HomeMy WebLinkAbout09-16-2024 Study Session Agenda Packet STUDY SESSION AGENDA
CITY COUNCIL
CITY OF WHEAT RIDGE, COLORADO 7500 W. 29th Ave. Wheat Ridge CO September 16, 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
September 16, 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 September 16, 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. City Plan Update
2. Homeless Navigation Program Update
3. Legislative Advocacy Program
4. Staff Report(s)
5. Elected Officials’ Report(s)
Item No. 1
Memorandum
TO: Mayor and City Council THROUGH: Lauren Mikulak, Community Development Director
Patrick Goff, City Manager FROM: Ella Stueve, Senior Neighborhood Planner DATE: September 6, 2024 (for September 16 study session)
SUBJECT: City Plan Update
PURPOSE
The purpose of this study session is to provide City Council with an update on the City Plan
process and to have a discussion with council members regarding the content included in the third phase of City Plan public engagement. In Phase 3, staff is translating what we heard in the first two phases into draft policy direction for land use, mobility, and how the City Plan can facilitate peaceful coexistence between existing neighborhoods and future development.
Attachment 1 is a memo provided by the City Plan consultant, czb, which includes more details to support this study session. This is the third of four anticipated Council discussions on this project, with the subsequent study session scheduled for February 3, 2025.
BACKGROUND
The City Plan is the next iteration of the Comprehensive Plan and will supersede Envision Wheat Ridge, which was adopted in 2009. The City Plan will articulate a community vision for Wheat Ridge through 2045. A specific focus has been to ensure robust community input and to create a plan that balances different values and tradeoffs that emerge from community conversations. A successful City Plan process will result in an adopted document that reflects community values
and acts as a foundation for future decision-making on all topics related to the physical development of the city for years to come. PROJECT STATUS
Timeline
This 15-month process formally began in late January 2024 with a project team kick-off and the first phase of engagement from mid-April to early May. The second phase of engagement took place from early June to mid-July. The third phase of engagement includes the following events:
• City Council Study Session on Monday, September 16
• A public open house on Tuesday, September 17, from 4:30 to 6:30 pm at the Recreation Center
• A steering committee meeting on Wednesday, September 18
• A Planning Commission discussion on Thursday, October 3
Staff Report – City Plan Update September 16, 2024
Page 2
2
The final phase will take place in February 2025. It is anticipated that the final plan will be brought to Planning Commission and City Council for final adoption in late spring of 2025.
Public Process
Since December 2023, the City Plan project page on What’s Up Wheat Ridge has been live: https://whatsupwheatridge.com/city-plan. Since then, the project team has encouraged community members to subscribe to project updates and become neighborhood champions. Neighborhood champions are a group of people who want to stay up to speed on the City Plan
and help promote participation. As of September 6, the City Plan has 699 subscribers and 92
neighborhood champions. The third public open house is on Tuesday, September 17 from 4:30 to 6:30 pm at the Wheat Ridge Recreation Center. At this event, participants can review the proposed land use and
mobility frameworks, and they can also participate in small group discussion about how Wheat
Ridge can manage growth to peacefully coexist with established neighborhoods. The information and activities from the Open House are also available online on the project website until October 11.
Communications for this phase of public engagement includes the following:
• A postcard sent to every residence in Wheat Ridge
• What’s Up Wheat Ridge newsletters
• Connections newsletters
• Rooted in Fun Activity Guide advertisement
• Mayor’s Matters articles
• City of Wheat Ridge’s website newsflash
• Yard signs distributed to neighborhood champions and steering committee members and displayed at city parks and facilities
• Social media ads and posts
• Coasters with a QR code to the project webpage distributed to local businesses to give to customers
• Invitation for neighborhood champions to host a round table discussion with their
neighbors An outreach summary for the entire project up to this point is included as Attachment 2. Next Steps Based on Phase 3 feedback from Council, the steering committee, and the public, the project
team will revise the land use and mobility frameworks and work on a toolkit to enable future development to peacefully coexist with existing neighborhoods. The project team will also continue to develop focus areas, or areas in the city where the City Plan can develop strategies to implement the core values, principles, and priorities of the plan that can be replicated in other areas in the city. Depending on the nature of what the project team learns in September, there
may also be an interim mini-phase of outreach later in the fall for any needed follow up. All of this content will then inform the draft City Plan document, which staff plans to share with the public and City Council in Phase 4 in February 2025.
Staff Report – City Plan Update September 16, 2024
Page 3
3
CITY COUNCIL FEEDBACK REQUESTED This study session is intended to provide a forum for council members to learn about and share input on the draft land use and mobility frameworks that the project team has created, and to
discuss how the City Plan can facilitate peaceful coexistence between existing neighborhoods
and future development. No formal consensus or direction will be required from Council to move the project forward. Instead, City Council is asked to come to the September 16 meeting prepared to discuss the content included in Attachment 1 of this memo.
ATTACHMENTS:
1. City Plan Status Update, September 2024 2. City Plan Outreach Summary, September 2024
Wheat Ridge City Plan | City Council | September 2024
Wheat Ridge City Plan City
Council Check In #3
September 2024
ATTACHMENT 1
Wheat Ridge City Plan | City Council | September 2024
PROJECT OVERVIEW
Wheat Ridge City Plan | City Council | September 2024
The City Plan will be an update to the
City’s existing comprehensive plan
It should:
•Articulate the community’s vision and establish shared values
•Identify priorities for the future
•Provide the framework for many decisions for years to come
•Guide the actions of property owners, residents, elected and
appointed officials, City staff, and others.
Project Basics
3
Wheat Ridge City Plan | City Council | September 2024
A great plan
Gets the big
things right
Plans for what
is known
Creates a decision-
making framework for
what is unknown
4
Wheat Ridge City Plan | City Council | September 2024
There will be four phases of engagement where community
members will have the opportunity to provide input, both in person
or online. Engagement will culminate in the formal adoption
process in the spring of 2025.
The Wheat Ridge City Plan process is informed and guided by the
Wheat Ridge community through several methods of
engagement:
•Multiple public engagement options
•A Steering Committee
•City Council and Planning Commission touchpoints
A Community-driven Process
5
Wheat Ridge City Plan | City Council | September 2024
Online
Surveys
Month-long online
engagement
matching in-person
events
Multiple Options For Engagement
Targeted
Intercepts
Targeted
opportunities to
talk and present
6
In-Person
Events
Open Houses
throughout the
course of the project
Project
Webpage
Comment through
the project website
24/7
Wheat Ridge City Plan | City Council | September 2024
•Public can sign up to join the conversation.
•Engage at their convenience.
7
ONLINE SURVEY STILL OPEN
This survey is part of the third
phase of community
engagement, and will be available
until Friday, October 11 at 5 p.m.
What’s Up Wheat Ridge
Wheat Ridge City Plan | City Council | September 2024
An 18-member steering
committee of local
stakeholders is working
closely with city staff and
project consultants
throughout the process.
Steering Committee
8
Wheat Ridge City Plan | City Council | September 2024
Timeline
WE ARE
HERE
Wheat Ridge City Plan | City Council | September 2024
What We Heard In June
Wheat Ridge City Plan | City Council | September 2024
•City Council small groups discussions week of June 3.
•Open house event at the Recreation Center on June 6,
with over 140 attendees.
•Project Steering Committee meeting on June 4.
•Planning Commission discussion at a Study Session on July
18.
•Online survey offered via What’s Up Wheat Ridge from May
24 through June 30, with nearly 400 responses.
The Second Round Of Engagement
11
Wheat Ridge City Plan | City Council | September 2024
three Core Values, four
Planning Principles, and four
Planning Priorities which
now set the foundation for
everything else in the City
Plan.
12
Emerging
Consensus
The community confirmed….
Wheat Ridge City Plan | City Council | September 2024 13
Emerging
Consensus
% of respondents who said they Agree & Mostly Agree
with the draft language presented
in round 2 engagement
Core Values
Independent Minded 72%
Inclusive 82%
Forward Looking 87%
Planning Principles
Serve a Mix of Incomes 77%
Preserve our Patchwork Quilt 89%
Focus on Sustainability 86%
Strengthen the City's Fiscal Position 88%
Planning Priorities
Improved Retail and Business Environment 78%
38th Avenue from Lutheran to Harlan 78%
Network of Pedestrian and Bicycle Facilities 86%
Proactive Infrastructure Management 95%
Wheat Ridge City Plan | City Council | September 2024
DRAFT PLACE TYPE FRAMEWORK
A map of character areas, or
place types, that make up the
patchwork quilt of Wheat Ridge
Wheat Ridge City Plan | City Council | September 2024
Residential Place Types
The Place Type Framework categorizes distinct kinds of neighborhoods
into categories based on the variety of housing found in parts of the city.
15
Wheat Ridge City Plan | City Council | September 2024
Mixed Use and Commercial Place Types
In between these residential areas are the other types of places that define
Wheat Ridge, including where we shop, eat, go to work, or meet up with friends.
16
Wheat Ridge City Plan | City Council | September 2024
Draft Place Type Framework
17
Wheat Ridge City Plan | City Council | September 2024
Place Type Framework Implications
18
•Boundaries between different places can be fuzzy.
•Areas for conflict if not handled thoughtfully.
•Different residential areas have different levels of housing variety.
•New housing fits differently in different neighborhoods.
•Peaceful coexistence is the goal!
Wheat Ridge City Plan | City Council | September 2024
Place Type Framework Implications
19
•Peaceful coexistence is the goal!
•Future regulations will need to be sensitive to these realities.....
•City Plan will give "instructions" to future code updates based on:
•Place types
•Transition areas between place types
•Transitions between properties
Wheat Ridge City Plan | City Council | September 2024
DRAFT MOBILITY FRAMEWORK
Wheat Ridge City Plan | City Council | September 2024 21
The Mobility Framework envisions how the existing network can be incrementally improved to help meet community goals in a practical manner.
Wheat Ridge City Plan | City Council | September 2024
A toolkit approach allows the City to pick the tools that work for each
specific location when improvement opportunities arise.
22
Wheat Ridge City Plan | City Council | September 2024
FOCUS AREAS
Wheat Ridge City Plan | City Council | September 2024
Purpose: to illustrate how key City Plan
priorities could be addressed in real settings
Prototype Focus Areas
Five Focus Areas, chosen because:
•They address several of these hard-to-fix issues
that are directly related to community priorities
as expressed in the City Plan process to date.
•The solutions developed in the Focus Area Plans
are exportable to other locations in Wheat
Ridge.
•They are important locations within the
community.
Areas of Consideration
•44th Ave. Clear Creek to
Independence St
•W. 29th Ave. Fenton St. to
Chase St.
•38th Ave. Upham St. to
Harlan St
•Big Lots/Ross Dress for
Less Wadsworth Site
•Ward TOD
Wheat Ridge City Plan | City Council | September 2024 25
Prototype Focus Areas
Which Types of Issues Could
be Addressed in Which
Areas?
Wheat Ridge City Plan | City Council | September 2024
NEXT STEPS
Wheat Ridge City Plan | City Council | September 2024
Next Steps
27
•Revise Place Type and Mobility Frameworks based on feedback.
•Continue work on "Peaceful Coexistence" concepts.
•Continue work on Focus Areas:
•Peaceful Coexistence
•Other common issues citywide
•Possible additional "mini engagement round" this fall (Round 3.5?).
•Draft City Plan and Engagement Round 4 in February 2025.
Thank you!
Wheat Ridge City Plan | City Council | September 2024
REMINDERS
29
Public Open House #3
Tuesday, Sept. 17th from 4:30 to 6:30
at the Rec Center
ONLINE SURVEY STILL OPEN
Available until Friday, October 11 at 5 p.m.
1
Attachment 2: Planning Process Outreach Summary
As of September 6, 2024
Meetings and Online Engagement:
The project will include a total of four engagement phases. Each include a public open house, an online
survey or activities that reflect the content in the open houses, a City Council study session, a
presentation and discussion at Planning Commission, and a steering committee meeting. The events and
online engagement through the first three phases include:
•Phase 1:
o A steering committee meeting on March 14 – 14 attendees
o A City Council study session on April 15th
o A public open house on April 16 – approximately 120 attendees
o Online activities from April 12 to May 3 – 267 respondents
o A steering committee meeting on April 17th –17 attendees
o A Planning Commission meeting on May 2nd
•Phase 2:
o City Council discussions on June 4 and June 6
o Online activities from May 25 to June 28 – 395 respondents
o A public open house on June 6 – approximately 140 attendees
o A steering committee meeting on June 4 – 16 attendees
o A Planning Commission discussion on July 18
•Phase 3:
o City Council Study Session on September 16
o Online activities from September 6 to October 11 – respondents TBD
o A public open house on September 17– attendees TBD
o A steering committee meeting on September 18 – attendees TBD
o A Planning Commission discussion on October 3
Additionally, the project team has attended several community events to provide information and
activities related to the City Plan, including:
•Performance in the Park on June 26
•Ridgefest on June 29
•New Lutheran Hospital Open House on July 20
•Carnation Festival on August 9-11
ATTACHMENT 2
2
Direct Mail:
Staff sent every residence in Wheat Ridge two postcards notifying residents of the open house and
directing them to the project website to complete online surveys/activities in both phase two and phase
three of the engagement. The first postcard was sent in May, and the second postcard was sent in
August.
The City’s Connections newsletter is mailed to every household and business in Wheat Ridge and is the
primary source of direct mail for citywide projects such as this one. The project appeared in three
editions of Connections:
• November 2023 – The City Plan was featured as the City Manager letter on page 3, introducing
the plan effort and directing the community to the webpage to subscribe to project updates
• March 2024 – City Plan and the upcoming April meeting date were featured on the cover
• May 2024 – Public launch of the City Plan and the upcoming June meeting were featured on
page 5
• July 2024 – City Plan and the upcoming September meeting were featured on page 5
The Parks and Recreation quarterly newsletter, Rooted in Fun, included a quarter page ad in the
Summer and Fall/Winter issues advertising the open houses for phases one and three.
Email:
Several different distribution lists were utilized to send email updates directly to stakeholders:
• Mayor’s Matters is a monthly e-newsletter containing updates on the City’s latest news, current
projects, and upcoming events. It is mailed on or just before the 1st of each month. The City
Plan project has been featured in five editions: March, April, May, June, September
• In each engagement phase, an email was sent to all active board and commission members
informing recipients of upcoming open houses and directing them to the What’s Up Wheat
Ridge page to register and subscribe for updates.
• What’s Up Wheat Ridge allows users to register on the site and subscribe to various projects.
The City can send newsletters through the site to all registrants or to the subscribers of specific
projects. On January 4, an announcement of the City Plan and an invitation to subscribe to
project updates was sent to all site registrants (2977 recipients with a 73% open rate). Since that
initial newsletter, the following newsletters have been sent to project subscribers only:
March 28 email to 237 recipients with a 101%1 open rate
April 17 email to 270 recipients with a 93% open rate
April 30 email to 390 recipients with a 78% open rate
May 23 email to 435 recipients with an 84% open rate
May 28 email to 448 recipients with an 87% open rate
June 11 email to 557 recipients with a 78% open rate
June 25 email to 647 recipients with a 71% open rate
September 3 email to 699 recipients with a 71% open rate
An additional three emails will be sent during the course of phase three
(industry standard is a 21.06% open rate)
1 The email was sent to 237 people and 241 opened it, meaning it was forwarded and opened by others outside the original list.
3
Additionally, the City Plan website has invited community members to become Neighborhood
Champions throughout the planning process. Neighborhood champions are a group of people who want
to stay up to speed on the City Plan and help promote participation. As of September 6, 92 people have
signed up to be Neighborhood Champions. During each phase of engagement, Neighborhood
Champions have received between three and four emails describing how to get involved and reminding
them to spread the word. During phase three, Neighborhood Champions were also invited to pick up a
meeting in a box, or a take-home version of the phase three open house round table discussions.
Traditional Media:
• CBS ran a story on the City Plan, “Wheat Ridge asking for community feedback on future city
plan north of Denver” on June 19
• The Neighborhood Gazette prints 16,000 copies and has included the following story related
to the City Plan:
May 2024 “City Begins Year-Long Update Process for Guiding Plan”
July 2024 “The City of Wheat Ridge Brings the City Plan to Carnation Festival”
September 2024 “Wheat Ridge City Plan Engagement Continues”
• Staff created a promotional video discussing the City Plan and advertising upcoming open
houses and opportunities to get involved. The video was promoted on social media, sent to local
reporters, and airs in rotation on Wheat Ridge TV 8. The video is available at
https://whatsupwheatridge.com/city-plan/widgets/84432/videos/5488
Social Media:
The City’s social media channels were used to advertise project-specific events including upcoming
public meetings and active surveys, including on Next Door, Facebook, Instagram, and Twitter.
Social media posts also include notice of Connections, Mayor’s Matters, and City Council meetings/study
sessions.
Miscellaneous:
• Approximately 90 yard signs were distributed to steering committee members, neighborhood
champions, and other community members or installed on city property
• Flyers were distributed to neighborhood champions, at other city events, to large apartment
complexes, and upon request
• The front page of the City’s website included several newsflashes for the project
• Public meetings were included on the City’s website calendar
• Coasters with the City Plan logo and a QR code leading to the project website were distrusted at
local restaurants in the weeks leading up to each public open house
4
What’s Up Wheat Ridge:
In addition to emails sent to registrants and subscribers (see page 2), the What’s Up Wheat Ridge
platform allows staff to see how many people interact with the site.
• The project site launched on November 6, 2023.
• As of September 4, 2024, there were 3,688 unique visitors to the project page. Of these, 1,417
individuals interacted with the project in some way (downloaded documents, viewed key date
details, visited multiple pages, or engaged in an activity).
• The chart below shows the volume of pageviews and visitors for thus far.
Item No. 2
Memorandum
TO: Mayor and City Council
THROUGH: Patrick Goff, City Manager Marianne Schilling, Assistant City Manager FROM: Kory Kolar, Housing Navigator
Maddy Horgan, Homeless Navigator
DATE: September 16, 2024 SUBJECT: Homeless Navigation Program Update
ISSUE:
The most recent Homeless Navigation Program update was in October 2023. The purpose of this
study session item is for the Navigators to provide a general update to City Council regarding the Homeless Navigation Program. PRIOR ACTIONS:
N/A
FINANCIAL IMPACT: N/A
BACKGROUND:
As part of a regional effort throughout Jefferson County, in December 2020 Wheat Ridge hired a Homeless Navigator to serve the Cities of Wheat Ridge and Edgewater. A Housing Navigator was then hired in July 2022.
Together, the Navigators work closely with local businesses, constituents, metro-area non-profit
providers, government agencies, and other partners. The work of the Navigators includes:
• Weekly outreach efforts which consist of contacting unsheltered individuals and offering resources and basic need items such as socks, water, snacks, etc., to build trust and rapport
• Attending Municipal Court to make contact with and provide support for justice-involved
people experiencing homelessness
• Assessing peoples’ needs and completing intakes for the HUD-mandated Homeless Management Information System (HMIS)
• Assisting clients with obtaining vital documents (e.g., photo ID, birth certificate)
• Making referrals for healthcare, mental health, substance misuse, legal, and other issues
• Helping clients obtain/retain whatever public benefits they are eligible for (e.g., SNAP,
Medicaid)
Staff Report – Homeless Navigation Program Update September 16, 2024
Page 2
• Working with clients to identify a pathway towards housing
• Providing financial assistance for client housing searches, applications, and deposits
• Actively participating in Jefferson County’s regional efforts, as well as statewide efforts, to address homelessness PROGRAM UPDATE:
Staffing Update At the end of January 2024, Madeline (Maddy) Horgan joined the Program as its new Homeless Navigator. Client Updates
Since its inception, the City of Wheat Ridge Homeless Navigation Program has served a total of
284 clients and spoken to hundreds more referrals, directing ineligible referrals to other resources
and service providers as appropriate. To date, the Program has achieved 140 housing placements,
into either transitional or permanent, stable housing. There have been 40 housing placements since
the last update to Council in October 2023.
Each client is different, and the Navigators work to provide appropriate resources and identify a
pathway towards housing that is unique for each person. Some examples include providing
security deposit and first month rent assistance, purchasing a bus ticket to another state to reunite
a client with their family, assisting with applications to any available housing voucher
waitlists/lotteries, and assisting clients with housing search and move-in support. Staff also
complete assessments with nearly all clients, entering them into Coordinated Entry through the
Homeless Management Information System (HMIS), which will then determine their eligibility
for certain housing vouchers.
The median cost for the Program to achieve a housing placement is $1,620 per household, with Bridge Housing (motel vouchers) and move-in costs (security deposit, first month rent, etc.)
making up the vast majority of expenses. The median amount of time client households spend with
the Program before achieving a housing placement is 145 days; the maximum time has been 936 days. Community Court
The Program has partnered with the Wheat Ridge Municipal Court to develop the Community
Court program, a specialty court program that connects those who are experiencing homelessness or housing insecurity with the Program’s Navigators. Community Court is located at the Jefferson Avenue United Methodist Church with the intention of curating a more accessible and welcoming environment than a traditional court setting and therefore encouraging more persons experiencing
homelessness to attend their court date.
Upon arrival to Community Court, defendants may choose to work with the Navigators, who will then perform a needs assessment with the individual and determine sentencing conditions that may aid the individual in meeting personal goals or working towards exiting homelessness. Some
examples of these conditions include obtaining vital documents, applying for public benefits such
Staff Report – Homeless Navigation Program Update September 16, 2024
Page 3
as SNAP or Medicaid, and/or following through on a referral to a specialized resource that meets the individual’s unique needs.
These conditions will become the defendant’s sentence, and they will work with the Navigators
consistently to meet these conditions. This form of alternate sentencing has proven to be beneficial for unhoused individuals as it is a supportive, goal-oriented model that helps individuals avoid fines or jail time that may be contributing to their cycle of homelessness. The Community Court program has been experiencing steady growth of attendees in recent months, with one participant
already moved into stable housing as a result.
Grants and Partnerships At the end of 2023 the Program applied for and was awarded $75,000 in Proposition 123 funding
from the Colorado Department of Local Affairs, Division of Housing. The grant cycle runs from
April 2024 through March 2025. Sixty-five thousand dollars will be spent on Emergency Shelter
for Program clients, and the remaining $10,000 on outreach supplies (e.g., snacks, hats/gloves,
sunscreen, etc.). The Program has applied for the same amount of funding in the 2025-2026 cycle.
The end of August saw the completion of last year’s $25,000 Colorado Gives Foundation Thriving
Jeffco Grant. These funds were used not only to supplement operational funds to pay for move-in
costs, but also for more exciting, outside-the-box expenses to help clients after they achieved
housing, tailored to their specific needs. Some examples include: trade-specific HVAC tools to
help a client find more lucrative and stable employment; high quality mattresses and bed frames
for multiple clients; a nice cookware set for a client with a passion for cooking; rideshare services
enabling a client to go to work at a job not easily reached with public transportation.
The Program continues to partner with the congregation at Glory of God Lutheran Church, this
year securing a generous donation of 50 hand-made t-shirt bags. The versatile bags are much
appreciated by people living on the streets and make a wonderful outreach tool, helping build
rapport.
The partnership with the Police Department continues to grow as well. The Navigators have had
multiple meetings with WRPD leadership to learn how best to support one another, provided cases
of water for patrol officers to hand out during this summer’s extreme heat wave, and have been
granted access to police radio channels to enable more direct communication in the event of an
emergency during outreach.
A new partnership was cultivated and solidified in August with a non-profit furniture bank in
Denver called On The House. The Navigators are able to visit On The House’s large warehouse
with their clients to view and choose furniture items which will then be delivered to the client’s
apartment. Items include sofas and loveseats, dressers and bookshelves, lamps, cookware and
tableware, tables and chairs, and even artwork. This partnership will go a long way toward ensuring
that clients feel truly at home in their unit. The Program is always on the lookout for similar
partnerships.
Staff Report – Homeless Navigation Program Update September 16, 2024
Page 4
Severe Weather Due to lack of funding, the non-profit agency Severe Weather Shelter Network (SWSN) will not
be operating this upcoming winter season. SWSN has been the only shelter option in Jefferson
County for the past decade. In their absence, the severe weather response this winter season will be slightly different from years prior, but the County is working on creative solutions to ensure that the same number of shelter spots are available. The solutions might even allow for folks who were ineligible for SWSN to now have access to shelter.
This season’s response will rely heavily on new resources like Recovery Works at 8000 W. Colfax Avenue in Lakewood, which is hoping to have 50-75 beds. The County’s Emergency Management team is also looking at providing shelter options.
The Navigators are following developments very closely and will inform Council of all the details
as soon as they are available.
RECOMMENDATIONS: No recommendations at this time. ATTACHMENTS: 1. Homeless Navigation Program Data & Demographics Report
WHEAT RIDGE • EDGEWATER
HOMELESS NAVIGATIONDATA & DEMOGRAPHIC REPORT
SEPTEMBER 2024
ATTACHMENT 1
Introduction
The Homeless Navigation Program serves people experiencing homelessness in the cities of
Wheat Ridge and Edgewater. This Program Data & Demographic Report contains the following
information:
• Program Referrals
• Program Exits and Housing Placements
• AfterCare Data
• Program Expenses
• Select Client Demographic Data
Demographic data is self-reported by individuals during the Homeless Management Information
System (HMIS) intake process. The Homeless Navigation Program does not verify or validate the
information.
Power BI DesktopProgram Referrals by Quarter
Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3
2023 2024
60
48
67
56 58
42
26
Referral Sources
30%
29%
15%
11%
10%5%City Staff
Community Partner
Current/Former Client
Municipal Court
Resident
Internet Search
17.4%
of Referrals become Clients
Primary reasons a referral does not become a client:
•they are already working with other service
providers or Navigators
•they are not primarily a resident of Edgewater or
Wheat Ridge
•they have household members under the age of
18
•they are not currently experiencing, or at
imminent risk of, homelessness
•they are not (yet) interested in our services
Power BI Desktop
Auto-Exit Permanent
Housing -
Voucher
Permanent
Housing -
Self Pay
Transitional
Housing
Deceased Permanent
Housing -
Family/Friend
Permanent
Housing -
Subsidized
92
65
37
28
7 6 4
Program Exits since December 2020
239
Total
140
Housing Placements
Housing Placements by City
26
23
22
19
4
3 3 1 1
City
Wheat Ridge
Arvada
Lakewood
Denver
Westminster
Englewood
Golden
Aurora
Edgewater
Littleton
Number of days before
housing placement
936
Maximum
145
Median
An "Auto-Exit" occurs a er 180 days of no contact with the client.
Transi onal Housing is o en me-limited and involves certain behavioral expecta ons.
Examples include sober living and residen al work programs.
Typically, a voucher is func onally the same as subsidized housing (both mean that only a
fixed percentage of the client's gross income is paid as rent), but a voucher is portable
whereas subsidized housing is usually ed to a par cular property or unit.
Power BI Desktop
Issues by Topic
Finances
Logistics
Eviction
Adjustment Employment
Basic Needs
Habitability
Benefits
17
17
14
11 10
9
8 5
Actions Taken
0 10 20
Facilitation
Advocacy
Support
Resources
Financial Aid
Material Goods
New Placement
AfterCare
Households
34
A erCare is a light form of Case Management, a process of checking
in on clients to see what issues are arising a er their housing
placement. Some issues pose a serious threat to the client's housing
while others do not, but reasonable efforts are made to assist the
client in any way possible, regardless of the issue's severity.
Expenses
$7.6K
Rental Assistance $7.5K
$3.3K
Transportation $1.6K
Other $1.4K
New Placement
Material Goods
Power BI Desktop
Move-in
Costs
Bridge
Housing
AfterCare Gift Cards Emergency
Motel
Voucher
Housing
Search
Vital
Documents
Bus Tickets Lyft/Uber Outreach
Supplies
Other Family
Reunification
Material
Goods for
Client
$57.5K $55.3K
$21.4K
$4.1K $3.5K $3.3K $2.0K $1.9K $1.2K $1.0K $0.8K $0.4K $0.2K
$111.3K
$25.0K
$15.0K $1.1K
Budget Source
Operational
Colorado Gives
ESG Shelter
ESG Outreach
Total Spent
$152,437
Cost to reach housing
placement, per household
$340
Minimum
$7,828
Maximum
$1,620
Median
Program Expenses
by Categor y, Source, & Year
Year: All
2023
2024
Power BI Desktop
Disability
69%
31%
Yes No
Year: All
2021
2022
2023
2024
Age Range
0%
10%
20%
30%
18 - 24 25 - 34 35 - 44 45 - 54 55 - 61 62+
Race/Ethnicity
WhiteMultiracial
Black, African American, or African
Hispanic/Latina/e/o
CLIENT DEMOGRAPHIC DATA
Power BI Desktop
Total Months Homeless in the Past Three Years
More than 12 Months
One month (this time is the first month)
Nine Months
Two Months
Five Months
Six Months
Ten Months
Three Months
Seven Months
Eight Months
Year: All
2021
2022
2023
2024
CLIENT DEMOGRAPHIC DATA
Household Income
0%
10%
20%
30%
40%
50%
$0 $1 - $10K $10K - $20K $20K - $30K $30K - $40K $40K - $50K $50K+
Item No. 3
Memorandum
TO: Mayor and City Council THROUGH: Patrick Goff, City Manager Marianne Schilling, Assistant City Manager FROM: Cole Haselip, Management Analyst DATE: September 16, 2024 SUBJECT: Legislative Advocacy Program
ISSUE: This memo presents the City Council with four initiatives that could form a comprehensive legislative strategy and complement the existing legislative forum. The Council may choose to
adopt the entire strategy or implement certain components. PRIOR ACTION: Staff presented Council with an advocacy position resolution to oppose HB25-1152 at the March 4, 2024 Council Study Session. During that meeting, the Council expressed the desire to enhance
the City’s legislative strategy and establish a clear process to consider adopting advocacy
position resolutions. FINANCIAL IMPACT: Engaging in targeted lobbying would result in a cost related to lobbying materials and travel
expenses to the Statehouse. BACKGROUND: The City of Wheat Ridge advocates for its community’s interests through active memberships in the National League of Cities (NLC) and the Colorado Municipal League (CML). Both
organizations create annual legislative agendas that outline their advocacy positions on key
issues affecting municipalities (Attachments 1 & 2). As a member, Wheat Ridge contributes to these agendas by providing feedback and insights. A Wheat Ridge elected official has consistently served on the CML Policy Committee, allowing direct participation in approving their agenda. The City relies on these agendas to align its advocacy positions, identify potentially
harmful legislation, and make strategic decisions to best represent the City’s interests.
Wheat Ridge further engages state legislators by hosting an annual legislative forum to discuss local priorities. Additionally, at the request of CML, the City Council may adopt an advocacy position resolution regarding a specific bill. Adopted positions are reported to CML, which
incorporates them into their lobbying efforts. The formal adoption also empowers the Mayor and
Staff Report – Legislative Advocacy Program September 16, 2024
Page 2
City Councilors to support these positions in their conversations with constituents, peers, and state lawmakers.
DISCUSSION:
Staff identified the following approaches to an effective legislative strategy: developing a legislative agenda, forming a legislative sub-committee of the City Council, adopting advocacy position resolutions, and enacting a lobbying program. While each of these strategies can be effective individually, combining them into a comprehensive legislative strategy may enhance
their impact. Staff’s recommendations are in bold throughout this memo.
The following recommendations are in addition to the City’s annual Legislative Forum, which will remain as an opportunity for the entire Council to discuss pending bills with the CML lobbying team and local legislators.
Legislative Agenda A legislative agenda defines a city’s stance on key issues likely to be addressed by the state and/or federal legislature, such as public safety, affordable housing, and sustainability. When adopted by a city council, it communicates core values to the community, positions a city to
proactively engage with new legislation, and ensures that priorities are clearly conveyed to
lawmakers. As a result, it enhances a city’s ability to influence legislation in a way that benefits residents. Take, for example, this excerpt from the City of Lafayette, CO’s legislative agenda (Attachment
3) on public safety: “The City supports legislation that enhances public health and safety,
whether through gun violence prevention, wildfire mitigation, or protecting residents from environmental hazards. The City opposes any legislation that would require the enforcement of federal immigration laws or reduce the resources or authority of Lafayette’s public safety services.” This clear stance empowers Lafayette to effectively communicate its position on
public safety to both residents and legislators.
Several Colorado cities have adopted legislative agendas, each of which varies in specificity, scope, and length. For instance, Lafayette’s legislative agenda is two pages long, briefly covers six issues, and is focused entirely on the Colorado State Legislature. In contrast, Aspen’s
legislative agenda is 24 pages long, and within its scope is state and federal legislation, state and
federal agencies, regional governments, and intergovernmental coalitions. This variation highlights how different cities can tailor their legislative agendas to meet their specific needs. Staff recommends that the City Council develop a legislative agenda focused exclusively on
Colorado state issues, to be reviewed annually in December or January, ahead of the State’s
legislative session. As a result, the legislative agenda would reflect Council’s priorities for the upcoming year, allowing the City to quickly react to newly introduced bills. Furthermore, it would influence which legislation is presented to a sub-committee and/or the City Council to determine and adopt an advocacy position.
Staff Report – Legislative Advocacy Program September 16, 2024
Page 3
Council Options: 1. Consensus to develop and annually review a legislative agenda defining the City’s stance on key issues to be addressed by the state legislature.
2. Consensus to develop a legislative agenda as described by the City Council.
3. Take no action. Legislative Committee A legislative committee is a city council subcommittee tasked with thoroughly reviewing
proposed legislation. After completing their review, they may recommend that the City Council
adopt an advocacy position on a proposed measure. Front Range municipalities like Brighton, Northglenn, and Erie have legislative committees composed of council members. Elsewhere, cities like Cupertino, CA, appoint residents to these
roles. In places like Santa Fe, NM, and Frederick County, MD, staff collaborate with specialized
committees (e.g., Public Works, Sustainability, Tax) to conduct legislative reviews and provide recommendations to the City Council. Although using different methods, each approach to conducting a legislative committee provides value to the process of adopting advocacy positions.
Staff recommends forming a legislative committee as a subcommittee of the Wheat Ridge City
Council. This committee would include the Mayor and two Council Members, selected by the City Council to serve two-year terms. The committee would meet bi-weekly during the legislative session, with the flexibility to adjust as needed, and remain inactive for the rest of the year. Guided by the legislative agenda, the committee would review proposed legislation and
make recommendations for the City Council to adopt advocacy positions.
Council Options: 1. Consensus to form a legislative committee as a subcommittee of the Wheat Ridge City Council as recommended by staff.
2. Consensus to form a legislative committee as described by the City Council.
3. Take no action. Advocacy Position Resolutions Many cities pass advocacy position resolutions (APRs) pertaining to pending legislation. State
associations, such as the CML, often encourage their members to adopt these resolutions. Doing
so builds political capital, supports the advocated positions, and empowers staff and council members to engage in advocacy efforts. These resolutions also serve as a statement of the community’s values and priorities.
Staff researched thirteen comparable cities to determine their approach to APRs. Among the
cities reviewed, only Erie and Littleton considered such resolutions during the 2024 legislative session. In Erie, staff identified three key bills and crafted APRs for their City Council’s consideration. In Littleton, the Mayor and City Manager jointly identified three significant bills and developed APRs for their City Council’s consideration. Each method is similar to Wheat
Ridge’s current practice, where staff relies on guidance from CML, the Mayor, and the City
Council to draft APRs for consideration.
Staff Report – Legislative Advocacy Program September 16, 2024
Page 4
Staff recommends that the City focus on a select few bills each legislative session to consider adopting APRs. Ideally, these bills and the proposed APRs should align with the Legislative Agenda and be recommended by the Legislative Committee. If the City Council adopts an APR,
then it could prompt staff to engage in targeted lobbying efforts. Alternatively, the Council may
direct staff to act without Council’s consideration of an APR. As a result, staff could rely on guidance from CML, the Legislative Agenda, and the Legislative Committee to draft advocacy positions and assess whether targeted lobbying is warranted.
Council Options:
1. Consensus for the City Council to consider advocacy position resolutions. 2. Consensus to direct staff to draft advocacy positions and determine which bills, if any, warrant targeted lobbying without direction from the City Council. 3. Take no action.
Lobbying All 271 cities in Colorado are members of the CML, an organization established to advocate for their common interests at the Colorado Legislature. While many cities rely on CML as their primary lobbying entity, some engage in additional lobbying activities. Currently, Arvada,
Brighton, Fountain, and Northglenn employ lobbying firms to further support their legislative
interests. Additionally, Englewood, Littleton, and Louisville have utilized lobbyists in the past to advance their policy positions. These lobbying firms perform various activities to build support for their clients' legislative
goals, including:
• Meeting with legislators and their staff to discuss proposed legislation.
• Researching legislation and suggesting alternative language.
• Building coalitions to support advocacy positions.
• Creating and disseminating informational materials on legislation.
• Testifying before committees on relevant bills.
• Identifying and recruiting legislators to sponsor and advance bills. Staff recommends against hiring a lobbying firm for additional activities, as the City already relies on the CML for comprehensive lobbying efforts. With a limited scope of targeted lobbying
toward a few key bills, staff can effectively manage lobbying efforts internally using existing
resources. Staff recommends that if the City Council adopts an APR, that staff initiates targeted lobbying activities as appropriate with guidance from the Legislative Committee. Council Options:
1. Consensus to direct staff to engage in targeted lobbying as recommended by staff.
2. Take no action and the City will not engage in targeted lobbying activities. Comprehensive Legislative Program When combined, these tactics form a comprehensive legislative program as described below:
1. Legislative Agenda: The City Council reviews and adopts any amendments to a
Legislative Agenda in December/January of each year.
Staff Report – Legislative Advocacy Program September 16, 2024
Page 5
2. Legislative Committee: Informed by the Legislative Agenda, the Legislative Committee
makes recommendations to the City Council to adopt advocacy position resolutions.
3. Advocacy Position Resolutions: City Council adopts advocacy positions, thereby
directing staff to begin targeted lobbying efforts.
4. Lobbying: Staff engage in targeted lobbying to support the Council’s adopted advocacy
positions with guidance and participation from the Legislative Committee.
This comprehensive approach will ensure a proactive, strategic, and effective engagement with state legislation, aligning with the City's priorities and enhancing its influence in legislative matters. Staff recommends this approach in addition to the City’s annual Legislative Forum, which will remain as an opportunity for the entire Council to discuss pending bills with the CML lobbying team and local legislators.
RECOMMENDATIONS: Recommendations are in bold among council options. Legislative Agenda:
1. Consensus to develop and annually review a legislative agenda defining the City’s stance on key issues to be addressed by the state legislature. 2. Consensus to develop a legislative agenda as described by the City Council. 3. Take no action.
Legislative Committee:
1. Consensus to form a legislative committee as a subcommittee of the Wheat Ridge City Council as recommended by staff. 2. Consensus to form a legislative committee as described by the City Council. 3. Take no action.
Advocacy Position Resolutions: 1. Consensus for the City Council to consider advocacy position resolutions. 2. Consensus to direct staff to draft advocacy positions and determine which bills, if any, warrant targeted lobbying without direction from the City Council.
3. Take no action. Lobbying Options: 1. Consensus to direct staff to engage in targeted lobbying as recommended by staff. 2. Take no action and the City will not engage in targeted lobbying activities.
ATTACHMENTS: 1. NLC Action Agenda 2. CML Legislative Priorities 3. City of Lafayette Legislative Agenda
FEDERAL ADVOCACY2024 Action Agenda
MAKE GOVERNMENT WORK FOR
ALL COMMUNITIES
About 76% of the approximately 19,500 incorporated places had fewer than
50,000 people, and about 63% of America’s 328.2 million residents live inside these
small communities. Small cities, towns, and mid-size communities are invested
stakeholders in national challenges and continue to increase their capacity to create
local opportunities with federal programs from the bipartisan infrastructure law
and the COVID State and Local Fiscal Recovery Fund grant program. Regardless
of population size, all cities must continue to be eligible for federal grant assistance
at scale so that the benefits of federal programs and policies reach all of America’s
communities.
Federal Actions:
Support legislation that ensures communities of all population sizes can access
and take advantage of grants authorized by federal legislation.
Support bipartisan efforts to push for legislation that would ease the federal
compliance burden related to federal grants management and compliance for
cities, towns and villages.
Support legislation that would build the capacity of small, mid-sized, and rural
and disadvantaged communities such as through federal grant opportunities
for planning, pre-development and technical assistance.
ATTACHMENT 1
2 | FEDERAL ADVOCACY 2024 ACTION AGENDA
SUPPORT A LOCAL WORKFORCE PIPELINE
With the once-in-a-generation federal investments in infrastructure, clean energy
and advanced manufacturing through the Infrastructure Investment and Jobs
Act, Inflation Reduction Act and the CHIPS and Science Act of 2022, Congress
should support an at-scale investment in workforce development, training and
apprenticeship programs to ensure America’s communities have the skilled labor to
complete these priority projects.
Federal Actions:
Support funding for the RECOMPETE Pilot Program, which will provide funding
to persistently distressed communities to develop and implement 10-year
economic development strategies and create jobs.
Support and invest in sector partnerships to connect local workers to careers
in local industries that have significant hiring needs and expected growth,
including municipal workforces and expand access to work visas.
Support investments in direct workforce funding, including the reauthorization
of the Workforce Innovation and Opportunity Act (WIOA) and National
Apprenticeship Act.
BUILD SAFE AND HEALTHY COMMUNITIES
As local leaders continue to serve on the front lines addressing our nation’s public
health and safety, having a strong federal partner in this work is essential. From
mental health and substance use services to community violence, the health and
safety of our cities, towns and villages requires direct and flexible funding to ensure
effective strategies are implemented.
Local leaders are also committed to making their communities more resilient in the
face of extreme weather events and natural disasters by addressing climate change
and supporting clean energy and strengthening infrastructure. NLC will continue to
advocate for policies and programs that support local climate action and address
mental health to build strong and healthy communities.
3 | FEDERAL ADVOCACY 2024 ACTION AGENDA
Federal Actions:
Support programs that provide direct, flexible funding to cities for substance
use, mental health and community violence strategies, including attracting and
retaining a diverse public safety workforce.
Support the long-term reauthorization of the National Flood Insurance
Program.
Support local climate action and the reauthorization of the Energy Efficiency
and Conservation Block Grant.
PREVENT FEDERAL OVERREACH OF
LOCAL GOVERNMENTS
Federal preemption of core local authorities and unfunded mandates threaten the
ability of local leaders to balance budgets, maintain key services, manage growth,
and ensure the safety and usability of public spaces. In recent years, limitations on the
ability of local governments to negotiate fair communications franchises, govern the
placement of telecommunications equipment on city streets and poles, and to own
and operate broadband infrastructure and services have encroached on local efforts
to close the digital divide. NLC will continue to protect local authority and avoid
undue costs and burden on municipalities.
Federal Actions:
Engage in the rulemaking process with federal agencies to ensure that a law
that has imposed an unfunded mandate on cities, towns and villages has the
best possible outcome for municipalities.
Maintain stability of government operations by protecting existing levels of
federal funding programs and opposing any legislative claw backs to minimize
disruptions in local governance and advocate for federal funding for local
programs.
Protect local governments from unreasonable liability by advocating for liability
protection for municipal drinking water, wastewater and stormwater utilities,
landfills and solid waste facilities, airports and fire departments.
Strengthen the intergovernmental partnership between the federal government
and municipalities to ensure local authorities are protected and avoid undue
costs and burdens.
4 | FEDERAL ADVOCACY 2024 ACTION AGENDA
INCREASE HOUSING SUPPLY AND STABILITY
Housing stability is a prerequisite for economic mobility, job security, and health
and well-being. However, elected officials at every level of government are hearing
from constituents that housing is a major problem where they live. In many places,
housing instability and homelessness are outpacing the capacity of all sectors,
including local governments, housing developers and financial institutions, to provide
equitable housing opportunities for all residents. The affordable housing crisis and its
consequences is harming every community.
At the same time, local governments are pushing the boundaries of what’s possible
with limited authority and resources. Cities are using their tools including zoning
and code reforms, or lacking other alternatives, some are building housing on their
own. Annual federal funds for housing and homeless assistance programs are deeply
appreciated but insufficient to meet the demand. Local governments are filling
gaps by utilizing one-time funds through the American Rescue Plan Act and the
Infrastructure Investment and Job Act to finance the production and preservation of
housing. NLC is urging Congress to help localities do more with their housing dollars
and maintain efforts even after these one-time programs wind down.
Federal Actions:
Support direct funding for local governments to accelerate housing
development including CDBG, HOME, and the Housing Trust Fund.
Support housing stability programs for residents in distress including Housing
Choice Vouchers, Emergency Solutions Grants Program, Rural Housing
Programs; and enact the Eviction Crisis Act.
Make cities and towns of all sizes eligible for capacity building, technical
assistance, and pre-development programs like the Thriving Communities
Program and the "Yes In My Backyard" competitive grant program.
Support grants and tax-credits for affordable and public housing
improvements including cost-saving energy-efficiency improvements and
expanded access to broadband.
5 | FEDERAL ADVOCACY 2024 ACTION AGENDA
SUPPORT LOCAL ECONOMIC GROWTH
AND OPPORTUNITY
Economic development is achieved by investment in the human and physical
infrastructure in a region. It should improve the capacity of local governments to grow
and improve their economies. NLC will continue to advocate for federal investments
that catalyze local economic growth.
Federal Actions:
Support local priorities for Federal Aviation reauthorization including: bolster
compatible airport development programs, make airport improvement funding
sustainable, embracing regional aviation innovation, and keep up essential
airport connections.
Support extension of the Affordable Connectivity Program to ensure residents
can maintain access to affordable broadband services.
Support local priorities in the Farm Bill reauthorization, including for rural
development, local foods and nutrition, and conservation programs.
Support reauthorization of the Economic Development Administration,
including funds for pre-development grants.
Support reauthorization of the Brownfields Program to help redevelop
properties and make land in communities usable.
Support communities that have been devastated or impacted by natural
disasters by advocating for recovery funding to be more readily available and
easier to access.
EMPOWERED CITIES & TOWNS, UNITED FOR A STRONG COLORADO
LEGISLATIVE PRIORITIES
AFFORDABLE HOUSING
The availability and affordability of hous-
ing is of utmost concern to Colorado’s
municipalities. CML supports state incen-
tives that support communities’ efforts
to build affordable housing and appropri-
ate state assistance in strategic planning.
CML supports the state addressing con-
struction defects litigation reform as a
means to increase the availability of af-
fordable housing. CML opposes state
preemption of local authority to adopt
and enforce zoning and land use ordi-
nances and any interference with home
rule authority granted by art. XX,
s. 6 of the Colorado Constitution.
BEER & LIQUOR
CML supports the greatest amount of lo-
cal control possible for liquor licensing
and permitting. The League also sup-
ports coordination with the Colorado Li-
quor Enforcement Division (LED) and
working with the LED to modernize, clar-
ify, and harmonize Colorado’s Liquor
Code and Rules to provide consumers
with protection and promote public safe-
ty initiatives.
CRIMINAL JUSTICE
CML supports collaborative relationships
with the state on criminal justice issues
but opposes unduly prescriptive man-
dates on police and court operations and
procedures, as well as expansion of mu-
nicipal liability and removal of liability
caps. CML supports legislation to improve
the efficiency of and reduce redundancies
in the police body-worn camera statute.
ECONOMIC DEVELOPMENT
CML supports measures that promote
intergovernmental cooperation on land
use issues and supports state laws and
policies that encourage new residential,
commercial, and industrial development
to occur within existing municipalities.
CML opposes the sprawl of urban, sub-
urban, or exurban development into ru-
ral and unincorporated areas of the
state. CML supports the prohibition of
the incorporation of new cities and
towns adjacent to, or within the service
areas of, existing municipalities. CML
opposes efforts to restrict municipal
annexation authority.
TAXATION
CML and 67 self-collecting home rule mu-
nicipalities support efforts to simplify
collection efforts without impairing local
control, including collection of remote
sales taxes in a manner that complies
with South Dakota vs. Wayfair. CML sup-
ports the state in their efforts to partner
with the business community and sup-
ports municipalities that self-collect their
sales and use taxes and opposes any ef-
fort to undermine constitutional home
rule authority to set tax policy and man-
age tax administration and audits. CML
opposes state efforts to mandate the
amount of information municipalities can
collect from businesses, which can be
used for auditing purposes, tourism in-
formation, and ensuring compliance with
local ordinances. CML opposes the in-
fringement of the state into local lodging
tax policy. CML supports property tax
policies that do not reduce local govern-
ment revenue and allow municipalities
the flexibility to retain excess revenue
and modify debt service mill levies,
among other tools.
TRANSPORTATION
CML supports state funding for trans-
portation system infrastructure im-
provements that seek to prevent vehicu-
lar collisions with vulnerable road users.
CML also supports state grants to pro-
mote youth utilization of public transit.
CML opposes “off-the-top” diversions
from the Highway Users Tax Fund
(HUTF).
UNFUNDED MANDATES
CML opposes state statutes that violate
the state’s unfunded mandate statute,
as well as the prohibition on unfunded
mandates in the Taxpayers Bill of Rights
(TABOR), and place additional fiscal bur-
dens on local governments and their
taxpayers.
WATER
CML supports additional funding for
state programs that contribute to mu-
nicipal efforts to encourage water con-
servation through reduction and re-
placement of turf grass. CML opposes
state overreach that mandates local
landscaping codes.
WILDFIRE
CML supports legislation that will help
municipalities recover from large-scale
wildfires and prevent future wildfires
through proactive fire mitigation efforts.
2024
ATTACHMENT 2
Colorado Municipal League
The Colorado Municipal League is a
nonprofit, nonpartisan organization
established in 1923 to represent the
interests of 270 member cities and
towns. CML can be trusted to be a
reliable source of information about
the impact of legislation on Colorado’s
municipalities and their residents.
Policies are determined by members
in CML’s Annual Policy Statement, and
positions on legislation are established
by the CML Policy Committee and the
CML Executive Board.
Local control and home rule
CML is a strong advocate for the
state’s tradition of local control and
constitutional principle of home rule, both
of which allow cities and towns maximum
flexibility and discretion in municipal
finance, implementation of local policy,
and delivery of public services. Local
control should remain local and home rule
should stay at home. Neither should be
centralized at the statehouse.
Municipal government is the cornerstone
of good government in Colorado, and the
League values the partnership that exists
with state and federal officials. The citizens
who municipal officials represent are the
same as those represented by legislators.
The policies legislators enact affecting
municipalities must be implemented by
municipal leaders and local taxpayers. To
maintain the strength of this partnership,
CML urges legislators to consider the
impacts of decisions on the municipalities
in their respective districts.
Meet the CML advocacy team
CML employs four full-time advocates to assist in development
and communication of policies. The team closely watches proposed legislation
and works with legislators to understand municipal impacts.
HEATHER STAUFFER
Legislative Advocacy Manager
hstauffer@cml.org
Advocacy Issues: Building codes, natural resources
and environment, elections, governmental immunity, oil
and gas, open meetings/open records, severance tax/
FML/energy impact, water & wastewater/water quality,
wildfire and WUI Codes.
ELIZABETH HASKELL
Legislative & Policy Advocate
ehaskell@cml.org
Advocacy Issues: Beer and liquor, employment and
labor, economic development, retirement/pensions,
taxation and fiscal policy, lottery and gaming, historic
preservation, municipal debt and finance, purchasing.
JEREMY SCHUPBACH
Legislative & Policy Advocate
jschupbach@cml.org
Advocacy Issues: Regulated substances, hemp,
criminal justice, special districts, immigration, public
safety, municipal courts, telecom/broadband/ IT, utilities.
BEVERLY STABLES
Legislative & Policy Advocate
bstables@cml.org
Advocacy Issues: Public health, substance abuse,
affordable housing, land use and annexation, air quality,
transportation and transit, sustainability.
COLORADO MUNICIPAL LEAGUE | 1144 SHERMAN ST., DENVER, CO 80203 | 303-831-6411 X 866-578-0936 | WWW.CML.ORG
ATTACHMENT 3