent skipped this question Q5 Is your department in the best location(s) relative to other departments that work closely with you? Yes Q6 If you answered "No" please briefly explain: Respondent skipped this question #6#6 COMPLETECOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Thursday, October 06, 2022 8:53:46 AMThursday, October 06, 2022 8:53:46 AM Last Modified:Last Modified: Thursday, October 06, 2022 9:04:27 AMThursday, October 06, 2022 9:04:27 AM Time Spent:Time Spent: 00:10:4000:10:40 IP Address:IP Address: 73.78.29.18673.78.29.186 Page 2: Initial Questions Page 3: Adjacencies City of Wheat Ridge Facilities Master Plan 34 / 54 Q22 To what degree are developments in technology changingor expected to change the way your departmentDELIVERS ITS SERVICES, now or in the future? Significantly Q23 Briefly explain your response: More and more documents created, retried and stored electronically. Q24 To what degree are developments in technology changing or expected to change your department's INTERNALWORK PROCESS, now or in the future? Somewhat Q25 Briefly explain your response: Hard to predict what we can automate, but it's just a question of time. Q26 What percentage of your department staff currently workoutside the building (in the field/with clients outside of the office)? We will discuss your response in more detailduring your interview. 0% Q27 What percent of the time do these staff members spendoff-site? We will discuss your response in more detail during your interview. 51-75% Q28 Where are these staff members traveling? Select all thatapply: Other (please specify): from home Page 9: Field Work Page 10: Public Visitation City of Wheat Ridge Facilities Master Plan 33 / 54 Q14 Do any of your staff work in shifts? No Q15 What is the estimated percentage of your staff that arecurrently working remotely? 50 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 2 days per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) Mostly individual Q18 Does your department's work process rely more heavilyon formal meetings or informal meetings? About 50%/50% Q19 To what degree does your work environment support yourdepartment's/division's work flow? Somewhat Q20 To what degree does your work environment support theway your department/division collaborates? Somewhat Q21 To what degree does your work environment supportindividual/focused work? Somewhat Page 7: Work Process Page 8: Technology S. Kirkpatrick - City Clerk Survey Results 195 City of Wheat Ridge FMP | Appendix 194 City of Wheat Ridge Facilities Master Plan 36 / 54 Q37 Do you anticipate significant changes to public visitationover the course of the next 5 years? No Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in a personal vehicle? 0% Q39 Parking location and availability is convenient to your workplace. Strongly agree Q40 Access to alternative transportation, including public transit, is available to your place of work. Agree Q41 Please briefly describe any special security needs your department has: We keep the City's archives. Fireproof, waterproof and CONSTANT electronic backups essential. Q42 What are your department's normal hours of operation?Select all that apply: standard business hours (approximately 8am - 5pm) Q43 If you selected one or more of the extended hours options,please explain the reason for after-hours access: Respondent skipped this question Page 11: Transportation/Parking/Mobility Page 12: Security City of Wheat Ridge Facilities Master Plan 35 / 54 Q29 Does your department serve clients/customers/membersof the public who visit you in person to obtainservices/information/etc? We will discuss your response inmore detail during your interview. Yes Q30 If yes, what is the average number of daily visitors? (provide numerical value) 99 Q31 What is the average number of visitors at any given time? (provide numerical value) 1 Q32 What is the peak number of visitors in a day? (provide numerical value) 8 Q33 Is your department in the best location(s) currently for theclients/population it serves? Yes Q34 Does your facility have adequate capacity and appropriatespace to support your public/client visitors? No Q35 If no, briefly describe the deficiencies: We need to meet with people in person and review documents. Right now, we have only the lobby conference room, which of late has been occupied all or most of the time. Q36 Have you seen significant changes in public visitation during or because of the pandemic? Yes City of Wheat Ridge Facilities Master Plan 38 / 54 Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-faceinteraction? Select up to 3: Municipal Court Q8 In your opinion, how well do your department's facilities fitwithin the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale,function/use, accessibility)? We will discuss this further inyour interview. 60 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 107 Q10 Within your department, what is your current total FTE? 107 Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 3 Q12 Are any of your staff part-time employees? No Q13 If yes, how many part-time employees? Respondent skipped this question Q14 Do any of your staff work in shifts? Yes Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 37 / 54 Q1 Contact information Name Chris Murtha Email Address cmurtha@ci.wheatridge.co.us Phone Number 2408325774 Q2 Select your department: Police Department Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? n/a Q4 If yes, please briefly explain: Respondent skipped this question Q5 Is your department in the best location(s) relative to otherdepartments that work closely with you? Yes Q6 If you answered "No" please briefly explain: Respondent skipped this question #7#7 COMPLETECOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Thursday, October 06, 2022 10:51:06 AMThursday, October 06, 2022 10:51:06 AM Last Modified:Last Modified: Thursday, October 06, 2022 11:02:06 AMThursday, October 06, 2022 11:02:06 AM Time Spent:Time Spent: 00:10:5900:10:59 IP Address:IP Address: 65.114.209.365.114.209.3 Page 2: Initial Questions Page 3: Adjacencies Chris Murtha - Police Department Survey Results 197 City of Wheat Ridge FMP | Appendix 196 City of Wheat Ridge Facilities Master Plan 40 / 54 Q23 Briefly explain your response: Advances in technology are ever evolving in policing. We can expect that technology will replace many of our existing processes/services. Q24 To what degree are developments in technology changing or expected to change your department's INTERNALWORK PROCESS, now or in the future? Somewhat Q25 Briefly explain your response: Internal process currently depends on technology. The technology and integration of that technology will continue in policing. Q26 What percentage of your department staff currently workoutside the building (in the field/with clients outside of theoffice)? We will discuss your response in more detailduring your interview. 51-75% Q27 What percent of the time do these staff members spend off-site? We will discuss your response in more detailduring your interview. 51-75% Q28 Where are these staff members traveling? Select all thatapply: Working in the field with clients, Working in the field without clients, Other City offices/buildings Q29 Does your department serve clients/customers/membersof the public who visit you in person to obtainservices/information/etc? We will discuss your response inmore detail during your interview. Yes Page 9: Field Work Page 10: Public Visitation City of Wheat Ridge Facilities Master Plan 39 / 54 Q15 What is the estimated percentage of your staff that arecurrently working remotely? 5 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 3 days per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) About 50/50 Q18 Does your department's work process rely more heavilyon formal meetings or informal meetings? About 50%/50% Q19 To what degree does your work environment support yourdepartment's/division's work flow? Somewhat Q20 To what degree does your work environment support theway your department/division collaborates? Somewhat Q21 To what degree does your work environment supportindividual/focused work? Somewhat Q22 To what degree are developments in technology changingor expected to change the way your department DELIVERS ITS SERVICES, now or in the future? Somewhat Page 7: Work Process Page 8: Technology City of Wheat Ridge Facilities Master Plan 42 / 54 Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in apersonal vehicle? 0% Q39 Parking location and availability is convenient to yourworkplace. Somewhat agree Q40 Access to alternative transportation, including publictransit, is available to your place of work. Disagree Q41 Please briefly describe any special security needs your department has: Protection from public threats and security of prisoners etc Q42 What are your department's normal hours of operation?Select all that apply: extended morning hours, extended evening hours, extended weekend hours, Other (please specify): 24 hours Q43 If you selected one or more of the extended hours options, please explain the reason for after-hours access: Full service Page 12: Security City of Wheat Ridge Facilities Master Plan 41 / 54 Q30 If yes, what is the average number of daily visitors? (provide numerical value) 10 Q31 What is the average number of visitors at any given time? (provide numerical value) 5 Q32 What is the peak number of visitors in a day? (provide numerical value) 25 Q33 Is your department in the best location(s) currently for theclients/population it serves? No Q34 Does your facility have adequate capacity and appropriatespace to support your public/client visitors? No Q35 If no, briefly describe the deficiencies: Training room is too small. Conference rooms are often inadequate to host in person meetings. Q36 Have you seen significant changes in public visitationduring or because of the pandemic? No Q37 Do you anticipate significant changes to public visitation over the course of the next 5 years? Yes Page 11: Transportation/Parking/Mobility Survey Results 199 City of Wheat Ridge FMP | Appendix 198 City of Wheat Ridge Facilities Master Plan 50 / 54 Q7 Which of the following departments need to be in closeproximity to yours due to the need for face-to-face interaction? Select up to 3: Community Development Q8 In your opinion, how well do your department's facilities fit within the surrounding neighborhood context (aka, do thebuildings compliment each other in appearance, scale, function/use, accessibility)? We will discuss this further inyour interview. 15 Q9 Within your department, what is your current total staff head count (not FTE), including staff working remotely? 24 Q10 Within your department, what is your current total FTE? 24 Q11 Estimate your total staff head count (not FTE) in 5 years, including staff working remotely within your department: 35 Q12 Are any of your staff part-time employees? No Q13 If yes, how many part-time employees? Respondent skipped this question Q14 Do any of your staff work in shifts? Yes Page 4: Site Page 5: Staffing Projections Page 6: Staff Schedules City of Wheat Ridge Facilities Master Plan 49 / 54 Q1 Contact information Name Maria Dandrea Email Address mdandrea@ci.wheatridge.co.us Phone Number 3039164939 Q2 Select your department: Public Works Q3 If your department is currently in multiple locations, shouldit ideally be consolidated into one? n/a Q4 If yes, please briefly explain: Respondent skipped this question Q5 Is your department in the best location(s) relative to otherdepartments that work closely with you? Yes Q6 If you answered "No" please briefly explain: Respondent skipped this question #9#9 INCOMPLETEINCOMPLETE Collector:Collector: Web Link 1 Web Link 1 (Web Link)(Web Link) Started:Started: Monday, October 10, 2022 1:34:08 PMMonday, October 10, 2022 1:34:08 PM Last Modified:Last Modified: Monday, October 10, 2022 1:40:27 PMMonday, October 10, 2022 1:40:27 PM Time Spent:Time Spent: 00:06:1800:06:18 IP Address:IP Address: 65.114.209.365.114.209.3 Page 2: Initial Questions Page 3: Adjacencies City of Wheat Ridge Facilities Master Plan 52 / 54 Q23 Briefly explain your response: More technology-based solutions will be utilized that require a higher level of data collection & communication with citizens Q24 To what degree are developments in technology changingor expected to change your department's INTERNAL WORK PROCESS, now or in the future? Somewhat Q25 Briefly explain your response: More data will be collected on tasks pending & completed as well as KPIs and metrics for performance Q26 What percentage of your department staff currently work outside the building (in the field/with clients outside of theoffice)? We will discuss your response in more detail during your interview. 51-75% Q27 What percent of the time do these staff members spend off-site? We will discuss your response in more detailduring your interview. 51-75% Q28 Where are these staff members traveling? Select all thatapply: Working in the field without clients, Other City offices/buildings Q29 Does your department serve clients/customers/membersof the public who visit you in person to obtain services/information/etc? We will discuss your response inmore detail during your interview. No Page 9: Field Work Page 10: Public Visitation City of Wheat Ridge Facilities Master Plan 51 / 54 Q15 What is the estimated percentage of your staff that arecurrently working remotely? 5 Q16 Select the average expected frequency of remote work forthose participating in teleworking. 1 day per week Q17 What percentage of your department's work is team-based/collaborative vs. individual? (team-based/collaborative work involves project teams workingtogether; individual work is mostly completed by a singleperson, perhaps under supervision) Mostly team-based Q18 Does your department's work process rely more heavilyon formal meetings or informal meetings? Mostly informal Q19 To what degree does your work environment support your department's/division's work flow? Somewhat Q20 To what degree does your work environment support the way your department/division collaborates? Not at all Q21 To what degree does your work environment support individual/focused work? Somewhat Q22 To what degree are developments in technology changing or expected to change the way your departmentDELIVERS ITS SERVICES, now or in the future? Significantly Page 7: Work Process Page 8: Technology Maria Dandrea - Public Works Staffing Data by Department 201 City of Wheat Ridge FMP | Appendix 200 City of Wheat Ridge Facilities Master Plan 54 / 54 Q38 What percentage of your staff commutes to work using atransportation method OTHER THAN driving alone in a personal vehicle? 0% Q39 Parking location and availability is convenient to your workplace. Strongly agree Q40 Access to alternative transportation, including public transit, is available to your place of work. Neither agree nor disagree Q41 Please briefly describe any special security needs your department has: Respondent skipped this question Q42 What are your department's normal hours of operation? Select all that apply: Respondent skipped this question Q43 If you selected one or more of the extended hours options,please explain the reason for after-hours access: Respondent skipped this question Page 12: Security City of Wheat Ridge Facilities Master Plan 53 / 54 Q30 If yes, what is the average number of daily visitors?(provide numerical value) Respondent skipped this question Q31 What is the average number of visitors at any given time? (provide numerical value) 1 Q32 What is the peak number of visitors in a day? (provide numerical value) 3 Q33 Is your department in the best location(s) currently for the clients/population it serves? No Q34 Does your facility have adequate capacity and appropriate space to support your public/client visitors? No Q35 If no, briefly describe the deficiencies: Meeting space is needed as well as additional materials storage space Q36 Have you seen significant changes in public visitationduring or because of the pandemic? No Q37 Do you anticipate significant changes to public visitationover the course of the next 5 years? No Page 11: Transportation/Parking/Mobility Administrative Services Department Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year department manager 1 1 1 n/a private office no supervisor 7 7 8 n/a private office no technical/professional staff 3 3 4 n/a private office no technical/professional staff 7.5 8 8 n/a open workstation no technical/professional staff 3 3 4 n/a shared office no n/a n/a n/a TOTAL 21.5 22 25 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 yes yes Large conference room (25+ seat capacity)1 yes no Medium conference room (10-24 seat capacity)1 yes yes Small conference room (9 seats or fewer)0 yes no Training room 1 yes yesInterview room 0 yes yes Other collaborative area(s)0 yes no File/records room 1 no yes Other office supply storage 2 yes yes Off-site storage 0 Reception/waiting area(s)1 yes no Staff break/lounge/kitchen area(s)1 yes Loading dock 0 Other (existing or required) - please list: Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipment Equipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bayVehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker roomsEvidence storage Patrol room Dispatch Emergency Operations Armory Holding rooms Hearing Rooms Intake/processing Court roomsOther (existing or required) - please list: Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): We accept deliveries through our front or side door It's OK, but space is limited and it isn't inspiring to take a break in there! If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Only option is Council Chambers which is not ideal (dark, limited AV for hybrid) We need this. Currently, we duck into the City Manager's office when he is not in the officeWe use PD's training room We use any available conference room We don't have collaboration space outside of a conference room which are a hot commodity Current Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts? Support Space Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) Is the existing space meeting your needs? (select yes/no) City Hall C. Staffing Data by Department Staffing Data by Department 203 City of Wheat Ridge FMP | Appendix 202 Administrative Services Department Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year supervisor 1 1 1 n/a private office notechnical/professional staff 3 3 3 n/a private office notechnical/professional staff 3 3 3 n/a shared office non/a n/a n/a n/a TOTAL 7 7 7 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 yes yes Large conference room (25+ seat capacity)1 yes yesMedium conference room (10-24 seat capacity)1 yes yes Small conference room (9 seats or fewer)0 no no Training room 1 no no Interview room 0 no no Other collaborative area(s)2 yes yes File/records room 1 no yes Other office supply storage 1 yes yes Off-site storage 0Reception/waiting area(s)1 yes no Staff break/lounge/kitchen area(s)1 yes Loading dock 0 Other (existing or required) - please list: Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipmentEquipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bay Vehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker rooms Evidence storage Patrol room Dispatch Emergency OperationsArmory Holding rooms Hearing Rooms Intake/processing Court rooms Other (existing or required) - please list: We accept deliveries through our front or side door Support Space If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Is the existing space meeting your needs? (select yes/no) Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts?Current Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) We use any available conference room Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Administrative Services Department Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year department manager 1 1 1 n/a private office no supervisor 000 0 n/a no n/an/an/a TOTAL 1 1 1 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 yes yes Large conference room (25+ seat capacity)1 yes no Medium conference room (10-24 seat capacity)1 yes yes Small conference room (9 seats or fewer)0 yes no Training room 1 yes yes Interview room 0 yes yes Other collaborative area(s)0 yes no File/records room 1 no yes Other office supply storage 2 yes yes Off-site storage 0 Reception/waiting area(s)1 yes no Staff break/lounge/kitchen area(s)1 yes Loading dock 0 Other (existing or required) - please list: Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipment Equipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bay Vehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker rooms Evidence storage Patrol room Dispatch Emergency Operations ArmoryHolding rooms Hearing Rooms Intake/processing Court rooms Other (existing or required) - please list: Support Space Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) Is the existing space meeting your needs? (select yes/no) Current Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts? It's OK, but space is limited and it isn't inspiring to take a break in there! If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Only option is Council Chambers which is not ideal (dark, limited AV for hybrid) We need this. Currently, we duck into the City Manager's office when he is not in the officeWe use PD's training room We use any available conference room We don't have collaboration space outside of a conference room which are a hot commodity We accept deliveries through our front or side door Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): PNSB Building City Manager’s Office - City Hall Staffing Data by Department 205 City of Wheat Ridge FMP | Appendix 204 City Manager's Office Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year supervisor 1 1 1 n/a private office notechnical/professional staff 0 0 2 n/a private office notechnical/professional staff 3 3 3 n/a shared office no n/a n/a n/a TOTAL 4 4 6 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 yes yes Large conference room (25+ seat capacity)1 yes yes Medium conference room (10-24 seat capacity)1 yes yes Small conference room (9 seats or fewer)0 no no Training room 1 no no Interview room 0 no no Other collaborative area(s)2 yes yes File/records room 1 no yes Other office supply storage 1 yes yes Off-site storage 0Reception/waiting area(s)1 yes no Staff break/lounge/kitchen area(s)1 yes Loading dock 0 Other (existing or required) - please list: Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipmentEquipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bay Vehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker rooms Evidence storage Patrol room Dispatch Emergency OperationsArmory Holding rooms Hearing Rooms Intake/processing Court rooms Other (existing or required) - please list: Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): We use any available conference room We accept deliveries through our front or side door Support Space If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Is the existing space meeting your needs? (select yes/no) Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts?Current Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) City Clerk's Office Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year department manager 1 1 1 n/a private office no technical/professional staff 1 1 2 n/a open workstation no n/an/an/a TOTAL 2 2 3 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 yes yes Large conference room (25+ seat capacity)1 yes no Medium conference room (10-24 seat capacity)1 yes yes Small conference room (9 seats or fewer)0 yes no Training room 1 yes yes Interview room 0 yes yes Other collaborative area(s)0 yes no File/records room 1 no yes Other office supply storage 2 yes yes Off-site storage 0 Reception/waiting area(s)1 yes no Staff break/lounge/kitchen area(s)1 yes Loading dock 0 Other (existing or required) - please list: Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipment Equipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bay Vehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker rooms Evidence storage Patrol room Dispatch Emergency Operations ArmoryHolding rooms Hearing Rooms Intake/processing Court rooms Other (existing or required) - please list: Support Space Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) Is the existing space meeting your needs? (select yes/no) Current Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts? It's OK, but space is limited and it isn't inspiring to take a break in there! If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Only option is Council Chambers which is not ideal (dark, limited AV for hybrid) We need this. Currently, we duck into the City Manager's office when he is not in the officeWe use PD's training room We use any available conference room We don't have collaboration space outside of a conference room which are a hot commodity We accept deliveries through our front or side door Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): City Manager’s Office - PNSB Building City Clerk’s Office - City Hall Staffing Data by Department 207 City of Wheat Ridge FMP | Appendix 206 Community Development Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year department manager 4 4 4 n/a private office no supervisor 5 5 5 n/a private office no administrative staff 1 1 1 n/a open workstation no technical/professional staff 8.75 9 11 n/a open workstation no temp/contractor 8 13 13 n/a open workstation no n/a n/a n/a TOTAL 26.75 32 34 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 2 no yes Large conference room (25+ seat capacity)1 1 yes no Medium conference room (10-24 seat capacity)1 1 yes no Small conference room (9 seats or fewer)3 3 yes yes Training room Interview room Other collaborative area(s)01File/records room Other office supply storage Off-site storage Reception/waiting area(s) Staff break/lounge/kitchen area(s)2 1 yes no Loading dock Other (existing or required) - please list: Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipmentEquipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bay Vehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker rooms Evidence storage Patrol room Dispatch Emergency OperationsArmory Holding rooms Hearing Rooms Intake/processing Court rooms Other (existing or required) - please list: Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): only PNSB staff have this Is this space shared between departments? (select yes/no) PD training room is not well suited for meetings; more of a classroom style room; sometimes hard to book; too cramped when all seats are full; poor quality this includes the huddle room which is not shared with other departments and the 2nd floor and lobby conference rooms which function fine a kitchen sink was provided upstairs, but it's not a full kitchn and has no lounge or seating; PNSB staff have a full option; upstairs staff use downstairs fridge Support Space If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. council chambers is too formal; poor lighting/AV; we often go to the rec center but it's often full and the AV there is crummy as well Is the existing space meeting your needs? (select yes/no) Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts?Current Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Municipal Court Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year department manager 0.75 1 1 n/a private office no supervisor 1 1 1 n/a private office no technical/professional staff 4 4 6 n/a shared office no technical/professional staff 1 1 1 n/a private office no temp/contractor 0.6 1 1 n/a private office no technical/professional staff 3 3 3 n/a shared office no supervisor 1 1 1 n/a private office no temp/contractor 0.25 1 1 n/a shared office TOTAL 11.6 13 15 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 2 no noLarge conference room (25+ seat capacity) Medium conference room (10-24 seat capacity) Small conference room (9 seats or fewer)0 1 n/a n/a Training room Interview room 1 2 no no Other collaborative area(s) File/records room 1 1 no no Other office supply storage 1 1 no no Off-site storage Reception/waiting area(s)1 1 no yes Staff break/lounge/kitchen area(s)1 1 no noLoading dock Other (existing or required) - please list:0 1 yes no Reception/waiting area Lobby 1 1 yes no Exercise room 0 1 yes n/a Quiet room in courtroom 0 1 no n/a Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipment Equipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bayVehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker roomsEvidence storage Patrol room Dispatch Emergency Operations Armory Holding rooms Hearing Rooms Intake/processing Court rooms 1 1 See current courtroomOther (existing or required) - please list: Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): Small unusual space -- additional items stored Area for screening equipment now in lobby Limited seating space shared space for building staff quiet room in courtroom Additional square footage Courtroom is sufficient in size -- potential reconfiguration Less file storage. More appropriate supply storage Additional consult room (ACA/Probation/Homeless Navigator) waiting area adjoining Court office Jury room for deliberation --may substitute for 2nd meeting room Support Space If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. reconfigured space and/or additional square footage Is the existing space meeting your needs? (select yes/no) Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts?Current Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) Community Development - City Hall Municipal Courts - City Hall Staffing Data by Department 209 City of Wheat Ridge FMP | Appendix 208 Police Department Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year department manager 1 1 1 n/a private office no supervisor 1 20 20 n/a shared office yes 3 administrative staff 1 14 17 n/a shared office technical/professional staff 1 69 87 n/a shared office n/a n/a n/a n/a TOTAL 4 104 125 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 4 yes yes Large conference room (25+ seat capacity)0 n/a n/a Medium conference room (10-24 seat capacity)1 yes yes Small conference room (9 seats or fewer)1 yes yes Training room 1 yes yes Interview room 5 yes yes Other collaborative area(s)File/records room 1 no yes Other office supply storage 3 yes yes Off-site storage Reception/waiting area(s)1 yes yes Staff break/lounge/kitchen area(s)2 yes yes Loading dock Other (existing or required) - please list: Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipmentEquipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bay Vehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker rooms Evidence storage Patrol room Dispatch Emergency OperationsArmory Holding rooms Hearing Rooms Intake/processing Court rooms Other (existing or required) - please list: Support Space If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Is the existing space meeting your needs? (select yes/no) Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts?Current Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? PUBLIC WORKS Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year department manager 1 1 1 n/a private office no supervisor 5 5 6 n/a private office no administrative staff 2 2 3 n/a open workstation notechnical/professional staff 14 14 17 n/a hoteling station notechnical/professional staff 9 9 10 n/a open workstation non/a n/a n/aTOTAL313137 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 2 no no Large conference room (25+ seat capacity)0 1 n/a n/a Medium conference room (10-24 seat capacity)0 1 n/a n/aSmall conference room (9 seats or fewer)1 2 no no Training room 0 1 n/a n/a Interview room 0 0 n/a n/aOther collaborative area(s)0 0 n/a n/aFile/records room 0 1 n/a n/a Other office supply storage 1 1 yes no Off-site storage 0 0 n/a n/aReception/waiting area(s)0 1 n/a n/a Staff break/lounge/kitchen area(s)1 1 no no Loading dock 0 1 n/a n/aOther (existing or required) - please list: Laundry facilities Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment 1 1 8 drive-thru bays Immediate Shop, light equipment 1 1 See above immediate Equipment storage, indoor 1 1 200' x 50'5-year Equipment storage, outdoor, covered 1 1 300' x 100'5-year Equipment storage, outdoor, uncovered 1 1 500' x 100'5-year Crew/muster Room 01 Wash bay 0 1 1-bay capacity; need to be high enough to accommodate a 15' vehicle 5-year Vehicle storage, indoor 4 4 20 5-year Vehicle storage, outdoor, covered 8 8 10 5-year Vehicle storage, outdoor, uncovered 25 25 40 5-yearLocker rooms 2 2 See notes immediate Evidence storage 00 Patrol room 00 Dispatch 00Emergency Operations 00 Armory 00 Holding rooms 00Hearing Rooms 00 Intake/processing 00 Court rooms 00Other (existing or required) - please list:Traffic Shop (signs & signals)1 1 100' x 50'5-year Current space is too small and lacks adequate facilities Not currently available but will be needed for deliveries Most materials are currenty uncovered Support Space If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Need more space around copiers; need storage for associated supplies Does not currently exist Is the existing space meeting your needs? (select yes/no) Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts?Current Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) Does not currently exist Current space is used for hoteling work stations, break room & storage Need increased storage for supplies, files & other materials One pole barn and one salt shed are currently in use Need a space large enough for Streets crews (up to 20 people) to meet daily Should be enclosed & heated as a safety precaution; hot water needed All heavy equipment should not only be covered but also be enclosed especially heavy equipment such as plows, grader, vacuum truck, etc.Primarily for city light fleet vehicles This is primarily for employee & guest parking Create signage with speciality equipment; storage of sign blanks & new signs and signal equipment; need space for signal equipment testing In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): Shared space with IT equipment for building Storage for uniforms, PPE, and space to launder clothing No space currently available Womens lockerroom should be able to house up to 5 persons; Mens lockerrooms should house up to 30 persons; needs to include shower facilities Existing space is used for both hevay & light equipment. Requires a lot of jockeying of vehicles as the bays do not allow for drive-thru. Also, due to a lack of storage & meeting space, the five current bays cannot be utilized as true bays for vehicle maintenance. Welding operations need to be accommodated as well. See above Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? Police Department - City Hall Public Works Department Staffing Data by Department 211 City of Wheat Ridge FMP | Appendix 210 Parks and Recreation - Anderson Building and Anderson Pool Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year technical/professional staff 1 1 1 n/a private office notechnical/professional staff 1 1 1 n/a shared office noseasonal33333n/a shared office yesn/an/an/an/an/aTOTAL53535 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 2 no yes Large conference room (25+ seat capacity) Medium conference room (10-24 seat capacity) Small conference room (9 seats or fewer) Training room Interview room Other collaborative area(s)File/records room Other office supply storage 2 yes no Off-site storage 1 no no Reception/waiting area(s) Staff break/lounge/kitchen area(s)0 Loading dock Other (existing or required) - please list: Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipmentEquipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bay Vehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker rooms Evidence storage Patrol roomDispatch Emergency Operations Armory Holding rooms Hearing Rooms Intake/processing Court roomsOther (existing or required) - please list: Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): The lifeguard office serves as both workspace and breakroom space If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Additional Square Footage, these rooms serve as program equipment space Need additional space Current Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts? Support Space Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) Is the existing space meeting your needs? (select yes/no) Parks and Recreation - Wheat Ridge Recreation Center Current and Projected Staff Projected Headcount Projected Headcount Position/Title (select from pull down list, create separate entries for different space type required or shift-based staff)FTE Headcount 5-year 10-year department manager 2 2 2 n/a private office nosupervisor555n/a private office no technical/professional staff 5 5 5 n/a private office no administrative staff 0.5 0.5 1 n/a other yestechnical/professional staff 1 1 1 n/a other yestechnical/professional staff 6 6 6 n/a open workstation yes supervisor 2 2 2 n/a shared office no technical/professional staff 9.9 68 68 n/a shared office yes technical/professional staff 5.5 15 15 n/a open workstation yesTOTAL36.9 104.5 104.5 0 *indicate what is required (even if it is different from what is being used currently) Copy/fax/printer spaces 5 no yes Large conference room (25+ seat capacity) Medium conference room (10-24 seat capacity) Small conference room (9 seats or fewer)1 yes yes Training room same as conference room yes yes Interview room same as conference room yes yesOther collaborative area(s) File/records room Other office supply storage 1 no noOff-site storage 1 yes no Reception/waiting area(s)rec lobby yes Staff break/lounge/kitchen area(s)2 yes Loading dock maintenance area yes no Other (existing or required) - please list: Counting Room/Safe 1 no yes Ballroom Kitchen Storage Closet 1 yes no Electrical Closet (Storage), middle and end of ballroom hallway 2 yes no Activity Storage Room (general program supply)1 no no Gym Storage Room (recreation equipment)1 no noMaintanence Area 1 yes no Pool Area (aquatics supplies)2 no yes Aerobics Room Storage 2 no no Specialty Space (PW, PD, and Courts only) note: this section applies to Engineering-Public Works only Shop, heavy equipment Shop, light equipment Equipment storage, indoor Equipment storage, outdoor, covered Equipment storage, outdoor, uncovered Crew/muster Room Wash bayVehicle storage, indoor Vehicle storage, outdoor, covered Vehicle storage, outdoor, uncovered Locker roomsEvidence storage Patrol room DispatchEmergency Operations Armory Holding rooms Hearing Rooms Intake/processing Court rooms Other (existing or required) - please list: Support Space If not, what is required? (Additional square footage? Increased capacity? Improved technology or equipment?) Please briefly describe. Is the existing space meeting your needs? (select yes/no) Space Type Required* (see definitions above and select one from the pull down menu) Shift based? (select yes/no)Number of shifts?Current Quantity currently used? (enter "0" if a space is currently required but not available) Quantity required when you return to in-person work? Is this space shared between departments? (select yes/no) Need more square footageNeed more square footage small closet in leisure pool and large in lap pool some equipment is stored in the actually aerobics room This space has been used as a shared space office/counting but not currently, not ideal square footage or schedule, counting is a random need throughout day. used by Rotary, so not available to us Need additional sq footage, one room is used for storage for rental and other office and rental equipmentNeed more square footage need more storage sq footage Quantity currently used? (enter "0" if a space is currently required but not available) Quantity currently required? Approximately what size or capacity is required for this additional space/room? In approximately what timeframe is this space needed (select immediate, 5-year, or 10+ years) Briefly describe any specific requirements or clarifying notes for this space (security, A/V, adjacencies, etc): Anderson Building Wheat Ridge Recreation Center Database by Department 213 City of Wheat Ridge FMP | Appendix 212 ExistingExisting Total Square Footage Current Required (Rightsized)Current Required (Rightsized) Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 Year Addt'l New Square Footage Surplus Square Footage Total Square Footage 10 year Addt'l New Square Footage Surplus Square Footage Total Square Footage Administration City Hall 10% circ. Increase Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Medium Meeting Room Open Collaborative Area Private Office Storage (dedicated) Storage (off-site) Work Stations Location Total SF De par tment Tot al SF Bldg. Common City Hall Core & Circulation Council Chambers Janitor Closet Loading Dock Medium Meeting Room MEP/Generator Restrooms Shower/Locker Rooms Waiting/Lobby Wellness Room Location Total SF Location - TBD 5.9% BC Growth Break Room Exercise/Workout Focus Rooms Huddle/Interview Room Multi-Purpose Room Work Stations Location Total SF PNSB N Bldg. Break Room/ Work Café Copy/Print Area Core & Circulation Janitor Closet Large Meeting Room Locked Storage Medium Meeting Room MEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 0 0 0 0 0 0 0 0 0 0 0 0 690 0 0 140 0 0 0 120 0 0 0 430 300 0 0 0 0 0 0 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 690 300 0 0 0 0 0 0 0 6,325 54 1,113 0 329 1,122 825 0 24 1,868 990 3,820 120 200 3,200 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 3,474 54 1,860 240 120 400 800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 4,793 213 194 309 427 795 284 233 51 447 33 1,529 64 214 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 11,118 7,294 0 11,739 334 0 12,073 0 0 12,073 0 0 0 0 245 54 31 160 0 0 0 0 0 0 0 0 98 0 98 0 0 0 0 0 0 0 0 0 108 0 108 0 0 0 0 0 0 0 0 245 0 0 98 0 0 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 0 0 240 173 0 0 200 0 0 108 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,054 54 0 0 0 0 120 0 120 120 1,860 240 240 0 300 0 0 120 0 0 0 0 0 0 0 0 0 0 0 0 0 0 120 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l New Surplus Total Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department Table 09.1: Overall Existing and Projected Square Footage - Administration Department ExistingExistingTotalSquare Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 YearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 yearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare FootageAdministrationCity Hall 10% circ. IncreaseBreak RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomMedium Meeting RoomOpen Collaborative AreaPrivate OfficeStorage (dedicated)Storage (off-site)Work StationsLocation Total SF DepartmentTotal SF Bldg. Common City Hall Core & CirculationCouncil ChambersJanitor Closet Loading Dock Medium Meeting Room MEP/Generator Restrooms Shower/Locker Rooms Waiting/Lobby Wellness Room Location Total SF Location - TBD 5.9% BC Growth Break Room Exercise/Workout Focus Rooms Huddle/Interview Room Multi-Purpose Room Work Stations Location Total SF PNSB N Bldg. Break Room/ Work Café Copy/Print Area Core & Circulation Janitor Closet Large Meeting Room Locked Storage Medium Meeting Room MEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoot a.. 000000000000 69000140000120000430 3000000000003000 000000000000 000000000000 000000000000 000000000000 000000000000 000000000000 0006903000000000 6,325 54 1,113 0 329 1,122 825 0 241,868990 3,820 120 200 3,200 0 0 0 300 000 0 0 0 0 0 0 0 0 000 9,320 174 1,313 3,200 329 1,122 0 300 241,868990 0 0 0 0 0 0 0 0 000 0 0 0 0 0 0 0 0 000 9,320 174 1,313 3,200 329 1,122 0 300 241,868990 0 0 0 0 0 0 0 0 000 0 0 0 0 0 0 0 0 000 9,320 174 1,313 3,200 329 1,122 0 300 241,868990 0 0 0 0 0 0 0 0 3,474 54 1,860 240 120 400 800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 4,793 213 194 309 427 795 284 233 51 447 33 1,529 64 214 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 11,118 7,294 0 11,739 334 0 12,073 0 0 12,073 0 0 0 0 245 54 31 160 0 0 0 0 0 0 0 0 98 0 98 0 0 0 0 0 0 0 0 0 108 0 108 0 0 0 0 0 0 0 0 245 0 0 98 0 0 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 0 0 240 173 0 0 200 0 0 108 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,054 54 0 0 0 0 120 0 120 120 1,860 240 240 0 300 0 0 120 0 0 0 0 0 0 0 0 0 0 0 0 0 0 120 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l NewSurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department ExistingExisting Total Square Footage Current Required (Rightsized)Current Required (Rightsized) Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 Year Addt'l New Square Footage Surplus Square Footage Total Square Footage 10 year Addt'l New Square Footage Surplus Square Footage Total Square Footage Administration City Hall 10% circ. Increase Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Medium Meeting Room Open Collaborative Area Private Office Storage (dedicated) Storage (off-site) Work Stations Location Total SF De par tment Tot al SF Bldg. Common City Hall Core & Circulation Council Chambers Janitor Closet Loading Dock Medium Meeting Room MEP/Generator Restrooms Shower/Locker Rooms Waiting/Lobby Wellness Room Location Total SF Location - TBD 5.9% BC Growth Break Room Exercise/Workout Focus Rooms Huddle/Interview Room Multi-Purpose Room Work Stations Location Total SF PNSB N Bldg. Break Room/ Work Café Copy/Print Area Core & Circulation Janitor Closet Large Meeting Room Locked Storage Medium Meeting Room MEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 0 0 0 0 0 0 0 0 0 0 0 0 690 0 0 140 0 0 0 120 0 0 0 430 300 0 0 0 0 0 0 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 690 300 0 0 0 0 0 0 0 6,325 54 1,113 0 329 1,122 825 0 24 1,868 990 3,820 120 200 3,200 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 3,474 54 1,860 240 120 400 800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 4,793 213 194 309 427 795 284 233 51 447 33 1,529 64 214 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l New SurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department Table 09.2: Overall Existing and Projected Square Footage - City Clerk ExistingExistingTotalSquare Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 YearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 yearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare FootageAdministrationCity Hall 10% circ. IncreaseBreak RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomMedium Meeting RoomOpen Collaborative AreaPrivate OfficeStorage (dedicated)Storage (off-site)Work Stations Location Total SF De par tment Tot al SF Bldg. Common City Hall Core & Circulation Council Chambers Janitor Closet Loading Dock Medium Meeting Room MEP/Generator Restrooms Shower/Locker Rooms Waiting/Lobby Wellness Room Location Total SF Location - TBD 5.9% BC Growth Break Room Exercise/Workout Focus Rooms Huddle/Interview Room Multi-Purpose Room Work Stations Location Total SF PNSB N Bldg. Break Room/ Work Café Copy/Print Area Core & Circulation Janitor Closet Large Meeting Room Locked Storage Medium Meeting Room MEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 0 00000000000 690 00140000120000430 300 0000000003000 0 00000000000 0 00000000000 0 00000000000 0 00000000000 0 00000000000 0 00000000000 0 0 0 690 300 0 0 0 0 0 0 0 6,325 54 1,113 0 329 1,122 825 0 24 1,868 990 3,820 120 200 3,200 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 3,474 54 1,860 240 120 400 800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 4,793 213 194 309 427 795 284 233 51 447 33 1,529 64 214 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l NewSurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department Table 09.3: Overall Existing and Projected Square Footage - City Manager’s Office ExistingExisting Total Square Footage Current Required (Rightsized)Current Required (Rightsized) Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 Year Addt'l New Square Footage Surplus Square Footage Total Square Footage 10 year Addt'l New Square Footage Surplus Square Footage Total Square Footage Administration City Hall 10% circ. Increase Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Medium Meeting Room Open Collaborative Area Private Office Storage (dedicated) Storage (off-site) Work Stations Location Total SF De par tment Tot al SF Bldg. Common City Hall Core & Circulation Council Chambers Janitor Closet Loading Dock Medium Meeting Room MEP/Generator Restrooms Shower/Locker Rooms Waiting/Lobby Wellness Room Location Total SF Location - TBD 5.9% BC Growth Break Room Exercise/Workout Focus Rooms Huddle/Interview Room Multi-Purpose Room Work Stations Location Total SF PNSB N Bldg. Break Room/ Work Café Copy/Print Area Core & Circulation Janitor Closet Large Meeting Room Locked Storage Medium Meeting Room MEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 0 0 0 0 0 0 0 0 0 0 0 0 690 0 0 140 0 0 0 120 0 0 0 430 300 0 0 0 0 0 0 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 690 300 0 0 0 0 0 0 0 6,325 54 1,113 0 329 1,122 825 0 24 1,868 990 3,820 120 200 3,200 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 3,474 54 1,860 240 120 400 800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 4,793 213 194 309 427 795 284 233 51 447 33 1,529 64 214 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 11,118 7,294 0 11,739 334 0 12,073 0 0 12,073 0 0 0 0 245 54 31 160 0 0 0 0 0 0 0 0 98 0 98 0 0 0 0 0 0 0 0 0 108 0 108 0 0 0 0 0 0 0 0 245 0 0 98 0 0 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 0 0 240 173 0 0 200 0 0 108 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,054 54 0 0 0 0 120 0 120 120 1,860 240 240 0 300 0 0 120 0 0 0 0 0 0 0 0 0 0 0 0 0 0 120 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l New SurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department ExistingExistingTotalSquare Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 YearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 yearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare FootageAdministrationCity Hall 10% circ. IncreaseBreak RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomMedium Meeting RoomOpen Collaborative AreaPrivate OfficeStorage (dedicated)Storage (off-site)Work StationsLocation Total SF DepartmentTotal SFBldg. Common City Hall Core & CirculationCouncil ChambersJanitor ClosetLoading DockMedium Meeting RoomMEP/GeneratorRestroomsShower/Locker RoomsWaiting/LobbyWellness RoomLocation Total SFLocation - TBD 5.9% BC GrowthBreak RoomExercise/WorkoutFocus RoomsHuddle/Interview RoomMulti-Purpose RoomWork StationsLocation Total SFPNSB N Bldg.Break Room/ Work CaféCopy/Print AreaCore & CirculationJanitor ClosetLarge Meeting RoomLocked StorageMedium Meeting RoomMEP/GeneratorOpen Collaborative AreaReception/Waiting AreaRestroomsSmall Meeting RoomStorage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSqua reFoota.. 000000000000 69000140000120000430 3000000000003000 000000000000 000000000000 000000000000 000000000000 000000000000 000000000000 00069030000000006,325541,11303291,1228250241,868990 3,8201202003,200000300000 00000000000 9,3201741,3133,2003291,1220300241,868990 00000000000 00000000000 9,3201741,3133,2003291,1220300241,868990 00000000000 00000000000 9,3201741,3133,2003291,1220300241,868990000000003,474541,8602401204008000 00000000 00000000 334000000334 00000000 334000000334 00000000 00000000 334000000334 4,793 21319430942779528423351447331,52964214 0 0000000000000 0 0000000000000 2,419 2130309002840510331,52900 0 0000000000000 0 0000000000000 2,419 2130309002840510331,52900 0 0000000000000 0 0000000000000 2,419 2130309002840510331,52900 11,118 7,294 0 11,739 334 0 12,073 0 0 12,073 0 0 0 0 245 54 31 160 0 0 0 0 0 0 0 0 98 0 98 0 0 0 0 0 0 0 0 0 108 0 108 0 0 0 0 0 0 0 0 245 0 0 98 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26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l NewSurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department ExistingExistingTotalSquare Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 YearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 yearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare FootageAdministrationCity Hall 10% circ. IncreaseBreak RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomMedium Meeting RoomOpen Collaborative AreaPrivate OfficeStorage (dedicated)Storage (off-site)Work StationsLocation Total SF DepartmentTotal SFBldg. Common City Hall Core & CirculationCouncil ChambersJanitor ClosetLoading DockMedium Meeting RoomMEP/GeneratorRestroomsShower/Locker RoomsWaiting/LobbyWellness RoomLocation Total SFLocation - TBD 5.9% BC GrowthBreak RoomExercise/WorkoutFocus RoomsHuddle/Interview RoomMulti-Purpose RoomWork StationsLocation Total SF PNSB N Bldg.Break Room/ Work CaféCopy/Print AreaCore & CirculationJanitor ClosetLarge Meeting RoomLocked StorageMedium Meeting RoomMEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 000000000000 69000140000120000430 3000000000003000 000000000000 000000000000 000000000000 000000000000 000000000000 000000000000 00069030000000006,325541,11303291,1228250241,868990 3,8201202003,200000300000 00000000000 9,3201741,3133,2003291,1220300241,868990 00000000000 00000000000 9,3201741,3133,2003291,1220300241,868990 00000000000 00000000000 9,3201741,3133,2003291,1220300241,868990000000003,474541,8602401204008000 00000000 00000000 334000000334 00000000 334000000334 00000000 00000000 334000000334 4,793 213 194 309 427 795 28423351447331,52964214 0 0 0 0 0 0 00000000 0 0 0 0 0 0 00000000 2,419 213 0 309 0 0 2840510331,52900 0 0 0 0 0 0 00000000 0 0 0 0 0 0 00000000 2,419 213 0 309 0 0 2840510331,52900 0 0 0 0 0 0 00000000 0 0 0 0 0 0 00000000 2,419 213 0 309 0 0 2840510331,52900 11,118 7,294 0 11,739 334 0 12,073 0 0 12,073 0 0 0 0 245 54 31 160 0 0 0 0 0 0 0 0 98 0 98 0 0 0 0 0 0 0 0 0 108 0 108 0 0 0 0 0 0 0 0 245 0 0 98 0 0 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 0 0 240 173 0 0 200 0 0 108 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,054 54 0 0 0 0 120 0 120 120 1,860 240 240 0 300 0 0 120 0 0 0 0 0 0 0 0 0 0 0 0 0 0 120 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l NewSurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department Table 09.4: Overall Existing and Projected Square Footage - Community Development Table 09.5: Overall Existing and Projected Square Footage - Municipal Courts D. Database by Department Database by Department 215 City of Wheat Ridge FMP | Appendix 214 ExistingExistingTotalSquare Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 YearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 yearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare FootageAdministrationCity Hall 10% circ. IncreaseBreak RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomMedium Meeting RoomOpen Collaborative AreaPrivate OfficeStorage (dedicated)Storage (off-site)Work StationsLocation Total SF DepartmentTotal SFBldg. Common City Hall Core & CirculationCouncil ChambersJanitor ClosetLoading DockMedium Meeting RoomMEP/GeneratorRestroomsShower/Locker RoomsWaiting/LobbyWellness RoomLocation Total SFLocation - TBD 5.9% BC GrowthBreak RoomExercise/WorkoutFocus RoomsHuddle/Interview RoomMulti-Purpose RoomWork StationsLocation Total SFPNSB N Bldg.Break Room/ Work CaféCopy/Print AreaCore & CirculationJanitor ClosetLarge Meeting RoomLocked StorageMedium Meeting RoomMEP/GeneratorOpen Collaborative AreaReception/Waiting AreaRestroomsSmall Meeting RoomStorageLocation Total SF DepartmentTotal SFCity Clerk City Hall Small Meeting RoomStorage (dedicated)Work StationsLocation Total SF DepartmentTotal SFCMOPNSB ..Private OfficeShared OfficeLocation Total SF DepartmentTotal SF Comm. Dev.City Hall Break RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomLarge Meeting RoomOpen Collaborative AreaPrivate Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 000000000000 69000140000120000430 3000000000003000 000000000000 000000000000 000000000000 000000000000 000000000000 000000000000 00069030000000006,325541,11303291,1228250241,868990 3,8201202003,200000300000 00000000000 9,3201741,3133,2003291,1220300241,868990 00000000000 00000000000 9,3201741,3133,2003291,1220300241,868990 00000000000 00000000000 9,3201741,3133,2003291,1220300241,868990000000003,474541,8602401204008000 00000000 00000000 334000000334 00000000 334000000334 00000000 00000000 3340000003344,79321319430942779528423351447331,52964214 00000000000000 00000000000000 2,4192130309002840510331,52900 00000000000000 00000000000000 2,4192130309002840510331,52900 00000000000000 00000000000000 2,4192130309002840510331,5290011,118 7,294 0 11,739 334 0 12,073 0 0 12,073000024554311600000000098098000000000108010800000000245009800108000000000000000000000000000000000000000000 0 0 0 0000000 613 0 0 2401730020000 108 108 0 0000000 0 0 0 0000000 0 0 0 0000000 0 0 0 0000000 0 0 0 0000000 0 0 0 0000000 0 0 0 0000000 0 0 0 0000000 0 613 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,054 54 0 0 0 0 120 0 120 120 1,860 240 240 0 300 0 0 120 0 0 0 0 0 0 0 0 0 0 0 0 0 0 120 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l NewSurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SFDepartment Total SFDepartment Total SFDepartment Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department Table 09.6: Overall Existing and Projected Square Footage - Parks & Recreation ExistingExisting Total Square Footage Current Required (Rightsized)Current Required (Rightsized) Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 Year Addt'l New Square Footage Surplus Square Footage Total Square Footage 10 year Addt'l New Square Footage Surplus Square Footage Total Square Footage Administration City Hall 10% circ. Increase Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Medium Meeting Room Open Collaborative Area Private Office Storage (dedicated) Storage (off-site) Work Stations Location Total SF De par tment Tot al SF Bldg. Common City Hall Core & Circulation Council Chambers Janitor Closet Loading Dock Medium Meeting Room MEP/Generator Restrooms Shower/Locker Rooms Waiting/Lobby Wellness Room Location Total SF Location - TBD 5.9% BC Growth Break Room Exercise/Workout Focus Rooms Huddle/Interview Room Multi-Purpose Room Work Stations Location Total SF PNSB N Bldg. Break Room/ Work Café Copy/Print Area Core & Circulation Janitor Closet Large Meeting Room Locked Storage Medium Meeting Room MEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 0 0 0 0 0 0 0 0 0 0 0 0 690 0 0 140 0 0 0 120 0 0 0 430 300 0 0 0 0 0 0 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 690 300 0 0 0 0 0 0 0 6,325 54 1,113 0 329 1,122 825 0 24 1,868 990 3,820 120 200 3,200 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 3,474 54 1,860 240 120 400 800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 4,793 213 194 309 427 795 284 233 51 447 33 1,529 64 214 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 11,118 7,294 0 11,739 334 0 12,073 0 0 12,073 0 0 0 0 245 54 31 160 0 0 0 0 0 0 0 0 98 0 98 0 0 0 0 0 0 0 0 0 108 0 108 0 0 0 0 0 0 0 0 245 0 0 98 0 0 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 0 0 240 173 0 0 200 0 0 108 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,054 54 0 0 0 0 120 0 120 120 1,860 240 240 0 300 0 0 120 0 0 0 0 0 0 0 0 0 0 0 0 0 0 120 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l New Surplus Total Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department Existing ExistingTotal Square Footage Current Required (Rightsized) Current Required (Rightsized)Addt'l New Square Footage Surplus Square Footage Total Square Footage 5 YearAddt'l New Square Footage Surplus Square Footage Total Square Footage 10 yearAddt'l New Square Footage Surplus Square Footage Total Square Footage Administration City Hall 10% circ. Increase Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Medium Meeting Room Open Collaborative Area Private Office Storage (dedicated) Storage (off-site) Work Stations Location Total SF De par tment Tot al SF Bldg. Common City Hall Core & Circulation Council Chambers Janitor Closet Loading Dock Medium Meeting Room MEP/Generator Restrooms Shower/Locker Rooms Waiting/Lobby Wellness Room Location Total SF Location - TBD 5.9% BC Growth Break Room Exercise/Workout Focus Rooms Huddle/Interview Room Multi-Purpose Room Work Stations Location Total SF PNSB N Bldg. Break Room/ Work Café Copy/Print Area Core & Circulation Janitor Closet Large Meeting Room Locked Storage Medium Meeting Room MEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 0 0 0 0 0 0 0 0 0 0 0 0 690 0 0 140 0 0 0 120 0 0 0 430 300 0 0 0 0 0 0 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 690 300 0 0 0 0 0 0 0 6,325 54 1,113 0 329 1,122 825 0 24 1,868 990 3,820 120 200 3,200 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 3,474 54 1,860 240 120 400 800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 4,793 213 194 309 427 795 284 233 51 447 33 1,529 64 214 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 11,118 7,294 0 11,739 334 0 12,073 0 0 12,073 0 0 0 0 245 54 31 160 0 0 0 0 0 0 0 0 98 0 98 0 0 0 0 0 0 0 0 0 108 0 108 0 0 0 0 0 0 0 0 245 0 0 98 0 0 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 0 0 240 173 0 0 200 0 0 108 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,054 54 0 0 0 0 120 0 120 120 1,860 240 240 0 300 0 0 120 0 0 0 0 0 0 0 0 0 0 0 0 0 0 120 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l New Surplus Total Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department ExistingExistingTotalSquare Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 YearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 yearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare FootageAdministrationCity Hall 10% circ. IncreaseBreak RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomMedium Meeting RoomOpen Collaborative AreaPrivate OfficeStorage (dedicated)Storage (off-site)Work StationsLocation Total SF DepartmentTotal SFBldg. Common City Hall Core & CirculationCouncil ChambersJanitor ClosetLoading DockMedium Meeting RoomMEP/GeneratorRestroomsShower/Locker RoomsWaiting/LobbyWellness RoomLocation Total SFLocation - TBD 5.9% BC GrowthBreak RoomExercise/WorkoutFocus RoomsHuddle/Interview RoomMulti-Purpose RoomWork StationsLocation Total SFPNSB N Bldg.Break Room/ Work CaféCopy/Print AreaCore & CirculationJanitor ClosetLarge Meeting RoomLocked StorageMedium Meeting RoomMEP/GeneratorOpen Collaborative AreaReception/Waiting AreaRestroomsSmall Meeting RoomStorageLocation Total SF DepartmentTotal SFCity Clerk City Hall Small Meeting RoomStorage (dedicated)Work StationsLocation Total SF DepartmentTotal SFCMOPNSB ..Private OfficeShared OfficeLocation Total SF DepartmentTotal SFComm. Dev.City Hall Break RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomLarge Meeting RoomOpen Collaborative AreaPrivate OfficeStorage (dedicated)Work StationsLocation Total SF DepartmentTotal SFMunicipal Court City Hall Break RoomConsultation RoomEgress ExitHotelingHuddle/Interview RoomLocker RoomsMulti-Purpose RoomPrivate OfficeQuiet Room - CourtroomReception/Waiting AreaSecure Defendant Waiting RmShared OfficeSmall Meeting RoomStorage (dedicated)Training RoomWork StationsLocation Total SF DepartmentTotal SFParks & Rec.Parks Shops Break RoomCore & CirculationEquipment Storage, IndoorExterior Storage (secure/covered)Green HouseLandscapeLocker RoomsMECH.Open Office - Circulation FactorParking - Staff/VisitorPrivate OfficeRestroomsServer/ ITShop/StorageSite CircSmall Meeting RoomStorage (dedicated)Work StationsLocation Total SFPW Shops GarageShop/StorageYard StorageLocation Total SF DepartmentTotal SFPoliceCity Hall ArmoryBldg_Circulation FactorBreak Room/ Work CaféBriefingCopy/Print AreaCore & CirculationEquipment Storage, IndoorEvidence StorageHolding RoomsIntake/ProcessingInterview RoomsJanitor/UtilityLocker Rooms - MensLocker Rooms - WomensMECH.Medium Meeting RoomOpen Collaborative AreaOpen Office - Circulation FactorPD Server RoomPolygraph RoomPrivate OfficeReception/Waiting AreaRestroomsServer/ ITShared OfficeStorage (dedicated)Training RoomWork StationsLocation Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 000000000000 69000140000120000430 3000000000003000 000000000000 000000000000 000000000000 000000000000 000000000000 000000000000 00069030000000006,325541,11303291,1228250241,868990 3,8201202003,200000300000 00000000000 9,3201741,3133,2003291,1220300241,868990 00000000000 00000000000 9,3201741,3133,2003291,1220300241,868990 00000000000 00000000000 9,3201741,3133,2003291,1220300241,868990000000003,474541,8602401204008000 00000000 00000000 334000000334 00000000 334000000334 00000000 00000000 3340000003344,79321319430942779528423351447331,52964214 00000000000000 00000000000000 2,4192130309002840510331,52900 00000000000000 00000000000000 2,4192130309002840510331,52900 00000000000000 00000000000000 2,4192130309002840510331,5290011,118 7,294 0 11,739 334 0 12,073 0 0 12,073000024554311600000000098098000000000108010800000000245009800108000000000000000000000000000000000000000000000000000061300240173002000010810800000000000000000000000000000000000000000000000000000000000000000000000000000006131080000000000000000000000003,05454000012001201201,860240240030000 120000000000000001200 2,520000000012001,8602400030000 00000000000000000 00000000000000000 2,520000000012001,8602400030000 00000000000000000 00000000000000000 2,520000000012001,860240003000003,054 120 2,520 0 0 2,520 0 0 2,52025,52102,620012,66700522992,597140261995,4490086775530 52,1281002,57622543,5990754481260225020102,5001,0008330220 0000000000000000000 70,58800056,26607550002,5970264005,4492,5001,0001,700750 0000000000000000000 0000000000000000000 70,58800056,26607550002,5970264005,4492,5001,0001,700750 0000000000000000000 0000000000000000000 70,58800056,26607550002,5970264005,4492,5001,0001,70075013,20913,20900 -5,309-5,30900 0000 7,9007,90000 0000 0000 7,9007,90000 0000 0000 7,9007,9000038,730 46,819 0 78,488 0 0 78,488 0 0 78,48815,3212,8017851012,090222296111,831771040199251402278600624563493319501171,92404002340117 4,826021529980003710030853000283604008705260004002665663 849000000111144001380000004560000000000 8,35500002260000801040004025611,2046204363311,4761171,9240800056180 00000000000000000000000000000 00000000000000000000000000000 8,35500002260000801040004025611,2046204363311,4761171,9240800056180 00000000000000000000000000000 00000000000000000000000000000 8,35500002260000801040004025611,2046204363311,4761171,9240800056180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l NewSurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SFDepartment Total SFDepartment Total SFDepartment Total SFDepartment Total SFDepartment Total SFDepartment Total SF Department Total SF Department Total SFGrand Total SF Overall City of Wheat RidgeSpace Needs by Department Table 09.7: Overall Existing and Projected Square Footage - Public Works Database by Department 217 City of Wheat Ridge FMP | Appendix 216 ExistingExistingTotalSquare Footage Current Required (Rightsized)Current Required (Rightsized)Addt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 5 YearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage 10 yearAddt'l NewSquare Footage SurplusSquare Footage TotalSquare Footage Administration City Hall 10% circ. IncreaseBreak RoomCirc. & RestroomsCopy/Print AreaHuddle/Interview RoomMedium Meeting Room Open Collaborative Area Private Office Storage (dedicated) Storage (off-site) Work Stations Location Total SF De par tment Tot al SF Bldg. Common City Hall Core & Circulation Council Chambers Janitor Closet Loading Dock Medium Meeting Room MEP/Generator Restrooms Shower/Locker Rooms Waiting/Lobby Wellness Room Location Total SF Location - TBD 5.9% BC Growth Break Room Exercise/Workout Focus Rooms Huddle/Interview Room Multi-Purpose Room Work Stations Location Total SF PNSB N Bldg. Break Room/ Work Café Copy/Print Area Core & Circulation Janitor Closet Large Meeting Room Locked Storage Medium Meeting Room MEP/Generator Open Collaborative Area Reception/Waiting Area Restrooms Small Meeting Room Storage Location Total SF De par tment Tot al SF City Clerk City Hall Small Meeting Room Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF CMO PNSB ..Private Office Shared Office Location Total SF De par tment Tot al SF Comm. Dev. City Hall Break Room Circ. & Restrooms Copy/Print Area Huddle/Interview Room Large Meeting Room Open Collaborative Area Private Office Storage (dedicated) Work Stations Location Total SF De par tment Tot al SF Municipal Court City Hall Break Room Consultation Room Egress Exit Hoteling Huddle/Interview Room Locker Rooms Multi-Purpose Room Private Office Quiet Room - Courtroom Reception/Waiting Area Secure Defendant Waiting Rm Shared Office Small Meeting Room Storage (dedicated) Training Room Work Stations Location Total SF De par tment Tot al SF Parks & Rec. Parks Shops Break Room Core & Circulation Equipment Storage, Indoor Exterior Storage (secure/covered) Green House Landscape Locker Rooms MECH. Open Office - Circulation Factor Parking - Staff/Visitor Private Office Restrooms Server/ IT Shop/Storage Site Circ Small Meeting Room Storage (dedicated) Work Stations Location Total SF PW Shops Garage Shop/Storage Yard Storage Location Total SF De par tment Tot al SF Police City Hall Armory Bldg_Circulation Factor Break Room/ Work Café Briefing Copy/Print Area Core & Circulation Equipment Storage, Indoor Evidence Storage Holding Rooms Intake/Processing Interview Rooms Janitor/Utility Locker Rooms - Mens Locker Rooms - Womens MECH. Medium Meeting Room Open Collaborative Area Open Office - Circulation Factor PD Server Room Polygraph Room Private Office Reception/Waiting Area Restrooms Server/ IT Shared Office Storage (dedicated) Training Room Work Stations Location Total SF Loca..Spec_Circulation Factor Location Total SF PW Shops Evidence Storage Ext_Circulation Factor Exterior Storage (secure/covered) Impound Lot Location Total SF De par tment Tot al SF Public Works PW Shops Break Room Core & Circulation Crew Work Area Crew/muster Room Exercise/Workout Exterior Break Area Exterior Storage (secure/covered) Fuel Station Janitor/Utility Lactation Room Large Meeting Room Locker Rooms Lube/Compressor Storage Material Storage Office/Shop Open Office - Circulation Factor Parking - Covered Parking - Staff/Visitor Parts Storage Private Office Restrooms Server/ IT Shared Office Shop, Heavy equipment Shop, Light Equipment Shop/Storage Sign Shop Site Circ Small Meeting Room Storage (dedicated) Uniform Room Vehicle storage, Indoor Waiting/Lobby Wash Building Yard Storage Location Total SF De par tment Tot al SF TotalSquareFoota.. 0 0 0 0 0 0 000000 690 0 0 140 0 0 0120000430 300 0 0 0 0 0 00003000 0 0 0 0 0 0 000000 0 0 0 0 0 0 000000 0 0 0 0 0 0 000000 0 0 0 0 0 0 000000 0 0 0 0 0 0 000000 0 0 0 0 0 0 000000 0 0 0 690 300 0 0 0 0 0 0 0 6,325 54 1,113 0 329 1,122 825 0 24 1,868 990 3,820 120 200 3,200 0 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,320 174 1,313 3,200 329 1,122 0 300 24 1,868 990 0 0 0 0 0 0 0 0 3,474 54 1,860 240 120 400 800 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 334 0 0 0 0 0 0 334 4,793 213 194 309 427 795 284 233 51 447 33 1,529 64 214 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,419 213 0 309 0 0 284 0 51 0 33 1,529 0 0 11,118 7,294 0 11,739 334 0 12,073 0 0 12,073 0 0 0 0 245 54 31 160 0 0 0 0 0 0 0 0 98 0 98 0 0 0 0 0 0 0 0 0 108 0 108 0 0 0 0 0 0 0 0 245 0 0 98 0 0 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 0 0 240 173 0 0 200 0 0 108 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 613 108 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,054 54 0 0 0 0 120 0 120 120 1,860 240 240 0 300 0 0 120 0 0 0 0 0 0 0 0 0 0 0 0 0 0 120 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,520 0 0 0 0 0 0 0 120 0 1,860 240 0 0 300 0 0 0 3,054 120 2,520 0 0 2,520 0 0 2,520 25,521 0 2,620 0 12,667 0 0 52 299 2,597 140 26 199 5,449 0 0 867 75 530 52,128 100 2,576 225 43,599 0 75 448 126 0 225 0 201 0 2,500 1,000 833 0 220 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 70,588 0 0 0 56,266 0 75 500 0 2,597 0 26 400 5,449 2,500 1,000 1,700 75 0 13,209 13,209 0 0 -5,309 -5,309 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 0 0 0 0 0 0 0 0 7,900 7,900 0 0 38,730 46,819 0 78,488 0 0 78,488 0 0 78,488 15,321 2,801 785 101 2,090 22 229 611 1,831 77 104 0 199 251 402 278 600 62 456 349 331 950 117 1,924 0 400 234 0 117 4,826 0 215 299 800 0 371 0 0 3 0 853 0 0 0 283 604 0 0 87 0 526 0 0 0 400 266 56 63 849 0 0 0 0 0 0 111 144 0 0 138 0 0 0 0 0 0 456 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,355 0 0 0 0 22 600 0 0 80 104 0 0 0 402 561 1,204 62 0 436 331 1,476 117 1,924 0 800 0 56 180 0 0 2,012 2,012 196 196 1,815 1,815 0 0 0 0 1,815 1,815 0 0 0 0 1,815 1,815 9,089 7,001 192 0 1,896 18,110 6,999 608 8,399 2,104 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 0 0 0 0 0 0 0 0 0 0 27,199 14,000 800 8,399 4,000 24,410 24,947 1,045 37,369 0 0 37,369 0 0 37,369 171,108 17,129 838 34 2,409 336 1,871 0 113,293 361 554 226 474 547 0 223 981 0 12,371 5,436 0 332 1,818 0 263 0 0 85 1,352 9,107 427 0 0 0 445 196 63,440 10,871 0 166 8,364 100 3,116 375 23,539 139 0 300 526 155 75 402 480 500 6,129 2,064 150 -332 582 250 187 0 80 200 0 3,416 73 200 300 108 0 925 2,275 0 662 0 0 0 0 0 0 0 0 0 0 0 0 0 101 0 0 0 0 0 0 0 0 0 0 35 2 1,475 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 223,470 28,000 176 200 10,773 436 0 0 136,832 500 554 526 1,000 0 75 625 0 500 18,500 7,500 0 0 2,400 250 450 0 80 250 1,350 11,048 500 200 300 0 445 0 171,108 63,440 2,275 223,470 0 0 223,470 0 0 223,470245,366 147,103 3,848 353,586 432 0 353,920 108 0 353,920 Staffing Tables Addt'l NewSurplusTotal Sum of Measure broken down by Existing/Rightsized1, Category1, Type 11 and Unit vs. City Department, Location1 (group) and Work Setting1. Color shows details about Type 11. The view is filtered on Unit, City Department, Location1(group), Type 11, Category1 and Work Setting1. The Unit filter keeps Square Footage. The City Department filter excludes 0. The Location1 (group) filter excludes Facilities Bldg., Facilities Building and Other. The Type 11 filter keeps 7 of 14members. The Category1 filter has multiple members selected. The Work Setting1 filter keeps 82 members. Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Department Total SF Grand Total SF Overall City of Wheat RidgeSpace Needs by Department Table 09.8: Overall Existing and Projected Square Footage - Building Common This Page Left Blank Workshop 01 Presentation 219 City of Wheat Ridge FMP | Appendix 218 E. Workshop 01 Presentation Workshop 01 Presentation 221 City of Wheat Ridge FMP | Appendix 220 Workshop 01 Presentation 223 City of Wheat Ridge FMP | Appendix 222 Workshop 01 Presentation 225 City of Wheat Ridge FMP | Appendix 224 Workshop 01 Presentation 227 City of Wheat Ridge FMP | Appendix 226 Workshop 01 Mentimeter Results 229 City of Wheat Ridge FMP | Appendix 228 F. Workshop 01 Mentimeter Results Workshop 01 Mentimeter Results 231 City of Wheat Ridge FMP | Appendix 230 Workshop 01 - Scheme 02 Options 233 City of Wheat Ridge FMP | Appendix 232 Vacant Existing Uses to RemainCity Hall Cultural Center Municipal Courts Police Department Mixed UsesEntrances AdministrationCity ClerkCity ManagerCommunity Development Mixed Used DevelopmentAffordable Housing?Commercial Retail? Cultural CenterPD Courts Im p o u n d L o t Scenario 02 - Option A MAIN STREET Vacant Existing Uses to RemainCity Hall Cultural Center Municipal Courts Police Department Mixed UsesEntrances Scenario 02 - Option B Im p o u n d L o t AdministrationCity ClerkCity ManagerCommunity Development Mixed Used DevelopmentAffordable Housing?Commercial Retail? Cultural Center Courts PD MAIN STREET G. Workshop 01 - Scheme 02 Options Workshop 01 - Scheme 02 Options 235 City of Wheat Ridge FMP | Appendix 234 Vacant Existing Uses to RemainCity Hall Cultural Center Municipal Courts Police Department Mixed Uses Im p o u n d L o t AdministrationCity ClerkCity ManagerCommunity Development Mixed Used DevelopmentAffordable Housing?Commercial Retail? Cultural Center Courts PD Entrances Scenario 02 - Option C MAIN STREET 38th St Lu t h e r a n P k w y W Rocky M t D i t c h Im p o u n d L o t Mixed Use DevelopmentAffordable Housing?Commercial Retail? Mixed Use Development Affordable Housing? Townhomes? Park Shops& Storage New Park Development PD26,100 SFCourts13,200 SF CD 11,200 SF Admin: 26,100 SF CMO: 1,400 SF Clerk: 1,300 SF Main entrance withexisting parking lot New PD parking lot and secure entrance “GATEWAY” Existing Uses to Remain Community Dev.Admin, CMO, City Clerk Public WorksPFOS Cultural Center Municipal Courts Police Department Mixed UsesEntrances Cultural Center Scenario 02 - Option D MAIN STREET Workshop 01 Meeting Minutes 237 City of Wheat Ridge FMP | Appendix 236 Meeting Notes Alternatives Workshop 01 Project/File: 2270473901 Wheat Ridge FMP Date/Time: July 11, 2023 / 9 AM Location: City of Wheat Ridge – City Hall Next Meeting: August 3rd, 2023 Attendees: Stantec: Stephanie Wood, Ri Tobin, Wendy Weiskopf, Jonathan Flager CWR: Maria D’Andrea (PW), Daniel Beiers (Facilities Manager), Lauren Mikulak (CD), Patrick Goff (City Manager), Allison Scheck (Admin), Marianne Schilling (Asst. City Manager), Christopher Randall (Courts), Christopher Murtha (PD), Karen O’Donnell (PFOS) Item Introduction: • Review of project schedule and recap visioning session goals • Review data collected from the survey and interviews: o Culture of Engagement, need more space for current operation and to provide better service to visiting public • Recap existing square footages and staffing numbers provided by the City of Wheat Ridge (CRW) through data collection, floor plans, and facility assessments. Gap Analysis • Reviewed headcount existing, rightsized staffing needs, and growth projected for 5-yr and 10-yr [roughly 1% growth per year] • Showed Interior and Exterior existing square footages per department. Looked at rightsizing or immediate square footage needs. • 10-yr growth projects a deficit of 146,086 SF from existing interior space and 96,362 SF from existing exterior spaces • Recap facilities assessments with map showing ratings. Assessments are still under final review and forthcoming. o Concern expressed over rating of Public Works shops. Rating is based off entire site (all buildings) not rated by individual buildings. o Explanation was provided around specific categories assessed and weighting of systems to generate the overall rating. Alternatives Development • Alt 01 Utilize existing assets. o Alt looks to stay at City Hall site and grow on-site or acquire the property across 29th Ave. Public Works and Parks department shops would need to grow operations at their respective sites July 11, 2023 Alternatives Workshop 01 Page 2 of 4 Item o Steering Committee shared alternatives Pro’s: ▪ Cost effective, intentional mini campuses, phasing opportunity, city hall location ideal, addresses space requirements, separate Justice Center positive for visitor safety, like the idea of acquiring property across 29th Ave, more palatable for community and elected officials o Steering Committee shared alternatives Con’s: ▪ Disruptive during renovations, need to acquire additional property would be difficult, complex renovations needed at city hall, trying to “make it work” and ending up with janky half-solutions, plan hinges on property acquisition either near city hall or at the PFOS & PW shops, just applying a band-aid solution, existing character of city hall is dated, missed opportunity for PW and PFOS to share resources as they would still be geographically separate, public works in residential area neighborhood is not good planning o Detailed responses can be found in the presentation PDF • Alt 02 Centralize all functions o Alt looks to move all city functions to Lutheran Medical Campus site. This would be a demolition of old hospital building and constructing a new City Hall along 38th St. Public Works and PFOS shop storage and offices would move to the southern part of this site. o It was noted that the Lutheran Medical Center Psy. is going to be vacated along with the hospital. o Steering Committee shared alternatives Pro’s: ▪ Central campus, shared resources, civic center can create a vibrant core for the community, fresh start – designed for the city’s current needs, modern image – image community can be proud of, invigorates space for civic use, easier to start over (new construction), aligns with overall master plan for the city, accessible to the community, purpose built o Steering Committee shared alternatives Con’s: ▪ Costly, feels isolated, timeline could be challenging, tricky to incorporate storage space onto this site, working around historical structures, may feel like there is too much happening in one location, impound lot and PW/PFOS shops won’t work along Dudley Street (neighborhood conflict), lots of moving pieces that need to align (money, partnerships, acquisition, etc.) o Detailed responses can be found in the presentation PDF • Alt 03 Hybrid o Alt looks to move most city functions to northern part of the Lutheran Medical Campus site. This would be a partial renovation of old hospital. Public Works and PFOS shop storage and offices would stay at their respective sites and need to look at site acquisition for their immediate and future growth. o Public Works site is a priority – thoughts brought up on establishing shop space along interstate corridor, having frontage road access to site (not through a neighborhood) o Police would prefer to be located more north as most of their calls are along the interstate corridor. However, their current site works fine they just need more space. o Steering Committee shared alternatives Pro’s: July 11, 2023 Alternatives Workshop 01 Page 3 of 4 The meeting adjourned at 11:05 AM. The foregoing is considered to be a true and accurate record of all items discussed. If any discrepancies or inconsistencies are noted, please contact the writer immediately. Item ▪ Community would support reuse of building, more sustainable, aligns with LLC master plan, could be less costly than alt 02, more centralized admin functions o Steering Committee shared alternatives Con’s: ▪ Relies on logical partner to share hospital space, may have morale repercussions for PW and PFOS staff seeing better work spaces for their peers, PW/PFOS remain siloed – missing a collaborate resource, partial solution – piecemealing, just a band-aid, hospitals difficult and costly to renovate, doesn’t address all the issues, relies on logical partnerships to share hospital space, is it enough “bang for your buck” could money be better utilized at PW/PFOS shop o Detailed responses can be found in the presentation PDF • For Alt 02 & 03 it was mentioned that the previous Lutheran Legacy Plan (created by City) showed a buffer from existing neighborhoods and new development. We would want to keep that in mind with these alternatives moving forward. • Mentioned that ABO Group conducted facility assessment of the Lutheran Medical campus buildings when they worked on the LLP plan • Idea was brought forward to establish a Public Works and PFOS campus – whether that is on Lutheran site, current Public Works site, or elsewhere. ** Note all alternatives should take into consideration regional stormwater detention. Priority Ranking: • Acquisition of land is the highest priority, second being creating public facing solutions • “one stop shop” and consolidated services mid priority • Dispersing services is a lesser priority Breakout Session: • Divided into 2 groups for committee to come up with their own solutions/alternative. Each committee member then ranked the 2 schemes elements for highest priority (red dots) and general priority (blue dots) • Detailed responses can be found in the presentation PDF Final Outcome: • General consensus on administrative presence on Lutheran Medical campus, acquisition of land to address public works and PFOS needs are a priority. • General consensus of a separate Justice Center. PD would require easy access to I-70 from Wadsworth or Kipling streets. H. Workshop 01 Meeting Minutes Workshop 02 Presentation 239 City of Wheat Ridge FMP | Appendix 238 I. Workshop 02 Presentation Workshop 02 Presentation 241 City of Wheat Ridge FMP | Appendix 240 Workshop 02 Meeting Minutes 243 City of Wheat Ridge FMP | Appendix 242 July 11, 2023 Alternatives Workshop 01 Page 2 of 3 Item ▪ Voting showed a new PD & Court occupied Justice Center is the preferred. ▪ Preferred direction on what to do with the vacated City Hall was the option to sell/demolish the building. It was mentioned that City Hall renovation for other functions could be a viable option. – This brought up question on any Deed restrictions on City Hall? ▪ The City Hall building cannot continue to house the existing functions as is and will not allow for growth of the departments. However, this space could allow for intermediate use by PD and Courts until a future Justice Center can be built (5-year phased plan). Once these and all other CWR departments vacate the building it’s layout may work nicely for other functions (considerations may be the AAC, library, non-city functions, etc.) Immediate Phase = $63.8K 5-yr Phase = $85K TOTAL (first 5 years) = $148.8K Site Matrix • Given the highest priority stated was Property Acquisition a Site Matrix was used to as a tool to help influence the decision on which properties may be best suited for future City use. • Stantec reviewed 7 different sites and ranked them with this Matrix. (CWR to receive this matrix along with blank version for their continued use) • • It was noted that this is a tool but should not be the sole deciding factor. Although DTI Trucks and TruGreen properties ranked highest (based on Stantec’s first pass through the matrix) it does NOT meet the required SF for 10-year growth of PW, Parks, and PD. The second highest, TA Travel Center may meet those SF needs however other considerations such as availability of site, possible remediation needed on the site, location, and future goals/visions of the 44th street corridor may make this an undesirable site for a new PW Campus. Meeting Notes Alternatives Workshop 02 Project/File: 2270473901 Wheat Ridge FMP Date/Time: August 29, 2023 / 10 AM Location: City of Wheat Ridge – City Hall Next Meeting: Click or tap here to enter text. Attendees: Stantec: Stephanie Wood, Ri Tobin, Wendy Weiskopf, Jonathan Flager CWR: Maria D’Andrea (PW), Daniel Beiers (Facilities Manager), Lauren Mikulak (CD), Patrick Goff (City Manager), Allison Scheck (Admin), Marianne Schilling (Asst. City Manager), Christopher Randall (Courts), Christopher Murtha (PD), Karen O’Donnell (PFOS) Item Introduction: • Recap workshop 01 – Goals and priorities – Voting Results on workshopped Schemes o Immediate need to address Public Works and Parks shop spaces o Second priority a New Justice Center (PD & Courts) Preferred Scheme • Reviewed Existing assets and Square footage (SF) of departments. • Hybrid Option – meets 10 year growth for all departments o Public Works Campus (PW, Parks, and Exterior PD [impound lot, evidence storage]) ▪ Location denoted at TA Travel center based on the SF capacity of the site to meet and exceed 10-yr growth for the 3 departments. This is NOT a recommendation of site by Stantec but was used to bring up discussion on potential sites for a PW Campus. o Admin, Comm. Dev., City Clerk, City Manager departments (from City Hall and PNSB) will relocate to Lutheran Medical Campus ▪ There was discussion on whether these groups are occupying existing space within the medical facility or demolishing buildings and constructing a new City Hall. Voting us split between this decision for the 10 year, however in the immediate CWR was looking to renovate 2 existing floors of LMC. ▪ These 2 floors are currently core & shell at 32,000 SF per floor. ▪ Discussion with current owners of PNSB may be warranted to determine any flexibility with lease termination date. Perhaps the moving of those City functions to LMC could be a 2-4 year plan not in the immediate. o New Justice Center at City Hall site ▪ There was discussion on whether this new building would encompass both PD and Courts departments – vacating the City Hall in the 5 year. Or the new building would be for only PD and Courts would continue to occupy City Hall. J. Workshop 02 Meeting Minutes Workshop 02 Meeting Minutes 245 City of Wheat Ridge FMP | Appendix 244 July 11, 2023 Alternatives Workshop 01 Page 3 of 3 The meeting adjourned at 11:35 AM. The foregoing is considered to be a true and accurate record of all items discussed. If any discrepancies or inconsistencies are noted, please contact the writer immediately. Regards, STANTEC ARCHITECTURE INC. Ri Tobin Workplace Strategist Phone: (303) 575-8479 ri.tobin@stantec.com Attachment: [Attachment] Item • The matrix (and rankings) as shown in the meeting were not weighted with any priority in mind, meaning every factor was considered as having equal weight in determining the best site. Question was posed on which sections CWR might want to prioritize (or weight) higher in the Matrix for future use. • *Presentation with Mentimeter results can be found in a separate document and will be shared with CWR. *Cost Matrix will also be shared with the City for their use. *Full cost estimates will be shared with CWR to aid in the phasing decisions. Next Steps: ▪ Draft of final report will be delivered to City for review/comments. ▪ A follow-up meeting will be scheduled to review those comments. ▪ Final FMP report is planned to be issued early October. Building Floor Plans 247 City of Wheat Ridge FMP | Appendix 246 REF . UP REF. UP REF . -- - - - - - - MAIL ROOM155 STORAGE154 LIBRARY150WORK AREA149 CORRIDOR152 JAN153 WOMEN147 MEN148 OFFICE142 STAIRS146 OFFICE137 OPEN OFFICE139 ELEV135 VAULT144 OFFICE156 OFFICE134 OFFICE136 STOR140 CITY CLERK140 TREASURER145 OPEN AREA186 VESTIBULE141 LOBBY136 PUMP ROOM128 JAN126 VEST125WOMEN124 MEN127 VEST129 STORAGE160 VEST183 PROJ180 COUNCIL ROOM181 COURT ROOM173 BOILER ROOM177TELE176 MECH ROOM178 GEN ROOM159 STOR174 RESTROOM175 BREAK ROOM172 ELEC ROOM171 OFFICE167OFFICE165 OFFICE168 OFFICE169 CORR176 RECEP / WAITING166 INTERVIEW139 STAIR133 ARMORY135 RECORDS SUPERVISOR138 COMPUTER129 BREAK130 IT OFFICE128 STOR127 CRASH & TRAFFIC (CATT)126 CORR134 HOLD124 HOLD125 CORR120 CORR121 BOOKING122 CORR123 HOLD118 HOLD119 CORR124 CORR132 FOYER100 DRYING ROOM102 EVIDENCE ROOM103 EVIDENCE104 COPY ROOM121 PATROL COMMANDER114 PATROL COMMANDER113 PATROL DIVISION CHIEF112 BRIEFING111 STAIR115 PATROL SERGEANTS106 CORRIDOR110 REPORT117 WOMENS LOCKER109 MENS LOCKER108 RECORDS137 BREAK ROOM156STORAGE157 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 CITY OF WHEAT RIDGE CITY HALL & POLICE DEPARTMENT 7500 WEST 29thAVENUE WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN POLICE 15,321 SF CITY CLERK 736 SF ADMINISTRATION 4,303 SF COURTS 4,874 SF CITY COUNCIL CHAMBERS BLDG. COMMON 6,325 GSF TOTAL DN DN DN DN -- - - - - - - CHIEF225CONFERENCE224 PROFESSIONAL STANDARDSSERGEANT226 TRAINING/ACCREDITATION227 PUBLIC INFORMATION OFFICER228 RECEPTION223 INVESTIGATIONS COMMANDER219 SUPPORT SERVICES DIVISIONCHIEF218 WORK ROOM220 INTERVIEW213 SIU SGT212 CRIME PREVENTION/SRO230 STOR232JAN233 TELE234 STAIR222 CORRIDOR229 RECEPTION221 WOMEN236 MEN237 CORRIDOR235 STOR210 INTERVIEW209 POLY208 DETECTIVES217 TRAINING241 MECHANICAL242 STOR240 BREAK ROOM239 CORRIDOR238 STAIR207 CONFERENCE201 CORRIDOR200 ENTRY202 MEETING203 OFFICE205 OFFICE206 OFFICE207 OFFICE208 OFFICE209 OFFICE210 OFFICE211 WORK ROOM215WORK AREA204 STAIRS214 MENS260 WOMENS261 JAN262 MECHANICAL263 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 CITY OF WHEAT RIDGE CITY HALL & POLICE DEPARTMENT 7500 WEST 29thAVENUE WHEAT RIDGE COLORADO, 80033 A102 SECOND FLOOR PLAN POLICE 15,321 SF TOTAL COMMUNITY DEVELOPMENT 4,636 SF City Hall - First Floor - Block Plan K. Building Floor Plans City Hall - Second Floor - Block Plan Building Floor Plans 249 City of Wheat Ridge FMP | Appendix 248 REF . REF . -- - - - - - - GYM100 FITNESS101 STORAGE101A MECHANICAL101B TOILET103 TOILET104 WAIT102A CIRCULATION102 MULTI-PURPOSE105 STORAGE106 STORAGE106A STORAGE106B CHECK-IN107A CIRCULATION107 WOMEN112 MEN113 CABANA109 CABANA111 JAN110 STORAGE117 MECHANICAL114 POOL FILTER ROOM115 LIFEGUARD116 CIRC108 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 ANDREWS RECREATION CENTER 435 FIELD STREET WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN -- - - - - - - Wheat Ridge Facilities Master Plan COPYRIGHT 2023 ANDREWS RECREATION CENTER 435 FIELD STREET WHEAT RIDGE COLORADO, 80033 A102 SECOND FLOOR PLAN Wheat Ridge Recreation Center - First Floor Wheat Ridge Recreation Center - Second Floor Building Floor Plans 251 City of Wheat Ridge FMP | Appendix 250 -- - - - - - - CATERINGB201OFFICEB202 CLOSETB203 STORAGEB204 STORAGEB205 HALLB206 STORAGEB207 PROSPECT HALLB208 WOMENSB209MENSB210 ASPEN ROOMB211 ARTS & CRAFTSB212KETNERB214 COMPUTER LABB215 MECHANICALB216 JAN CLOSETB217 CLOSETB218 FRONT DESKB219OFFICEB220 VESTIBULEB221 LOUNGEB222 STORB223 KITCHENB226STORB227 SHEDB228 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 ACTIVE ADULT CENTER 6363 WEST 35TH AVENUE WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN REF . REF . -- - - - - - - GYM100 FITNESS101 STORAGE101A MECHANICAL101B TOILET103 TOILET104 WAIT102A CIRCULATION102 MULTI-PURPOSE105 STORAGE106 STORAGE106A STORAGE106B CHECK-IN107A CIRCULATION107 WOMEN112 MEN113 CABANA109 CABANA111 JAN110 STORAGE117 MECHANICAL114 POOL FILTER ROOM115 LIFEGUARD116 CIRC108 Wheat Ridge Facilities Master Plan COPYRIGHT 2023 ANDREWS RECREATION CENTER 435 FIELD STREET WHEAT RIDGE COLORADO, 80033 A101 FIRST FLOOR PLAN Active Adult Center Anderson Recreation & Pool House Building Floor Plans 253 City of Wheat Ridge FMP | Appendix 252 SITE - GROSS39,542.18 sf LANDSCAPE1,472.3 sf LANDSCAPE3,518.32 sf LANDSCAPE458.55 sf SITE CIRCULATION12,666.71 sf PARKING998.31 sf PARKING1,598.98 sf ENCLOSED STORAGE 11,460.91 sf ENCLOSED STORAGE 2352.32 sf SHED 1241.29 sf SHED 2204.63 sf SHED 3164.97 sf COVERED STORAGE251.98 sf GH 1159.06 sfGH 2160.75 sf OFFICE / SHOPS2,623.67 sf OFFICE 1111.66 sf OFFICE 293.41 sf OFFICE 394.34 sf OPEN OFFICE140.35 sf HALL76.45 sf RR 130.26 sf RR 222.09 sfMECH25.95 sf BREAK / KITCHEN529.99 sf SHOP / PARTS 176.78 sf SHOP / PARTS 2558.2 sf TOOLS231.8 sf STORAGE196.43 sf LOCKERS 286.45 sf LOCKERS 1112.53 sf SITE - GROSS222,543.7 sf LANDSCAPE2,402.86 sf LANDSCAPE2,366.23 sf LANDSCAPE2,263.46 sf LANDSCAPE14,306.3 sf LANDSCAPE889.43 sf LANDSCAPE702.48 sf PARKING798.19 sf PARKING198.42 sf PARKING399.11 sf PARKING798.2 sf PARKING4,754.21 sf PARKING3,431.78 sf PARKING1,446.67 sf PARKING544.2 sf COVERED PARKING5,435.95 sf YARD STORAGE - CS 110,347.02 sf YARD STORAGE - TRAFFIC 1759.86 sf YARD STORAGE - TRAFFIC 42,577.34 sf YARD S T O R A G E - T R A F F I C 2 199. 4 8 s f YARD STORAGE - TRAFFIC 32,526.9 sf YARD STORAGE - PARKS 17,859.88 sf YARD STORAGE - PW 12,112.56 sf YARD STORAGE - PW 21,533.44 sf YARD STORAGE - CS 2718.37 sf FUEL STATION1,352.02 sf MATERIAL STORAGE1,817.73 sfMAG CHLORIDE STORAGE2,974.8 sf SALT BARN2,748.31 sf WASH EQUIP ROOM120.17 sf WASH PAD718.38 sf COVERED STORAGE - PW 11,244.05 sf COVERED STORAGE - CS 11,745.48 sf EVIDENCE STORAGE - POLICE 2192.19 sf EVIDENCE STORAGE - POLICE 11,896.16 sf IMPOUND LOT - POLICE 17,005.58 sf ENCLOSED STORAGE - FLEET 1273.08 sf ENCLOSED STORAGE - SMALL TOOLS STORAGE323.76 sf ES - SMALL TOOLS STORAGE - TRAFFIC 1229.84 sf ENCLOSED STORAGE - PW 1394.55 sf PARKS BUILDING 1 - BAYS4,247.8 sf PARKS BUILDING 1 - STORAGE 1383.84 sfPARKS BUILDING 1 - STORAGE 2311.66 sf PARKS BUILDING 2 - BAYS1,853.75 sf CS BUILDING 1 - OFFICE 1102.73 sf CS BUILDING 1 - OFFICE 2151.64 sf CS B U I L D I N G 1 - C I R C U L A T I O N 107 . 0 5 s f TRAFFIC BUILDING 1 - BAYS2,135.91 sf TRAFFIC BUILDING 1 - OFFICE / SHOP332.45 sf TRAFFIC BUILDING 1 - STORAGE109.36 sf TRAFFIC BUILDING 1 - RESTROOM44.94 sf OPS & FLEET BUILDING 1 - GROSS5,926.11 sf OPS & FLEET BUILDING 1 - OFFICE 1193.6 sf OPS & FLEET BUILDING 1 - OFFICE 2171.22 sfOPS & FLEET BUILDING 1 - OFFICE 3118.63 sf OPS & FLEET BUILDING 1 - OFFICE 4146.76 sfOPS & FLEET BUILDING 1 - OFFICE 595.39 sfOPS & FLEET BUILDING 1 - TRAFFIC SIGN SHOP360.64 sf OPS & FLEET BUILDING 1 - HALL337.66 sf OPS & FLEET BUILDING 1 - SERVER / STORAGE121.48 sf OPS & FLEET BUILDING 1 - JANITOR / UTILITY84.92 sfOPS & FLEET BUILDING 1 - WOMEN'S RR / LOCKER100.27 sf OPS & FLEET BUILDING 1 - MEN'S RR178.42 sf OPS & FLEET BUILDING 1 - MEN'S LOCKER162.84 sf OPS & FLEET BUILDING 1 - BREAK / KITCHEN195.86 sf OPS & FLEET BUILDING 1 - CREW / UNIFORMS335.96 sf OPS & FLEET BUILDING 1 - FLEET OPEN OFFICE402.39 sf OPS & FLEET BUILDING 1 - STORAGE4.82 sf OPS & FLEET BUILDING 1 - PARTS / STORAGE / COMP226 sf OPS & FLEET BUILDING 1 - BAY 1 / EQUIP STORAGE473.78 sf OPS & FLEET BUILDING 1 - BAY 2 & 3/ PARTS STORAGE1,761.9 sfOPS & FLEET BUILDING 1 - EXTERIOR BREAK AREA427.21 sf TRAFFIC BUILDING 1 - VESTIBULE33.78 sf CS B U I L D I N G 1 - O P E N O F F I C E 145. 3 9 s f Parks and Recreation Shops - Block Plans Public Works - Block Plans Estimated Cost of Recommended Direction 255 City of Wheat Ridge FMP | Appendix 254 10/2/2023 Site New Remodel Demolition Site ROM Cost $ 2023 (Construction Cost + 12% Design & Engineering Fees + 10% Project Contingency) ROM Cost $ 2023 (Construction Cost + 12% Design & Engineering Fees + 10% Project Contingency) ROM Cost $ 2023 (Construction Cost + 12% Design & Engineering Fees + 10% Project Contingency) ROM Cost $ 2023 (Construction Cost + 12% Design & Engineering Fees + 10% Project Contingency) 8300 W 38th Ave Medical 64,000 64,000 4,435,200$ 8300 W 38th Ave Medical 49,346 720,189$ Admin, CMO, City Clerk 40,732 27,855,509$ Community Development 8,614 5,890,881$ LMC Subtotals 64,000 49,346 -$ 64,000 4,435,200$ 49,346 -$ -$ -$ 34,466,579$ Fair City Hall - Existing Office/ Civic 3.38 41,673 3,000 266,112$ City Hall - Existing Office/ Civic 3.38 41,673 41,673 4,497,433$ New Parking Lot - Site 39,600 779,437$ New Addition to City Hall 22,500 21,921,652$ City Hall Subtotals 83,346 62,100 -$ 3,000 41,673 - 266,112$ -$ - 27,198,521$ -$ Fair Park Shop Existing Building A&B Storage/Garage 2.72 4,808 New Park Building Storage/Garage/Office 21,116 13,020,463$ Existing PW Buildings Office/ Garage / Storage 4.37 23,188 6,000 415,800$ New PW Building Office/ Garage / Storage 18,491 12,216,264$ Police - Interior Storage Storage 6,158 3,641,595$ Reno. Bldg South PW Parcel Office 12,680 12,680 878,724$ PW Campus Subtotals 40,676 45,765 28,878,322$ 18,680 1,294,524$ - - - - - New PW/Parks Campus Storage/Garage 251,685 116,278,470$ 4,895,241$ Police - Exterior 14,000 226,489$ PW Campus Subtotals - 265,685 116,278,470 - - - - 5,121,730$ 147,701,906$ 179,701,952$ Lutheran Refresh City Hall demo Hospital demo Immediate Phase Total 5-yr Phase Total 10-yr Phase Total 156,274,358.28$ 27,198,521$ 34,466,579$ Refresh/Refurbish (GSF) WHEAT RIDGE ALTERNATIVES DEVELOPMENT: Preferred Direction 2023 2028 & 2033NewRemodel/Renovate Demolition Lutheran Medical Center City Hall Minor Renovation (GSF)Major Renovation (GSF) Demolition (GSF) ROM Cost 2028 ROM Cost 2033 Building Existing Occupancy Building Condition (MEP) Existing SF (GSF) New Construction (GSF) TOTAL COST BY PHASE 217,939,458.99$ PW & Parks Shop Expansion at Existing Campus PW & Parks Shop Expansion at Existing Campus - Site 10/2/2023 Site New Remodel Demolition Site ROM Cost $ 2023 (Construction Cost + 12% Design & Engineering Fees + 10% Project Contingency) ROM Cost $ 2023 (Construction Cost + 12% Design & Engineering Fees + 10% Project Contingency) ROM Cost $ 2023 (Construction Cost + 12% Design & Engineering Fees + 10% Project Contingency) ROM Cost $ 2023 (Construction Cost + 12% Design & Engineering Fees + 10% Project Contingency) 8300 W 38th Ave Medical 64,000 64,000 4,435,200$ 8300 W 38th Ave Medical 49,346 720,189$ Admin, CMO, City Clerk 40,732 27,855,509$ Community Development 8,614 5,890,881$ LMC Subtotals 64,000 49,346 -$ 64,000 4,435,200$ 49,346 -$ -$ -$ 34,466,579$ Fair City Hall - Existing Office/ Civic 3.38 41,673 3,000 266,112$ City Hall - Existing Office/ Civic 3.38 41,673 41,673 4,497,433$ New Parking Lot - Site 39,600 779,437$ New Addition to City Hall 22,500 21,921,652$ City Hall Subtotals 83,346 62,100 -$ 3,000 41,673 - 266,112$ -$ - 27,198,521$ -$ Fair Park Shop Existing Building A&B Storage/Garage 2.72 4,808 New Park Building Storage/Garage/Office 21,116 13,020,463$ Existing PW Buildings Office/ Garage / Storage 4.37 23,188 6,000 415,800$ New PW Building Office/ Garage / Storage 18,491 12,216,264$ Police - Interior Storage Storage 6,158 3,641,595$ Reno. Bldg South PW Parcel Office 12,680 12,680 878,724$ PW Campus Subtotals 40,676 45,765 28,878,322$ 18,680 1,294,524$ - - - - - New PW/Parks Campus Storage/Garage 251,685 116,278,470$ 4,895,241$ Police - Exterior 14,000 226,489$ PW Campus Subtotals - 265,685 116,278,470 - - - - 5,121,730$ 147,701,906$ 179,701,952$ Lutheran Refresh City Hall demo Hospital demo Immediate Phase Total 5-yr Phase Total 10-yr Phase Total 156,274,358.28$ 27,198,521$ 34,466,579$ Refresh/Refurbish (GSF) WHEAT RIDGE ALTERNATIVES DEVELOPMENT: Preferred Direction 2023 2028 & 2033NewRemodel/Renovate Demolition Lutheran Medical Center City Hall Minor Renovation (GSF)Major Renovation (GSF) Demolition (GSF) ROM Cost 2028 ROM Cost 2033 Building Existing Occupancy Building Condition (MEP) Existing SF (GSF) New Construction (GSF) TOTAL COST BY PHASE 217,939,458.99$ PW & Parks Shop Expansion at Existing Campus PW & Parks Shop Expansion at Existing Campus - Site L. Estimated Cost of Recommended Direction Estimated Cost Based on Assessments 257 City of Wheat Ridge FMP | Appendix 256 July 13, 2023 Building #Building Name Building Type Gross SF Overall Condition Rating ROM Construction Cost to Rectify Deficiencies at 2023 Design & Engineering Fees Project Contingency Total ROM Estimated Cost at 2023 Total ROM Estimated Cost at 2025 1 Active Adult Center Rec center 9,193 3.29 827,370$ 99,284$ 92,665$ 1,019,320$ 1,100,865$ 2 Anderson Building & Pool Rec center 11,994 3.59 629,685$ 75,562$ 70,525$ 775,772$ 837,834$ 3 Public Works Office 37,187 2.95 2,091,769$ 251,012$ 234,278$ 2,577,059$ 2,783,224$ 4 City Hall & Police Department Police HQ 39,623 3.40 2,852,856$ 342,343$ 319,520$ 3,514,719$ 3,795,896$ 5 Parks Forestry & Open Space Office 7,238 2.51 407,138$ 48,857$ 45,599$ 501,593$ 541,721$ 6 Park Shop Building A & B Office 4,808 2.62 270,450$ 32,454$ 30,290$ 333,194$ 359,850$ 7 Wheat Ridge Rec Center Rec Center 76,163 3.41 6,854,670$ 822,560$ 767,723$ 8,444,953$ 9,120,550$ Exclusions:Inclusions: FF&E Cost Escalation is calculated at 4% p.a. All Equipment Design & Engineering fees calculated at 12% Utility tap fees and charges Overall Project Contingency calculated at 10% Permit and plan review fees Land and legal costs Hazardous Materials Abatement ROM Estimated Construction Costs To Rectify Building Deficiencies WHEAT RIDGE Master Plan Facility Assessment M. Estimated Cost Based on Assessments